Latest / What is Business Development? / Episode 120: Top 3 Takeaways "From Seller to Sales Leader" with Trevor Weber

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Episode 120: Top 3 Takeaways "From Seller to Sales Leader" with Trevor Weber · What is Business Development?

0:04
Speaker 1: Welcome to the Business Development podcast brought to you by
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Speaker 1: the Global Business Development Association, delivering the strategies and tactics
0:12
Speaker 1: to boost your career and corporate growth.
0:21
Speaker 2: Hello BD pros, and welcome to the Global Business Development
0:25
Speaker 2: Association podcast called what is Business Development? So, folks, if
0:33
Speaker 2: you are a BD leader, well, success it's no longer
0:38
Speaker 2: depending on your individual performance. It depends on your ability.
0:43
Speaker 3: To develop, coach and inspire others.
0:47
Speaker 2: And many leaders discover that what made them great as
0:50
Speaker 2: a seller isn't enough to make them an effective leader. Well,
0:57
Speaker 2: before we get into this fantastic book that tells you
1:02
Speaker 2: how to be an effective business development leader, let's talk
1:07
Speaker 2: real quickly about the business development body of knowledge that
1:11
Speaker 2: will get you into the business development profession set with
1:14
Speaker 2: the competency you need to understand the fundamentals of business development.
1:20
Speaker 2: But hey, it's also for BD leaders all the way
1:23
Speaker 2: up to chief Growth Officer. It covers all the key
1:26
Speaker 2: aspects of how to build and implement the tactics, operations
1:31
Speaker 2: and strategy to succeed in business development. I've had veterans
1:34
Speaker 2: of business development with twenty years plus of experience PhD
1:38
Speaker 2: level experience give rave reviews about this book and they
1:42
Speaker 2: even keep it on their desktop to refer to in
1:46
Speaker 2: their day to day operations leading their teams. All right,
1:50
Speaker 2: for those that want to lead teams someday, or you're
1:54
Speaker 2: already leading teams and you just want to do better,
1:58
Speaker 2: better for yourself, better for your teams, better for your company,
2:02
Speaker 2: well this is the book for you today. It just
2:05
Speaker 2: came out in December. It's the book is called from
2:09
Speaker 2: Seller to Sales Leader, and folks, if you're just listening,
2:12
Speaker 2: I'm showing the cover here, and it helps move from
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Speaker 2: closing deals to leading others and driving results. It's written
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Speaker 2: by Trevor Weber. Trevor is our guest author today. And
2:26
Speaker 2: a little bit about Trevor's background. He's an author and
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Speaker 2: certified coach with two decades of sales experience, both in
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Speaker 2: the revops, the enablement field, and the actual selling out
2:40
Speaker 2: in the field. And he's dedicated his entire career to
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Speaker 2: helping individuals and organizations achieve growth through leadership, development, communication,
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Speaker 2: and enablement. And he's coached individuals and he's coached large
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Speaker 2: sales teams and BD teams to great success. His work
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Speaker 2: focuses on equipping people with essential skills such as a communication,
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Speaker 2: productivity and relationship building while offering tailored coaching sessions and
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Speaker 2: behavioral analysis training. So, folks, let's give a big warm
3:16
Speaker 2: welcome to Trevor Weber. Trevor, welcome to the show.
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Speaker 4: Hey, Tony, thanks for having me and after all those
3:22
Speaker 4: kind words, I got a lot to live up to,
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Speaker 4: so look, thank you for our time together.
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Speaker 2: Well, I'm looking forward to it, Trevor. I know it's
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Speaker 2: going to be fun. You've worked with so many advanced
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Speaker 2: teams and sales and business development, so I'm really excited
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Speaker 2: to talk about your book today. And then again for
3:40
Speaker 2: folks that are just listening, I'm just going to bring
3:42
Speaker 2: it back up on the screen again.
3:43
Speaker 3: The book is called from.
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Speaker 2: Seller to Sales Leader, Move from Closing deals to leading
3:49
Speaker 2: others and driving results. It's available on Amazon. Go ahead
3:53
Speaker 2: and grab your copy or listen to a few of
3:56
Speaker 2: Trevor's top tactics here. But before we get into his
3:59
Speaker 2: tactics the book, Trevor, can you tell folks a little
4:01
Speaker 2: bit how did you get into sales into business development?
4:04
Speaker 3: Yeah?
4:05
Speaker 4: No, I appreciate, Tony, so it's a bit of a
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Speaker 4: unique story slash. I kind of also fell into it.
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Speaker 4: So my background my undergraduate was pastoral. I was studying
4:15
Speaker 4: to be a pastor and in my undergraduate college and
4:20
Speaker 4: right out of that decided not to go that direction.
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Speaker 4: And my stepfather was in construction, own a construction company,
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Speaker 4: and so I actually started working for him and getting
4:30
Speaker 4: injured doing something that he told me not to do,
4:33
Speaker 4: and through that injury ended up working for a photography
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Speaker 4: company up in Oregon and was doing the productive was
4:41
Speaker 4: taking the pictures the photography, and the owner came to
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Speaker 4: me after seeing my interaction with customers and asked me,
4:48
Speaker 4: had you have you ever thought about sales? He was like,
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Speaker 4: well no, because I thought sales car salesman like that.
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Speaker 4: That's where exactly where my mind went back from the eighties.
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Speaker 4: And so my first answer was like no, I'm thank
5:00
Speaker 4: you very much. And after her prodding me and really
5:04
Speaker 4: pushing me to do it, I said, you know what,
5:05
Speaker 4: Let's give it a shot. And so she sent me
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Speaker 4: underneath a woman, her name is Diane, and it was
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Speaker 4: on the job training. Like day one. I was out
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Speaker 4: walking meeting with clients and watching Diane sell and close.
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Speaker 4: And about two weeks later she went on maternity leave
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Speaker 4: and I was left to myself with about seventy clients
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Speaker 4: in a territory at twenty two years old, saying I
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Speaker 4: don't know how to do this, So fast forward twenty
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Speaker 4: years later. You know, a lot of mistakes, a lot
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Speaker 4: of success, and I wouldn't have it any other way.
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Speaker 4: Sales is a great industry to be in. It has
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Speaker 4: its challenges, but it's rewarding and a phenomenal place to be.
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Speaker 2: Yeah, Trevor, I know a lot of folks that I've
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Speaker 2: talked to, I've interviewed on this show. They accidentally fall
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Speaker 2: into business development and sales. But you literally accidentally fell into.
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Speaker 3: Literally yep.
6:05
Speaker 4: I was. I was doing some demolition work in a
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Speaker 4: construction job, and I w was instead of using a crowbar,
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Speaker 4: use my arms, as you know a young, buff, twenty
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Speaker 4: two year old kid would do. And I tried to
6:15
Speaker 4: rip the thing off and threw out my shoulder, and
6:19
Speaker 4: you know, lo and behold, construction wasn't for me. So
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Speaker 4: here I am twenty years later, still in sales.
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Speaker 2: Yeah, bigger hammer, bigger hammer.
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Speaker 4: Yeah exactly.
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Speaker 2: Hey, Trevor, I can't wait for you to preach about
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Speaker 2: your top tactics here and about your book. But you
6:38
Speaker 2: know why did you write the book?
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Speaker 4: Yeah, so it's a great question. And one of the
6:43
Speaker 4: things I look back at is when I first stepped
6:45
Speaker 4: into sales and this kind of goes into one of
6:48
Speaker 4: the tactics, but I'm kind of jump ahead. I didn't
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Speaker 4: really have anybody to guide me. And you know, there's
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Speaker 4: a lot of sales books out there and a lot
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Speaker 4: of resources, especially in the last fifteen twenty years, But
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Speaker 4: in the moment, I was like, how do I do this?
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Speaker 4: In the moment, who's going to walk with me? Who's
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Speaker 4: going to guide me? And so as I did pick
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Speaker 4: up sales books, a lot of them were deep and
7:08
Speaker 4: there were concepts, and while very very valuable and had
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Speaker 4: a lot of good insights, I just needed something simple,
7:15
Speaker 4: were like, how do I do this? Like's what's my
7:17
Speaker 4: first step? What question do I ask? And the other
7:21
Speaker 4: side of it was I like story. I write fiction
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Speaker 4: books on the side for my kids and the idea
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Speaker 4: of story, and we all know that stories sell a
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Speaker 4: lot and they sell well, and so these books are
7:34
Speaker 4: written through that lens. And so from Seller to Sales
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Speaker 4: Leader is actually book three of a trilogy, the first
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Speaker 4: book being The Fundamentals of Selling and then winning Complex Sales,
7:44
Speaker 4: and then from Seller Sales Leader, and then I have
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Speaker 4: one other ones published, the Performance Mindset, and I'm doing
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Speaker 4: another one Sales Discovery right now. The idea and concept
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Speaker 4: behind the books is it follows a gentleman by the
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Speaker 4: name of Jason, and in book one he's brand new
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Speaker 4: account executive and he learns through all the mistakes, a
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Speaker 4: lot of the mistakes that I made, a lot of
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Speaker 4: the mistakes A lot of people probably listening to this
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Speaker 4: podcast make all the time of you know, asking a
8:11
Speaker 4: question too soon, pitching too soon, bringing up price too soon,
8:15
Speaker 4: or you know, fill in the blank. And so the
8:19
Speaker 4: first part of it, he does everything wrong, and then
8:21
Speaker 4: his coach, his mentor, Maria, comes in coaches him and
8:26
Speaker 4: does a teaching and says, hey, let's let's coach you
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Speaker 4: through this very very much through questions. And then Jason
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Speaker 4: goes in and on the tail end of it with
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Speaker 4: a client that he follows through all three books and
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Speaker 4: does it the right well, well not the right way necessarily,
8:41
Speaker 4: but doesn't the way that it's being he's being coached.
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Speaker 4: And so he moves from the fundamentals to larger complex
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Speaker 4: enterprise deals, procurement c suite multi threading. And then eventually
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Speaker 4: he moves into this book from seller to sales leader,
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Speaker 4: and it focuses on the move from an individual contributor
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Speaker 4: to a sales leader. And in my experience, that's a
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Speaker 4: that's a tough switch. Like I think you said it
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Speaker 4: really well, where you know it's it's one thing to
9:09
Speaker 4: be a high performer, and it's another thing to go
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Speaker 4: into a sales leader role where you're responsible for your
9:15
Speaker 4: own quota, you're responsible for your own performance. Now you're
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Speaker 4: responsible for people, and you're responsible for metrics, and you're
9:23
Speaker 4: responsible to your leadership and driving results through people and
9:27
Speaker 4: through performance. That takes a that's a huge shift. And
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Speaker 4: when I stepped into my first sales leader role, I
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Speaker 4: had nobody coaching me of saying, hey, here's how you
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Speaker 4: do on one on one, here's how you hold a
9:39
Speaker 4: performance review. Oh, somebody's not doing what they should be doing.
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Speaker 4: You needed to hold a crucial conversation like here's how
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Speaker 4: you do it. So I kind of had to learn
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Speaker 4: through the hard school of hard knocks, and I had
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Speaker 4: those difficult conversations. I had three sixty reviews that let's
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Speaker 4: just say, I wouldn't put my numbers up on a
9:56
Speaker 4: board and show anybody. But I think through all of
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Speaker 4: that is what caused me to say, how can I
10:03
Speaker 4: help other people not struggle through those things? And how
10:05
Speaker 4: can I write a simple, easy to read, one or
10:08
Speaker 4: two sittings book that gives them simple tactics to be
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Speaker 4: able to help them lead better, especially if they don't
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Speaker 4: have someone coaching in through it. Yeah.
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Speaker 2: I love your concept, Trevor, of a series of books
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Speaker 2: built on a story that continues from one book to
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Speaker 2: the other. You know, and as we indicate in the
10:27
Speaker 2: Business Development Body of Knowledge, stories sell and there's a
10:32
Speaker 2: neuroscience behind that, and it's why it works very effectively.
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Speaker 2: And I like what you say about a book that's
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Speaker 2: quick to read and simple, but gets the message across
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Speaker 2: and resonates with people and it's memorable. The Business Development
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Speaker 2: Body of Knowledge probably is not in that category. It's
10:52
Speaker 2: about two thousand pages of complex notes crammed into three
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Speaker 2: hundred pages, but yet we still get great reviews.
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Speaker 3: Folks love it. But I always like to bring.
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Speaker 2: Folks like you onto the show because you provide such
11:06
Speaker 2: different perspectives about the topic. And so whether you get
11:10
Speaker 2: the knowledge from the Business Development Body of Knowledge where
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Speaker 2: do you get it from Trevor's book, Folks, there's so
11:15
Speaker 2: much depth to our specialty that you really have to
11:20
Speaker 2: read and talk to and get coached by practitioners like
11:24
Speaker 2: Trevor who have been there, done that, and they've learned
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Speaker 2: the tough lessons, had the tough numbers and one and
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Speaker 2: so Trevor, thank you for doing that. I can't wait
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Speaker 2: to have you on the show when you publish one
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Speaker 2: of your next books. That way we can kind of
11:39
Speaker 2: continue the story.
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Speaker 3: Absolutely.
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Speaker 2: Yeah, but let's go ahead and continue the podcast into
11:45
Speaker 2: your top three tactics.
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Speaker 3: Let's start off with tactic number one.
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Speaker 4: Yeah, and we've kind of already mentioned it, and that's
11:52
Speaker 4: the identity shift. You know.
11:54
Speaker 3: I think.
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Speaker 4: A lot of individuals move into leadership because they a
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Speaker 4: top performer. And just because I'm a top performer doesn't
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Speaker 4: necessarily mean is you know that I'm going to be
12:05
Speaker 4: a top I'm going to be a top leader, and
12:07
Speaker 4: doesn't mean that those skill sets are going to transfer over.
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Speaker 4: And I think that that's one of the one of
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Speaker 4: the most difficult pieces of becoming a new sales leader
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Speaker 4: is how do I make that shift from how do
12:19
Speaker 4: I win? Versus how do we win. And you know,
12:22
Speaker 4: John one one of my mentors and individual that I
12:27
Speaker 4: hold dearly, have read a lot of his books, had
12:29
Speaker 4: an opportunity to meet him and learn from him as
12:31
Speaker 4: John Maxwell, and he talks about this concept that leadership
12:35
Speaker 4: has influenced nothing more, nothing less. And one of the
12:40
Speaker 4: biggest things that I think that we can take when
12:41
Speaker 4: it comes moving from an individual role into a leadership role,
12:44
Speaker 4: is that concept. As a salesperson, we're influencing clients and
12:48
Speaker 4: we're asking them questions and we're guiding them through a process.
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Speaker 4: And I think the key is taking that from being
12:53
Speaker 4: an individual contributor to taking that into leadership and how
12:57
Speaker 4: do I influence and guide the individual? But the challenge
13:02
Speaker 4: is we step into leadership and all this stuff comes
13:05
Speaker 4: at us, and all of a sudden we start trying
13:07
Speaker 4: to apply everything that worked for us to the other person.
13:12
Speaker 4: And then we have a team of five, a team
13:14
Speaker 4: of fifteen, and we try and apply that same principle
13:16
Speaker 4: across everybody, and it doesn't work. And I think, and
13:21
Speaker 4: then the other piece of it is that we step
13:24
Speaker 4: in too often well, well you're not going fast enough.
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Speaker 4: Over hey, let me handle this objection, or let me
13:29
Speaker 4: put that proposal together for you or and we continue
13:34
Speaker 4: to step into that individual role and instead of empowering
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Speaker 4: our reps and empowering the person that we're leading, we're
13:41
Speaker 4: taking over in control because maybe we're concerned we're going
13:44
Speaker 4: to lose the deal, or maybe we're concerned that, well,
13:48
Speaker 4: how am I going to look or be perceived by
13:51
Speaker 4: this person when if I don't step in, or how's
13:54
Speaker 4: the client going to perceive our company? And so we
13:57
Speaker 4: don't allow that rep to fail, we don't guide them,
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Speaker 4: and so that identity shift becomes really challenging, uh when
14:05
Speaker 4: we do that. And so one of the one of
14:07
Speaker 4: the concepts that I talk about the end book in
14:10
Speaker 4: the book is empowering reps and not rescuing them. And
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Speaker 4: I think that's a really important concept. And if there's
14:17
Speaker 4: an opportunity that you know or that is at risk
14:20
Speaker 4: and you're gonna lose it, of course, as a sales leader,
14:22
Speaker 4: I want to step in and I want to guide
14:23
Speaker 4: and I'll coach you as a rep after the call
14:26
Speaker 4: or after the meeting, but I also kind of want
14:29
Speaker 4: to see you fail a little bit. It's it's no
14:32
Speaker 4: different than parenting. If I constantly step in and constantly
14:36
Speaker 4: save my kids from stepping off the curb or if
14:38
Speaker 4: I save them from well, running out into the street.
14:40
Speaker 4: That is one where I draw the line. But they're
14:44
Speaker 4: never going to learn and they're not they're not going
14:46
Speaker 4: to have that experience and embed it deeply. I think
14:48
Speaker 4: it's the same when it comes to sales leadership. It's
14:51
Speaker 4: not necessarily treating reps like kids, although some some I
14:54
Speaker 4: could say, yes, we should, but but I think overall,
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Speaker 4: it's empowering them and give them the tools need me
15:01
Speaker 4: stepping back and saying how can I serve you?
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Speaker 3: Yeah, that's great. Yeah, that's the sign of a great leader.
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Speaker 2: Letting empowering folks to have autonomy to the point of crisis.
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Speaker 4: Yes, that's a great way to put it.
15:16
Speaker 2: Absolutely, And that's a delicate line sometimes, and and that
15:20
Speaker 2: line is constantly moving as your team members evolve and
15:26
Speaker 2: improve their skill sets.
15:28
Speaker 4: And I think some some are more or less than others.
15:32
Speaker 3: I have.
15:33
Speaker 4: I used to coach and lead reps who there was
15:37
Speaker 4: very hands off. I could like just you know, little
15:40
Speaker 4: tweaks here and there, you didn't have to really do
15:41
Speaker 4: a lot, and they're performing and just checking in and
15:44
Speaker 4: doing those one on ones and are the ones there's
15:47
Speaker 4: a lot more handholding, And so it's figuring out that
15:50
Speaker 4: balance of how much or how little do I need
15:52
Speaker 4: to empower you and when do I step in and
15:55
Speaker 4: and a lot of that is just experience.
15:57
Speaker 2: M h yeah, yeah, And I think I'll so having
16:00
Speaker 2: those conversations as a coach of what do you need
16:02
Speaker 2: from me?
16:03
Speaker 3: Like what do you what? What do you think is lacking?
16:05
Speaker 3: What tools do you need? What solutions do you need?
16:08
Speaker 2: And if their answer is I don't know, well then
16:10
Speaker 2: you know that's kind of the next progression to a
16:12
Speaker 2: deeper level conversation. Right.
16:16
Speaker 3: So okay, So that's tactic number one.
16:18
Speaker 2: Empower your individual contributors to succeed and have the autonomy
16:25
Speaker 2: to make mistakes one hundred percent.
16:27
Speaker 4: And I think the tach the second tactic is along
16:30
Speaker 4: along those lines, is along the lines of coaching is
16:33
Speaker 4: how how do you go in and coach? And and
16:36
Speaker 4: part of that stem from my poor experiences when I
16:39
Speaker 4: first started getting getting started as a sales leader. Is
16:44
Speaker 4: you know, I remember one particular individual that I was
16:47
Speaker 4: trying to coach. She had been underperforming for probably about
16:51
Speaker 4: three or four months, and I came in not not
16:54
Speaker 4: hard in a negative way, but it was like, how
16:56
Speaker 4: are we going to address this? How you know we
16:57
Speaker 4: need to get the numbers up? What can we do?
17:00
Speaker 4: And I was talking metrics, and I was talking all
17:01
Speaker 4: these other things, and all of a sudden she paused
17:05
Speaker 4: and she just started bawling, crying her eyes out, and
17:10
Speaker 4: I at that point just backed up and I just
17:12
Speaker 4: started listening. I offered her space and I said, what's
17:15
Speaker 4: going on? And then I just observed and from that
17:18
Speaker 4: moment we didn't talk about her performance. She actually went
17:22
Speaker 4: into detail about how things personally in her life were
17:26
Speaker 4: very difficult and that was impacting her performance. And that
17:31
Speaker 4: was probably one of the greatest things I learned from
17:33
Speaker 4: when it came to coaching, is that when we offer
17:36
Speaker 4: somebody the space to observe, as opposed to embedding all
17:40
Speaker 4: the things that I think that we need to be done,
17:43
Speaker 4: we understand, we gain perspective. And it's no different than
17:46
Speaker 4: when we were doing like discovery with a client. It's
17:48
Speaker 4: asking questions, sitting, shutting up, and just listening. Because if
17:53
Speaker 4: I wouldn't have done that, I wouldn't have given her
17:55
Speaker 4: the space to say, this is what's going on personally?
17:57
Speaker 4: Now there's a boundary obviously, as sales leader is a
18:01
Speaker 4: personal and professional, but I think still we can go
18:03
Speaker 4: in and say, Okay, how can I help you through that?
18:05
Speaker 4: How can I coach you through that? And then also
18:08
Speaker 4: leaning over and towards the accountability piece and saying okay,
18:12
Speaker 4: this is going on personally, but I still need you
18:14
Speaker 4: to perform, and then going into that coaching mode. And
18:18
Speaker 4: I think that sets the foundation of coaching is when
18:22
Speaker 4: I coach. When I think sales leaders coach in general,
18:25
Speaker 4: we're not just coaching their performance. We're not just coaching metrics.
18:27
Speaker 4: We're coaching the person. And I think that that piece
18:30
Speaker 4: of it is really important to understand is how do
18:33
Speaker 4: I coach this person and help them to perform and
18:38
Speaker 4: reach the goals that they want or that they need.
18:41
Speaker 3: Yeah, I think that's pretty powerful.
18:43
Speaker 2: Number two is just engaging with your team members as
18:47
Speaker 2: if you're engaging with your prospects and your clients and
18:51
Speaker 2: asking those profound questions. And then when you have a
18:54
Speaker 2: breakthrough moment like your one individual who just you know,
19:00
Speaker 2: burst out in tears, it's very tempting as a leader,
19:03
Speaker 2: I think to either say oh that's okay and comfort
19:06
Speaker 2: the individual you know, you'll get your numbers back up,
19:09
Speaker 2: no big deal. Or it's to say, you know, go
19:12
Speaker 2: to the opposite end of the spectrum and say, there's
19:14
Speaker 2: no crying in sales, you know, but you know you
19:20
Speaker 2: you took the different approach, which is the profound approach,
19:23
Speaker 2: which is, hey, tell me what's going on?
19:26
Speaker 4: Yeah, and just And I think that a lot of
19:28
Speaker 4: that comes through questions like you're right with the and
19:31
Speaker 4: it's and it's being curious, and it's asking powerful questions.
19:34
Speaker 4: And I remember several sales roles early in my career
19:38
Speaker 4: where the phrase was leave your troubles at the door
19:41
Speaker 4: and be ready to sell on the floor. And you know,
19:44
Speaker 4: as a sales leader, that doesn't work at all, especially
19:48
Speaker 4: in the coaching spaces that we have to coach performance
19:51
Speaker 4: and in a sense sometimes coach the person because the
19:54
Speaker 4: two are intertwined. And you know, somebody once told me
19:56
Speaker 4: that if somebody's performance is consistently down, look at what's
20:00
Speaker 4: going on underneath the surface and coach that before you
20:03
Speaker 4: actually can coach the skill set of the performance. And
20:05
Speaker 4: if we can do that, it comes through listening.
20:08
Speaker 2: Yeah, that's great, that's great. Okay, Trevor, let's jump into
20:11
Speaker 2: tactic number three good.
20:13
Speaker 4: Yes. The third one is overall is self management. And
20:18
Speaker 4: you know, there's several probably about three or four chapters
20:20
Speaker 4: in the book that talk about organization and organization as
20:25
Speaker 4: a leader and how do I leave myself and the
20:29
Speaker 4: you know, as a rep, it's important to be able
20:31
Speaker 4: to organize our day, to be able to know who
20:34
Speaker 4: we're callings, blocking out, prospecting time, blocking about, blocking out,
20:38
Speaker 4: meeting time, personal development time, organizing you know, Salesforce or
20:42
Speaker 4: our CRM as much as our sales letter pushes us
20:45
Speaker 4: to do that. But when you move into leadership, it
20:49
Speaker 4: changes because now not only are you managing yourself and
20:52
Speaker 4: you're managing your schedule, you're managing meetings that are put
20:55
Speaker 4: on you, you're managing your teams. You're managing their their meetings,
20:59
Speaker 4: You're managing the organization. And it really comes down to
21:03
Speaker 4: how am I showing up, how am I preparing, and
21:06
Speaker 4: how am I organizing my schedule in my life to
21:09
Speaker 4: be able to manage everything that comes at me. Because
21:12
Speaker 4: as a new sales leader, if you're still managing your
21:14
Speaker 4: book of business and you have a team of five
21:17
Speaker 4: people that you're managing them as well, and You've got
21:19
Speaker 4: these meetings from upper senior leadership that are being put
21:22
Speaker 4: on your schedule and you're saying, no, this is a
21:24
Speaker 4: priority more than you're one on one. Well, now your
21:27
Speaker 4: reps saying, well, am I not a priority? And so
21:31
Speaker 4: being able to manage self is incredibly important. And there's
21:35
Speaker 4: that old adage of like, you know, you just need
21:36
Speaker 4: better time management, you need, but you need to manage
21:38
Speaker 4: your time better. I actually don't believe that that's true.
21:41
Speaker 4: We can't manage time. We can't. You can't add an
21:44
Speaker 4: hour to the day. The only thing I can manage
21:46
Speaker 4: is me, myself and I and how I show up
21:48
Speaker 4: and how I start and begin the day and stay organized.
21:51
Speaker 4: So there's one piece, and then there's the internal piece
21:54
Speaker 4: that I manage is the mental and emotional side. And
21:58
Speaker 4: one of the chapters that I introduced a heart framework,
22:00
Speaker 4: and it talks about how do I manage my emotions?
22:03
Speaker 4: How do I manage my responses if a rep comes
22:07
Speaker 4: at me and lashes out at me because they're upset
22:10
Speaker 4: at a change that happened within the organization, how am I,
22:13
Speaker 4: as a sales leader managing myself to respond to that question?
22:17
Speaker 4: Because that's a reflection of my leadership, and that's a
22:19
Speaker 4: reflection of the culture of my team. And so am
22:22
Speaker 4: I regulating my emotions? Am I doing a self check?
22:26
Speaker 4: And so it covers both my external time and organization management,
22:31
Speaker 4: But then it also covers the internal management which we
22:34
Speaker 4: don't often go to. Is how am I regulating myself
22:37
Speaker 4: and my responses? Because that's incredibly important, and it goes
22:41
Speaker 4: into a deeper My fourth book, The Performance Mindset, goes
22:44
Speaker 4: into this deeper on just a general scale and performance
22:47
Speaker 4: roles in general, of how emotions and how failure and
22:52
Speaker 4: how setbacks impact performance roles and how do we respond
22:56
Speaker 4: out of those Because in sales, we focus on skiets,
23:00
Speaker 4: we focus on tactics, we focus on process, but we
23:04
Speaker 4: don't focus on, oh I just lost that deal, how
23:07
Speaker 4: do I recover from that? And so in sales leadership,
23:10
Speaker 4: I think it's really important to be able to know
23:12
Speaker 4: that know ourselves and manage ourselves better as well.
23:17
Speaker 2: Yeah, you know, managing yourself is it can be difficult,
23:21
Speaker 2: it can be overwhelming because, as you indicated, you have
23:24
Speaker 2: so many competing interests in addition to your leadership role.
23:30
Speaker 2: And so I also like the way that you really
23:33
Speaker 2: focus on the introspective emotional intelligence side of things, how
23:38
Speaker 2: am I reacting to my people? And what kind of
23:42
Speaker 2: a role model am I? In my response? Really profound,
23:48
Speaker 2: and so Trevor, let me kind of summarize the top
23:51
Speaker 2: three tactics here. Jump in if I missed anything, but
23:54
Speaker 2: tactic number one from your book, and folks, I'm just
23:56
Speaker 2: going to show the cover again. We're talking about Trevor's
23:59
Speaker 2: new book. It's called from Seller to Sales Leader, Move
24:02
Speaker 2: from closing deals to leading others and driving results. And
24:06
Speaker 2: so tactic number one we talked about today is empowering
24:10
Speaker 2: your people enabling them to make those decisions autonomously to
24:16
Speaker 2: the point that they might come upon a crisis and
24:20
Speaker 2: that's the time obviously to step in, but up to
24:23
Speaker 2: that point, enabling them to learn the tough lessons can
24:27
Speaker 2: allow them to catapult forward in their growth. And then
24:31
Speaker 2: the second key takeaway or tactic is, you know, being
24:36
Speaker 2: a servant leader and treating your team members like customers,
24:44
Speaker 2: like prospects. And when you have those breakdown moments, when
24:48
Speaker 2: somebody burst into tears, you can only achieve breakthrough by
24:53
Speaker 2: just shutting up and asking the deep question of Hey,
24:56
Speaker 2: what's going on just like we talked to our prospects,
24:59
Speaker 2: just like we talked talk to our clients. It's understanding
25:02
Speaker 2: the art of silence to advance the deal. And then finally,
25:07
Speaker 2: you know, the third tactic is just managing ourselves as leaders.
25:10
Speaker 2: How are we showing up every day as a role model.
25:14
Speaker 2: How are we regulating our emotions, not internalizing our emotions,
25:19
Speaker 2: but how are we expressing ourselves in a way that's
25:22
Speaker 2: positive that advances the entire team? And Trevor, I can't
25:26
Speaker 2: wait to read your follow on book that kind of
25:30
Speaker 2: goes into more detail on how we can as leaders
25:33
Speaker 2: be more emotionally regulated and show up each day as
25:37
Speaker 2: servant leaders. Trevor, it's been so great talking to you today.
25:42
Speaker 2: How can folks connect with you and follow your work?
25:45
Speaker 4: Yeah, no, Tony, I'm grateful and very much thank you
25:48
Speaker 4: for having me today, and absolutely follow me on LinkedIn.
25:53
Speaker 4: I also have a website for the various books. It's
25:55
Speaker 4: called the Sellers Framework dot com. The books the first
25:59
Speaker 4: of the trilogy of the first three of Fundamentals of Selling,
26:02
Speaker 4: Complex Sales and From Seller to Sales Leader. The other
26:06
Speaker 4: one that's out that Tony you mentioned is the Performance
26:09
Speaker 4: Mindset it's how do I recover from failure, how do
26:12
Speaker 4: I recover from setbacks? And what kind of mindset is
26:15
Speaker 4: required for high performing roles. And then I'm actually in
26:19
Speaker 4: the process right now of working on my fifth book
26:22
Speaker 4: called Sales Discovery, all about the mindset behind discovery. And
26:26
Speaker 4: so the series will continue. I'll continue to write books,
26:29
Speaker 4: and they're all they all speak to each other, and
26:31
Speaker 4: so it's great tools and skill sets for sales leaders
26:34
Speaker 4: and salespeople like to buy into.
26:37
Speaker 2: Yeah, Trevor, thank you so much for sharing your story
26:39
Speaker 2: with us today and sharing those stories and all of
26:42
Speaker 2: your books. I can't wait to read the next books
26:46
Speaker 2: and continue reading these stories. And you know, story sell, folks,
26:52
Speaker 2: story sell. Trevor, thank you so much for joining us.
26:55
Speaker 2: Thank you for everything you do for the business development profession.
26:58
Speaker 4: Thank you, Tony.
27:02
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