Servant Leadership
Randy Seidl
Board Member | CEO | CRO | Executive Recruiter | Sales Community Leader | Advisor | Consulting
Servant Leadership
The basic definition of servant leadership:
As leaders, we are here to help our employees be as successful as possible. We work to support their efforts that, as leaders, we need to align to our own corporate goals.
Jack Schwartz dives into this concept and how it can be applied/executed as a sales leader.
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Top reps follow a process.
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Randy's Tips to Sell More ?? Excerpts from Your Go-To Sales Advisor
Servant Leadership: What Do You Need to Master?
By Jack Schwartz
What the Idea Is: For the purpose of this discourse, let’s start by agreeing to the basic definition of servant leadership: As leaders, we are here to help our employees be as successful as possible. We work to support their efforts that, as leaders, we need to align to our own corporate goals.
In order to help our team members drive their success, it is important to work with them individually and as a team. We need to build a culture of teamwork and shared vision.
From their perspective, we sales leaders burden our teams with sales plans, opportunity reviews, and QBRs. The typical internal agenda is for us to understand their business so we can report up the trends and forecasts. As servant leaders, we must ensure that these exercises are also valuable to the sales teams.
The intent is always good balance, where we get the information we require but also help sales teams build their executive relationships as well as identify and close opportunities. We need active engagement to support our teams with their clients.
Do you know your top ten to twenty clients’ executives?
As an example, most reps fail to include the customer when they con- duct an account planning session. Smart sales teams schedule time with the client in their own QBR. They cover what was accomplished for the client this quarter, what roadblocks or issues we ran into, other successes and issues or asks, etc. They also define the next steps we will be taking on their behalf for the next quarter or two. Eventually, as trust builds, the client collaborates by sharing their plans, initiatives, etc., as well as other areas where we can work with them. As sales leaders, we need to participate to help support the sales teams with the executive relationships.
This sets the stage for an internal opportunity review, which builds to a meaningful account QBR. QBRs drive success. When you collaborate on account plans and make conducting opportunity reviews a common practice, it drives standards into the culture. The key here is teamwork; it is about having a set of goals built around standards and around how you work together to achieve those goals.
Why It Is Valuable: It contributes to the success of the team by ensuring all angles have been looked at and all opportunities are being recognized. It invokes a higher level of confidence in where they are in a specific deal and what it takes to close (funnel management). It also contributes to a good culture of teamwork—one in which everyone feels his/her opinion is valued.
How It Works: Create supporting templates and forms to keep your team aligned on key metrics. The collaboration of identifying the opportunities together is the most important component.