Sales Team Quotes

Instead of waiting for a leader you can believe in, try this: Become a leader you can believe in.

You can’t sell it outside if you can’t sell it inside.

The purpose of leadership is to change the world around you in the name of your values, so you can live those values more fully.

I’d collaborate with my clones, because I’m a team player who wants all the credit.

When you’re a manager, you work for your company. When you’re a leader, your company works for you.

The first step to solving any problem is to accept one’s own accountability for creating it.

Work/life balance is not about escaping work. It’s about living exactly the way you want to when you’re at work.

Profitability. Growth. Quality. Exceeding customer expectations. These are not examples of values. These are examples of corporate strategies being sold to you as values.

What first separates a leader from a normal human being? A leader knows who they are as a human being.

True leaders live their values everywhere, not just in the workplace.

When rewards come from an external source instead of an internal source, they’re unreliable, which means they’re dangerous if you grow to depend on them.

The first step out of the gate has to be knowing where you want to end up. What do you really want from your company?

The worst thing in your own development as a leader is not to do it wrong. It’s to do it for the wrong reasons.

Values are deeply held personal beliefs that form your own priority code for living.

Values are the individual biases that allow you to decide which actions are true for you alone.

In all four years of high school, not once did I make the football team. The other part of the story is that I never even tried out. Just raw talent, I guess.

but how to establish a process by which a sales team of modest size can move the product to a wide audience.

Salespeople who think that it’s all about price aren’t required: If it can be sold on the internet at the lowest price, you can take the huge cost of a sales team out of the equation.

The only purpose of starting is to finish, and while the projects we do are never really finished, they must ship. Shipping means hitting the publish button on your blog, showing a presentation to the sales team, answering the phone, selling the muffins, sending out your references. Shipping is the collision between your work and the outside world.

The myth of management is that your personal values are irrelevant or inappropriate at work.

Success means: I want to know the work I do means something to somebody and helps make the world, if not a Better place, not a worse one.

Success for Managers means: I want to be in healthy relationships. I want a real connection with people I spend so much time with.

Your values are your essence: an undistorted mirror showing you at your pure, attractive best.

Careful now: even a financially rewarding, intellectually stimulating work environment isn’t the same as living your own values.

It’s impossible for a company to get what it wants most if managers have to make a choice between their own values and company priorities.

A manager’s emotional commitment is the ultimate trigger for their discretionary effort, worth more than financial, intellectual & physical commitment combined.

How one treats another one, determines success.

Relationships are built on trust.

Change is constant.

Sometimes, changing circumstances also changes relationships.

Time well-spent is life well-lived.

Good times don’t last and bad times don’t stay forever.

Compromise makes relationships survive.

Conflicts are expensive.

Actions undertaken in anger, only result in pain, sorrow, and regret.

Leaders prioritize what they want.

Some problems are imaginary and not real.

It must be awful to be on a team with a superstar, someone much better than everyone else. At least that’s how my teammates must feel about me. But who cares? They’re just my clones.

A company can’t buy true emotional commitment from managers no matter how much it’s willing to spend; this is something too valuable to have a price tag. And yet a company can’t afford not to have it.

Try not to take this the wrong way, but your brain is smarter than you are.

Human behavior is only unpredictable and dangerous if you don’t start from humanity in the first place.

You can stuff yourself with emotional fulfillment until it’s dribbling down your chin & your ego will quickly chomp it down and demand more.

The economy is in ruins! Bottom line? Good management will defeat a bad economy.

Being relevant to your customers only when you’re trying to sell something means choosing to be irrelevant to them for the rest of the time.

You don't have to fear your own company being perceived as human. You want it. People don't trust companies; they trust people.

There will be plenty of other problems in the future. This is as good a time as any to get ahead of them.

Let’s get right on top of the bottom line: You must live your personal values at work.

Management controls performance in people because it impacts skills; it’s a matter of monitoring, analyzing and directing.

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

Any expert will tell you that if you want emotionally committed relationships then people must be allowed to be true to who they are.

Companies should be the best possible place to practice fulfillment, to live out values and to realize deep connectivity and purpose.

When you’re not on your own agenda, you’re prey to the agenda of others.

When you don’t know what true for you, everyone else has unusual influence.

Why live my personal values at work? This is an excellent question to ask. If your attorneys are planning an insanity defense.

This is your one and only precious life. Somebody’s going to decide how it’s going to be lived and that person had better be you.

Experience is costly knowledge.

Perseverance guarantees success.

Over time, repetition brings perfection, which brings success.

A positive change in approach improves quality.

Conflicts need to be resolved at the earliest.

Calmness subdues anger.

Knowledge is something that fire cannot burn, water cannot wet, air cannot dry, thieves cannot steal, and the more you spend the more it increases.

Time management is essential for a work-life balance.

If the difficult tasks are completed first, then the remaining tasks seem easy.

Conflicts have small beginnings.

Anger management requires understanding.

Angry issues need settling time.

The wise communicate in subtle ways.

Change is difficult, since it challenges the status quo.

A clear mind achieves success.

Here’s what you need to know most about leadership: Lead your own life first. The only thing in this world that will dependably happen from the top down is the digging of your grave.

I’ll watch the Final Four when there are three teams playing at once for two titles and one large bag of regrets. That bag is mostly full of air, like a bag of potato chips, only harder to chew.

It's important for executives to be mindful of the risk of reduced sales. The appropriate leadership team needs to consider - how much of a drop in sales could the company withstand before expenses overtake income? The company needs to be resilient to a shock in reduced sales.

Tasks are the real-world activities people think of when planning, conducting, or recalling their day. That can mean things like brushing their teeth, preparing breakfast, reading a newspaper, taking a child to school, responding to e-mail messages, making a sales call, attending a lecture or a business meeting, having lunch with a colleague from work, helping a child with homework, coaching a soccer team, and watching a TV program. Some tasks are mundane, some complex.

The ability to change is everything.

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

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.

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.

A new president came, talked with the head of sales, design, manufacturing, consumer research, and so forth. Everybody was doing a superb job, and had been doing so for years. Nobody had any problems. Yet somehow or other the company was going down the tube. Why? The answer was simple. Each staff area was sub-optimizing its own work, but not working as a team for the company.

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.

When I arrived at Facebook in 2011, the rules were extraordinarily crude and decisions were made by a team that reported to the vice president in charge of global sales. The team hated taking anything down. They pushed back nearly all requests. Then we had a series of troubling incidents. The office of Australian prime minister Tony Abbott asked us to remove a page called “Occupy Tony Abbott’s Daughters’ Vaginas.” Someone at a consumer packaged goods company reached out to Sheryl to complain that their ads appeared on a page called “Riding her gently while she sleeps” and another with a name that was something like “She bites the pillow while I enter the backdoor.” The content team used the same arguments they had for keeping beheading videos on the platform and fought ferociously against taking down any of these pages.

But Sony couldn’t. It had pioneered portable music with the Walkman, it had a great record company, and it had a long history of making beautiful consumer devices. It had all of the assets to compete with Jobs’s strategy of integration of hardware, software, devices, and content sales. Why did it fail? Partly because it was a company, like AOL Time Warner, that was organized into divisions (that word itself was ominous) with their own bottom lines; the goal of achieving synergy in such companies by prodding the divisions to work together was usually elusive. Jobs did not organize Apple into semiautonomous divisions; he closely controlled all of his teams and pushed them to work as one cohesive and flexible company, with one profit-and-loss bottom line. “We don’t have ‘divisions’ with their own P&L,” said Tim Cook. “We run one P&L for the company.

They suspected that children learned best through undirected free play—and that a child’s psyche was sensitive and fragile. During the 1980s and 1990s, American parents and teachers had been bombarded by claims that children’s self-esteem needed to be protected from competition (and reality) in order for them to succeed. Despite a lack of evidence, the self-esteem movement took hold in the United States in a way that it did not in most of the world. So, it was understandable that PTA parents focused their energies on the nonacademic side of their children’s school. They dutifully sold cupcakes at the bake sales and helped coach the soccer teams. They doled out praise and trophies at a rate unmatched in other countries. They were their kids’ boosters, their number-one fans. These were the parents that Kim’s principal in Oklahoma praised as highly involved. And PTA parents certainly contributed to the school’s culture, budget, and sense of community. However, there was not much evidence that PTA parents helped their children become critical thinkers. In most of the countries where parents took the PISA survey, parents who participated in a PTA had teenagers who performed worse in reading. Korean parenting, by contrast, were coaches. Coach parents cared deeply about their children, too. Yet they spent less time attending school events and more time training their children at home: reading to them, quizzing them on their multiplication tables while they were cooking dinner, and pushing them to try harder. They saw education as one of their jobs.

That was not all. When the Jamaican government wanted to buy the country’s oil refinery from an Exxon subsidiary, Marc Rich + Co lent it the money. The trading company even helped to fund Jamaica’s team at the 1984 Olympics in Los Angeles, and paid for it to send a bobsled team to participate in the 1988 Winter Olympics – whose unlikely journey to the Games was chronicled in the Disney film Cool Runnings.15

The number one job of a leader is to wake up every morning, point to the horizon, and let everybody on the team know where the organization is going. The number two job of a leader is to explain, in clear and simple terms, why the story of going to and arriving at that specific destination matters. The number three job of a leader is to analyze the skills and abilities of each team member and find them an important role to play in that story. All human beings long for a mission. We are all born self-identifying as heroes in a story and we know, even as children, that our existence on this planet matters. Not only this, but as communal beings, every person longs to join a team on a serious and important mission. This is why dynamic leaders are able to attract top talent. Every dynamic leader you know or have ever heard of had a mission burning inside them that other people wanted to join. Great leaders become great because their mission makes them great. There are no exceptions.

Christianity invented or blessed the invention of the technological Machine. The bulk of people in the Third World today have experienced Christianity not as separate from technology but almost as a part of it. Throngs of people went to school to learn to be modern — that is, to be Christian. Many ended up serving the administrative machinery of Christianity, hoping for a taste of greater modernism. It was a team of Christians who came into my village over twelve years ago to ask those who went to church on Sunday to grow cotton so that they could buy it from them. The naive villagers saw in it an immense opportunity to become modern — that is, to acquire bicycles, short-wave radios and clothes. What they did not see was that these white Christians had their own separate agenda. Because they were in control, they laid out what they wanted the villagers to do. It included using fertilizer and pesticides that were banned in France. No one had the money, but everyone bought on credit. They were barely able to pay their debts out of their sales. With bitterness, the villagers returned to their traditional farming, but the land was angry. Tortured by foreign chemicals, it “went into a coma.” Technology

1. Did you conduct one-to-one meetings with each salesperson on your team? 2. Did you ask each of them how they like to be managed? Are they coachable? 3. Did you inquire about their prior experience with their past manager? Was it positive or negative? 4. Did you set the expectations of your relationship with them? Did you ask them what they needed and expected from their manager? What changes do they want to see? 5. Did you inform them about how you like to manage and your style of management? This would open up the space for a discussion regarding how you may manage differently from your predecessor. 6. Did you let them know you just completed a coaching course that would enable you to support them even further and maximize their talents? 7. Did you explain to them the difference between coaching and traditional management? 8. Did you enroll them in the benefits of coaching? That is, what would be in it for them? 9. Did you let them know about your intentions, goals, expectations, and aspirations for each of them and for the team as a whole? 10. How have you gone about learning the ins and outs of the company?Are you familiar with the internal workings, culture, leadership team, and subtleties that make the company unique? Have you considered that your team may be the best source of knowledge and intelligence for this? Did you communicate your willingness and desire to learn from them as well, so that the learning and development process can be mutually reciprocated?

Bezos had seemingly made up his mind that he was no longer going to indulge in financial maneuvering as a way to escape the rather large hole Amazon had dug for itself, and it wasn’t just through borrowing Sinegal’s business plan. At a two-day management and board offsite later that year, Amazon invited business thinker Jim Collins to present the findings from his soon-to-be-published book Good to Great. Collins had studied the company and led a series of intense discussions at the offsite. “You’ve got to decide what you’re great at,” he told the Amazon executives. Drawing on Collins’s concept of a flywheel, or self-reinforcing loop, Bezos and his lieutenants sketched their own virtuous cycle, which they believed powered their business. It went something like this: Lower prices led to more customer visits. More customers increased the volume of sales and attracted more commission-paying third-party sellers to the site. That allowed Amazon to get more out of fixed costs like the fulfillment centers and the servers needed to run the website. This greater efficiency then enabled it to lower prices further. Feed any part of this flywheel, they reasoned, and it should accelerate the loop. Amazon executives were elated; according to several members of the S Team at the time, they felt that, after five years, they finally understood their own business. But when Warren Jenson asked Bezos if he should put the flywheel in his presentations to analysts, Bezos asked him not to. For now, he considered it the secret sauce.

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The tone of those negotiations was very contentious,” says Becky Sauerbrunn, who served on the national team’s CBA committee and participated in most of the negotiation sessions. “They didn’t go anywhere. We would go into those meetings and say we want equal pay and they would say you’re not really generating the revenue to deserve equal pay to the men. And it just went around and around like that.” But then on March 7, Rich Nichols saw something that caught him by surprise. It was an article by Jonathan Tannenwald of the Philadelphia Inquirer that broke down financial numbers contained in U.S. Soccer’s General Annual Meeting report. The report itself was released quietly on U.S. Soccer’s website without fanfare—Tannenwald was the only journalist for a major newspaper who picked up on it. What the U.S. Soccer report showed—and what in turn the Philadelphia Inquirer explained—was that U.S. Soccer initially budgeted a $420,000 loss for 2016 but changed their numbers to expect a profit of almost $18 million, based largely on the gate receipts and merchandise sales of the women’s national team during the 2015 Women’s World Cup victory tour.

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