Sales Team Inspirational Quotes

Leadership creates performance in people because it impacts willingness; it’s a matter of modeling, inspiring, and reinforcing.

The only way you can continue to be relevant to your clients is by changing the way you work. You must continually improve yourself so that you can meet their future requirements.

You should be establishing a foundation that is ethical, honest and about serving your client – this is what separates ‘the best in the market’ from ‘the rest of the market’.

To sell (or serve) effectively, you must focus on your client – even if it creates more work for you. This is a fundamental principle of consultative sales.

At every stage of interaction with your clients, ask yourself, ‘If I look at this ONLY from my client’s perspective, how does it need to be?

Once you utilise a sales process and begin to realise results from it, the increase in your ability and confidence can be staggering.

Keep in mind that the achievements of every successful person, product and organisation were once no more than aspirations. This is where you are right now.

Without the openness, willingness and desire to change, you cannot develop, improve and achieve your future goals.

The ability to change is everything.

For salespeople to be successful we must focus on three vital areas: psychology, skills and systems.

Imagine if you made it your intention to be both ‘world-class’ and ‘the most trusted and respected supplier’ to your clients. It would force a new level of thinking about how you operate.

If you consider selling to be serving, you’ll think differently about sales. You’re helping your clients get everything they need, and you’re ensuring they choose you to provide it for them.

Psychology is the foundation of success in sales and will determine whether or not we believe we are able to succeed. Without belief, we cannot convince ourselves that we are capable of success.

At some point in life, you will need to sell yourself, your ideas, your products, your business, your team, your products or services, or your opinion. You continually have to influence and persuade people. That is true for all of us.

Good teams get their inspiration and product ideas from their vision and objectives, from observing customers' struggle, from analyzing the data customers generate from using their product, and from constantly seeking to apply new technology to solve real problems. Bad teams gather requirements from sales and customers.

Let's start at the top—the source of ideas. This model leads to sales‐driven specials and stakeholder‐driven products. Lots more to come on this key topic, but for now, let me just say that this is not the source of our best product ideas. Another consequence of this approach is the lack of team empowerment. In this model, they're just there to implement—they're mercenaries.

You will make sure your team is working on the right opportunities at the right time through your efforts to hone the team’s focus. You’ll lead the field each day with the right people in the right roles in the right places with the right tools and the right resources through your efforts to build it. Your team will consistently execute through your efforts to drive the fundamentals. You will predict the future through measuring the right KPIs and metrics engrossing your responsibility to forecast. And you will drive fun through the creation, management, and optimization of an environment where your team is intrinsically inspired, so they’ll show up, do their best, stay, and tell their friends.

In modern teams, we tackle these risks prior to deciding to build anything. These risks include value risk (whether customers will buy it), usability risk (whether users can figure out how to use it), feasibility risk (whether our engineers can build what we need with the time, skills, and technology we have), and business viability risk (whether this solution also works for the various aspects of our business—sales, marketing, finance, legal, etc.).

Risks are tackled up front, rather than at the end. In modern teams, we tackle these risks prior to deciding to build anything. These risks include value risk (whether customers will buy it), usability risk (whether users can figure out how to use it), feasibility risk (whether our engineers can build what we need with the time, skills, and technology we have), and business viability risk (whether this solution also works for the various aspects of our business—sales, marketing, finance, legal, etc.).

Good teams engage directly with end users and customers every week, to better understand their customers, and to see the customer's response to their latest ideas. Bad teams think they are the customer. Good teams know that many of their favorite ideas won't end up working for customers, and even the ones that could will need several iterations to get to the point where they provide the desired outcome. Bad teams just build what's on the roadmap, and are satisfied with meeting dates and ensuring quality. Good teams understand the need for speed and how rapid iteration is the key to innovation, and they understand this speed comes from the right techniques and not forced labor. Bad teams complain they are slow because their colleagues are not working hard enough. Good teams make high‐integrity commitments after they've evaluated the request and ensured they have a viable solution that will work for the customer and the business. Bad teams complain about being a sales‐driven company. Good teams instrument their work so they can immediately understand how their product is being used and make adjustments based on the data. Bad teams consider analytics and reporting a nice to have.

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An employee-oriented culture that focuses on real relationships with each other instead of a purely profit-oriented sales and earnings culture, as we find in the majority of companies today. An inspiring management culture that does not focus purely on the use of manpower but on the development of each individual employee’s potential. An appreciative and inspiring environment that allows each individual, the entire team, and ultimately the entire company to grow beyond itself.

We’re all “storytellers.” We don’t call ourselves storytellers, but it’s what we do every day. Although we’ve been sharing stories for thousands of years, the skills we needed to succeed in the industrial age were very different from those required today. The ability to sell our ideas in the form of story is more important than ever. Ideas are the currency of the twenty-first century. In the information age, the knowledge economy, you are only as valuable as your ideas. Story is the means by which we transfer those ideas to one another. Your ability to package your ideas with emotion, context, and relevancy is the one skill that will make you more valuable in the next decade. Storytelling is the act of framing an idea as a narrative to inform, illuminate, and inspire. The Storyteller’s Secret is about the stories you tell to advance your career, build a company, pitch an idea, and to take your dreams from imagination to reality. When you pitch your product or service to a new customer, you’re telling a story. When you deliver instructions to a team or educate a class, you’re telling a story. When you build a PowerPoint presentation for your next sales meeting, you’re telling a story. When you sit down for a job interview and the recruiter asks about your previous experience, you’re telling a story. When you craft an e-mail, write a blog or Facebook post, or record a video for your company’s YouTube channel, you’re telling a story. But there’s a difference between a story, a good story, and a transformative story that builds trust, boosts sales, and inspires people to dream bigger.

Risks are tackled up front, rather than at the end. In modern teams, we tackle these risks prior to deciding to build anything. These risks include value risk (whether customers will buy it), usability risk (whether users can figure out how to use it), feasibility risk (whether our engineers can build what we need with the time, skills, and technology we have), and business viability risk (whether this solution also works for the various aspects of our business—sales, marketing, finance, legal, etc.). Products are defined and designed collaboratively, rather than sequentially. They have finally moved beyond the old model in which a product manager defines requirements, a designer designs a solution that delivers on those requirements, and then engineering implements those requirements, with each person living with the constraints and decisions of the ones that preceded. In strong teams, product, design, and engineering work side by side, in a give‐and‐take way, to come up with technology‐powered solutions that our customers love and that work for our business.