Bridget Gleason is VP of Sales for Logz.io and my regular partner on Front Line Fridays.
- Andy’s resolutions are not specific to the New Year. He’s always focused on fitness and improving his performance. 2018 is a year for product launches and podcast changes. Bridget also has goals for 2018.
- Integrate your business, career, income stream, life, and travel so you can intentionally achieve what you plan.
- Bridget has been focused on some externals related to work, but she has goals for internal work, too. Sales motivation is an internal game. Drive to achieve the number while knowing you are more than the number.
- To have a fulfilling sales career, you have to be resilient, with inner balance. Andy never feels he has reached the best version of himself. He is nowhere near thinking of slowing down. There is so much left to create!
- Bridget discusses a focus on connection and community. Our drive to accomplish keeps us connected to others. We don’t achieve in a vacuum. We also connect with our customers. Constantly improve your ability to connect.
- Ambition, drive, curiosity, and empathy are all essential characteristics for a sales career. Bridget never wants to ‘call it in.’ She continues to compete with herself.
- What should our level of emphasis be on excellence? Does too much emphasis de-motivate? Competent sales reps may not be comfortable being pushed into being sales superstars. You don’t want to need all ‘A’ players.
- There will always be a distribution. It is pejorative to refer to good salespeople as ‘B’ players. Just say they are good at what they do. Good means competent, not mediocre. If they make their number, they are good.
- It is hard to reach your number consistently. Yes, there are superstars who hit it out of the park, but all can be not the best. Help each rep to be the best they can be.
- Andy wants to help executives re-orient their perspective on the tiers of their sales team. The focus should be on predictable productivity. The largest group is made of good players. Bad players need to go do something else.
- Treat your good players as good, not as bad. More managers could work on that and allocate training resources to invest in their team. A couple of reps hit it out of the park, but don’t assume everyone can.
- Think about this. Are you giving your good players a fair shake with lead distribution and a system that is good for the good reps? Are you rewarding consistency?