Sales Community - Life Audit
Randy Seidl
CEO | Board Member | CRO | Sales Community Leader | Advisor | Executive Recruiter
Do an Audit of Your Life
Last week I shared my personal goals for 2022, and while I certainly go more in depth that most, hopefully it gave you a glimpse into how I approach goal setting each year.
The Audit of Your Life, shared further down in Your Go-To Sales Advisor section, allows me to be deliberate when I'm setting goals. In order to hold myself accountable to my yearly goals, I like to do a quarterly life audit to see how I'm tracking and make sure I'm maintaining balance in every area.
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Tech Sales Insights LIVE
Join me and Nour next Wednesday, January 19th with our guest Jonathan Martin, President of Weka.io. Join us at 4PM EST, link below!
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Identify. Illuminate. Win.
Would you like to increase your team’s win rates by up to 74% …?and?accelerate your sales cycle by 40%? Of course you would.?
That’s why you should join Mark Ebert, SVP of Sales at?6sense, and Randy Seidl, CEO at Sales Community, on Jan 19th at 12pm CT for the webinar?Identify. Illuminate. Win.
They’ll show you how to effectively (and efficiently!) drive these results by incorporating an account-based approach — fueled by accurate, actionable data insights — as part of your overall revenue strategy.?
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Randy's Tips to Sell More??? Excerpts from?Your Go-To Sales Advisor
As a bonus in the book section, I wanted to follow up on this weeks Tech Sales Insights LIVE episode featuring Chris Riley with his entry from my book: Leadership Qualities
What the Idea Is: Unforgettable bosses possess qualities that may not show up on paper but always show up where it matters most—in the minds and even the hearts of the people they lead.
Why It Is Valuable: Memorable bosses inspire others to achieve their dreams—by their words, their actions, and most importantly, their example.
How It Works: Here are some of the qualities of truly unforgettable bosses:
Most people try to achieve the achievable; that’s why most goals and targets are incremental rather than inconceivable.
Memorable bosses expect more—from themselves and from others. Then they show you how to get there, and they bring you along for what turns out to be an unbelievable ride.
When facing unexpected problems, unforeseen roadblocks, and major crises, most bosses take down the sails, batten the hatches, and hope to wait out the storm.?
A few see a crisis as an opportunity. They know it’s extremely difficult to make major changes, even necessary ones, when things are going relatively smoothly.
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They know reorganizing an entire sales team is accepted more easily when a major customer goes under. They know creating new sales channels is a lot easier when a major competitor enters the market. They know reorganizing manufacturing operations is a lot easier when the flow of supplies and components gets disrupted.
Memorable bosses see instability and uncertainty not as a bar- rier, but as an enabler. They reorganize, reshape, and re-engineer to reassure, motivate, and inspire—and in the process they make the organization much stronger.?
3. They wear their emotions on their sleeves.
Good bosses are professional.
Memorable bosses are highly professional and yet also openly human. They show sincere excitement when things go well. They show sincere appreciation for hard work and extra effort. They show sincere disappointment—not in others, but in themselves. They celebrate, they empathize, they worry. Sometimes they even get frustrated or angry.
In short, they’re human. And, unlike many bosses, they act as if they know it.
Professionalism is admirable. Professionalism with a healthy blend of humanity is inspiring.?
4. They protect others from the bus.
Terrible bosses throw their employees under the bus.
Good bosses never throw their employees under the bus. Memorable bosses see the bus coming and pull their employees
out of the way, often without the employee even knowing it until much, much later—if ever, because memorable bosses never try to take credit.
And if they can’t, they take the hit (and later speak privately to the employee in question).?
5. They’ve been there, done that—and still do that.
Dues aren’t paid (past tense). Dues get paid each and every day. The true measure of value is the tangible contribution we make on a daily basis.?
That’s why no matter what they may have accomplished in the past, memorable bosses are never too good to roll up their sleeves, get dirty, and do the “grunt” work. No job is ever too menial; no task is ever too unskilled or boring.
Memorable bosses never feel entitled, which means no one feels entitled to anything but the fruits of their labor.?
6. They lead by permission, not authority.
All bosses have a title. That title gives them the right to direct others, to make decisions, to organize and instruct and discipline.
Memorable bosses lead because their employees want them to lead. Their employees are motivated and inspired by the person, not the title.
Through their words and actions they cause employees to feel they work with, not for, a boss. Many bosses don’t even recognize there’s a difference—but memorable bosses do.?
7. They embrace a larger purpose.
A good boss works to achieve company goals.
Memorable bosses also work to achieve company goals—and achieve more than other bosses—but also work to serve a larger purpose: to advance the careers of employees, to rescue struggling employees, and to instill a sense of pride and self-worth in others. They aren’t just remembered for nuts and bolts achievements, but for helping others on a personal and individual level.
Memorable bosses embrace a larger purpose, because they know business is always personal.?
8. They take real, not fake risks.
Many bosses, like many people, try to stand out in some superficial way—maybe through their clothes, their interests, or a public dis- play of support for a popular initiative. They do stand out, but they stand out for reasons of sizzle, not steak.
Memorable bosses stand out because they are willing to take an unpopular stand, take an unpopular step, accept the discomfort of ignoring the status quo, and risk sailing uncharted waters.
They take real risks, not for the sake of risk but for the sake of the reward they believe possible. And by their example they inspire others to take risks in order to achieve what they believe is possible.?
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Do an Audit of Your Life Quarterly (or Any Frequency You Want)?
Over the years, I’ve acquired two different versions of a Whole-Life Audit that I’ve used for myself and my sales teams to help us achieve balance in our lives. I borrowed the first one from my late friend and Boston College Professor Frank Ladwig, which is a shorter version of one I borrowed from fellow YPO members and executive coaches, Michael Bloch and Jim Warner. (The original Seven Sides of Personal Development information that Frank taught us in 1984 is included in the appendix.) Both are great tools to use for an evaluation of your life balance. Of course, it is always great to aim high and do your best to achieve 100 percent balance in every area. It’s good to be aware of the areas where you’re off balance so you can develop your own improvement plan.
I’ve found it’s best to be deliberate when I’m setting goals. For example, if I’m really busy with work, my friends and my body may suffer. If that’s the case, I have to make a conscious, deliberate decision about whether I want to achieve balance in those two areas at that particular time in my life, or be content knowing that is a deliberate choice. Someone who is out of work will likely be unbalanced on the money side, yet they may be strong in family relationships and other areas. The point is to be deliberate and self-aware about how balanced you are and either make changes or be satisfied.
Whole Life Audit 1
(Adapted from Whole Life Audit by Frank Ladwig)
Here are some examples of words I’ve used to describe my relationship with that area of my life. (This was when I was SVP/GM at HP.):
In the last column, describe in just a few words where you want to be in that area six months from now, or in whatever time-frame you choose.
Whole Life Audit 2
VIP: Use these tools to make you deliberately aware of the areas of your life that are balanced (in whatever way you define success) and those you want to improve in, so you can hold yourself accountable and ultimately achieve happiness.
Happy selling and thanks for subscribing!