Revenue Harvest

What’s your process for checking your self-awareness? How much of a priority are you putting on your emotional and mental wellness as a leader? When leaders are self-aware and emotionally fit, that's when they’re truly integrated and whole leaders.

In this episode, Miles Adcox, owner and CEO of Onsite, an internationally-known emotional wellness lifestyle brand that delivers life-changing personal growth workshops and leadership retreats, shares how to have longevity and accountability as a leader by weaving mental and emotional health practices into your culture.

Show notes:

• You won't last long as a leader if you can't take care of your people.
   
• Taking care of the human first is important so that they can produce. Restoring, reflecting, reconnecting, recalibrating who we are so that we can better become who we're supposed to be professionally and personally.
   
• Self-awareness is the one thing in leadership that has this unspoken dilemma of a leader and therefore creates (because it's unspoken and unsaid in most environments) an obstacle, but it's only two degrees away from our biggest opportunity.
   
• Before you can even take care of others, you have to take care of yourself. Leaders who have shied away from vulnerable conversations or true audit and assessment about themselves and their own lives, should give it a go, and tell me after you finish if you think it's a soft skill or not. Because there's nothing soft about it. It's actually hard because it's counter-cultural.
   
• You can’t hold a team accountable until you hold yourself accountable.
   
• Leadership can create abnormal life circumstances because it creates high levels of stress. Unaddressed stress creates anxiety, disconnection, loneliness, addictions, et cetera. All of which kill connection, true leadership. So whatever it is that makes a leader a leader, you signed up for a career when you're at the top of your game, to kill it. That's why it's a dilemma.
   
• As leaders, it’s your job to start making mental and emotional health a priority and telling people on the front end here's what they’re susceptible of and how to keep their magic and flow. If you take care of yourself you can do it, and here's the ecosystem and environment we're going to create to help you do so.
• One of the strongest tools that we can teach leaders and human beings is self-awareness. Self-awareness is underestimated because we assume if we're good with people and if we have influence that we assume that we’re self-aware.
   
• Reading people well is not a predictor for being able to read yourself and assess what's going on with you. Self-awareness is something that should be maintained, worked on and grown.
   
• When leaders are self-aware and emotionally fit, that's when they’re truly integrated and whole leaders.
   
• Knowing emotional intelligence and actually feeling it and integrating it are two different things.

For additional links and resources, visit the episode webpage: https://nigelgreen.co/revenue-harvest/

A good value review includes both retrospective and prospective views. In this episode, Jeremey Donovan, the SVP of Sales Strategy and Operations at SalesLoft, breaks down systematic data collection tactics and how to build better relationships with existing customers by delivering value at your next value review meeting.

Show notes:

• The golden rule is: Do unto others as you would have done to you. But, the platinum rule is: Do unto others as they would have done unto themselves.
   
• Part of what drives leaders to act poorly to their team is the fear of failure, fear of losing their sense of title, or position that they have.
   
• As you think about transitioning from sales into leadership and the importance of analytics, you don’t need to be excessively analytical, but you do need to think about the concept of A/B testing. Particularly, if you're prospecting: what is the mix of touches that you need to do? When you do those touches? How do you need to tune your talk tracks? How do you need to tune your emails? Your social engagement, etc.? Look what people are testing and finding, and then attempt those on your own and see if they work for you specifically.
   
• As a leader, don’t become a slave to the dashboard and the data. It's incredibly easy for a frontline sales manager to get lost in tools and data, and not actually "ride along" either in-person, or by listening to call recordings and providing commentary on call recordings.
   
• Analysis is important as a sales manager, but don't let that get in the way of actually coaching your reps.
   
• As you move up in sales leadership roles, you should shift to an analytical skill of interpretation and action, rather than an analytical skill of analysis and recommendation.
   
• As a leader, try to delegate deeper analysis work so you can focus on the interpretation of data.
   
• Pipeline coverage is an old school way of forecasting, but it refuses to die.
   
• To assign accounts, look at 10 or 15 diverse sources of information such as LinkedIn, Crunchbase, and then build an algorithm that predicts what is likely to be a good account and what is not likely to be a good account, and then use those predictive scores in order to assign accounts.
   
• A good value review includes both retrospective and prospective views. When meeting with an account, look at what was delivered during the course of the engagement and include a prospective view of, now here are the new ideas that we think are high leverage ideas for you should you wish to continue the relationship.

For links and resources mentioned in this episode, visit: https://nigelgreen.co/revenue-harvest/

Most sales leaders are terrified of the Board of Directors. The narrative with your customers is important, but how are you shaping the narrative with your board? Gaining your board’s respect starts with presenting a strong annual strategic plan. In this episode, Michael Burcham talks through the mechanisms of an iterative planning process that evolves with the market and engages the voice of the customer.

Michael Burcham spends his time working to build businesses as a CEO, Strategist, Entrepreneur, Educator and Executive Coach. He currently serves as Executive Partner with Shore Capital Partners. Throughout his career, Michael has scaled and sold 3 healthcare organizations – Theraphysics, ParadigmHealth, and Narus Health. He is also the founding President & CEO of the Nashville Entrepreneur Center where he served from 2010 - 2015.

Show notes:

• Planning is an iterative process that involves gathering market intelligence, bringing that intelligence back to the company, and as the market slowly evolves and moves, you know how to work contingency plans and update your plan as you go.
   
• Successful planning means watching all the signals coming from the environment and having contingencies set to go so that they can be adjusted week to week as needed.
   
• Customer sentiment shifts overtime: what worked a year ago won't work today, or maybe even six months ago won't work today.
   
• The sales leader and the sales team are the primary voice of the customer. The messages the sales team brings back of both successes and misses should shape and inform the planning process.
   
• Performance around process provides powerful insight.
   
• Frequent, fruitful conversations on where you’re hitting the mark and where you’re missing the mark between the sales leader and board is key.
   
• When a company does strategic planning without the sales leader present, it becomes everybody's best guess of what we're going to do and how we’re going to resource it.
   
• If sales plans fail, it's not because of a lack of resources. It's because of a lack of resourcefulness.
   
• Ask good questions. By asking good questions, you can get a beautiful, crystal-clear picture of what is or isn't happening.
   
• It's imperative that a sales leader have an opportunity to interact with the company's advisors who are helping guide the overall strategic direction of the company, because without revenue, there is no strategic growth, and the drivers of revenue are the folks leading sales.
   
• Once you lose control of the narrative with your customer, you are virtually guaranteed to lose control of the narrative with your board.
   
• If you’re a sales leader going into a board meeting, prepare as if you were going to see a serious sales prospect. You wouldn't walk in cold and not be prepared for the meeting.
   
• Ultimately, it's the entire team that makes a company hit its sales target.
   
• Understand you are part of the team and you're given the privilege to be the messenger of the company. But it only works when the entire company is working as a team to hit its quarterly number. And if you take all the credit for the sale, you have to also take all the credit for the miss, and neither are ever really true.
   
• Never forget the first 100 days with a customer.
   
• If you can't grow at a rate that's faster than the rate the business or the team is growing, you will be replaced. There's never been more need for a coach.

For links and resources mentioned in the episode, visit the episode website: https://nigelgreen.co/revenue-harvest/

Welcome to the Revenue Harvest Podcast with Nigel Green. Learn from the brightest and most successful executives, investors, advisors, and consultants of our time about the fundamentals of sales leadership. This podcast will give you the answers to the questions that will help you lead your team better, consistently exceed your sales targets, and make the most of your career.

• Website - https://nigelgreen.co