Episode Transcript
WEBVTT
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For me it's about how you set
up the team in the culture in the
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beginning. Is that once there are
issues, not saying it's too late.
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You can still learn, you can
still sort things out, but as leaders,
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I think our job is to make
sure that we understand ourselves and we
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understand what happens with mental stress mental
wellbeing issues and how we can actually stop
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them from happening in the beginning.
You're listening to be tob revenue acceleration,
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a podcast dedicated to helping software executives
stay on the cutting edge of sales and
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marketing in their industry. Let's get
into the show. Hi, welcome to
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be to be a REVN ner acceleration. My name is earlim with you and
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I'm here today with only sharp veep
your Furvenu emia at sellers left. How
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are you doing today? I'm very
well. Thank you very much. Thank
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you perfect. So today we will
be talking about managing stress in the cells
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world. But before we get into
the detail, can you please introduce yourself
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fully, and the company had to
represent a sense of course. So my
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name onie sharp. I'm VP of
revenue at sales left. Recently spent ten
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years at Linkedin and then joined sales
loft as the they VP in April to
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set up the business across from here, seals offt our sales engagement company with
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self engagent platform. Basically that helps
organizations become more or sales teams become more
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efficient in their outbound activities and their
communication with clients, whether it's for SDRs
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to to c usms. It works
on top of your crm to line up
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the steps, the workflow to help
the salesperson with with what they're doing,
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but also ensures that your sells forces
always up. Today we see RM,
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which is one of the biggest bearers
of any sales leader, as we all
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know. Tell me about it.
But it also helps with coaching and development
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of the team as well, because
it's got conversation intelligence in there and listening
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into calls, etc. So it
fits quite a broad range of categories.
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But with the market leadering what we
do, and it's a whys this great
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product. It's surely a great tool. We have many of our customers using
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cells lost we end up including that
in now in our ticularity. staken and
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definitely are tools that are team loves
because it's removing the Bilden of the admin
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which, at the cells construtant level, is fantastic and, as you said,
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the reporting at the vaccage fantastic.
So to meeting all that is is
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great. And so were don't you
to speak about sells lost displaye. The
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thirt is of great solution. So
let's go back to the to a peak.
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And according to recent research, we
on those that sells is the largest
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business sector to experience a level of
what related stress which can come from walking
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long our world are stress of selling, the pressure, the dealing with we
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setbacks and also taking a lot of
risk in the sense process and well,
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I believe that in one end,
having a sudden level of stress can get
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you going, can make a Qapi
and as far as it's control, and
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make you a successful selves person.
Obviously, and elevated stress level can quickly
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become a personal burden, and particularly
subminis. I'm right. So that's that's
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my statement. Now going to the
question. So, as someone that does
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manage any successful sells team, I'll
do things. Sells leader are should deal
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with team that are sometimes stressed and
on the performing, but also when the
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US on doctorfroming themselves as a sellers
leader. I think it's tough one because
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it sells leader that is stressed is
probably not going to act in the right
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way. For me, it's about
how you set up the team and the
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culture in the beginning. Is that
once there are issues, not saying it's
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too late. You can still learn, you can still sort things out,
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but as leaders I think our job
is to make sure that we understand ourselves
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and we understand what happens with mental
stress, mental wellbeing issues and how we
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can actually stop them from happening in
the beginning. And I've worked for many
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a leader over my time that I
can see the more pressure that is put
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on from a leader on to a
team, it's that adds to mental stress
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with any team. So I think
that you're right with I mean courter cell
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levels rise when we get stressed,
but there's a healthy level of that.
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But once it goes over a certain
amount, then that's when it goes bad.
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That's when we get run down.
We'd become tired ill and it can
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get worse. From their shut show. I think that leaders need to be
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aware of themselves and the certain things
that we can understand from different books and
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different learnings that help us understand and
manage our own stress levels. So I
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think we leaders should be doing that
and they should be aware of the science
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within their team shop. There's IT
comes down to the culture that they build.
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So I believe that a leader should
build on my my philosophy, on
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it is I want to do,
be very human, accept that I make
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mistakes, accept that I might not
be in a good mood accent but yours
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tod and be approachable. That's really
key thing that I think they someone feels
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they can't be kind, approach their
leader about even if it's to say I've
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got some personal issues yet and needs
some time off, or this is why
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I'm stressed, and also lead by
example. I think it's a case of
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there's Times that I maybe run down
and I still think I can still make
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it to work. I shouldn't.
I should think no if I wouldn't want
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my team doing that. And I
think the open and approachable bit, open
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and honest and Rep approachable, is
a big thing that if I'm open about
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my feelings and my stress levels,
and one thing we do is in my
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team meeting we have a check in
yea and we all say how we're feeling
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and if there's anything what we're looking
forward to or we sometimes go through what,
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raising ourselves on spiritual, mental,
emotional and physical quacity of how how
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we doing with those? We spending
enough time with our loved ones? So
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I think it's just being open and
honest yourself and really making sure that your
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your team, can be open and
honest with you and give me making them
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understand. You understand that. You
understand that. Sure other things more important.
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Work and coming to that point.
So, oh close do you need
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to be to them personal life?
Because, as you mentioned, sometimes you
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could have a what related stress,
sometimes you could have an outside, off
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operated stress. We had the where
an EAXON put out, and I won't
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go into the details because the first
know, but I had one on pretty
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telling you about the issue that you
was facing at all and obviously you want
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to be supportive but at the same
time, as the manager, is actually
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your rule to get into the details
how important you think it is to be
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close to the resource from on a
personal standpoint, I think you're right in
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the way that it's is there a
level of kit you can get too close
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to? Yeah, and you're right, you're not accounselor to them. Well,
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I think the key word for me
is understanding. So if I know
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that someone is having issues at home
or the something that is impact in that
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performance, I would rather know so
I can be understanding assurance. So if
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it is a case I need people
to go to an event over in friends
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or something and I know someone's that
issuesing is putting more pressure on them,
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I will tell them I understand that
may not be their priority at the moment.
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I think having an open door,
that people can talk to you,
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but don't get stuck in the bit
the way of being that person that is
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their counselor so does a thing.
So why is the limit? Then?
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What happen? It's a higher sometimes
too good, too stupid, you know,
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and people may just say, well, look, I'm so supported by
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the Perlson so since I'm supported,
maybe I can be, you know,
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doing a little bit more. You
know, the advantage of it is you
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with so how was you make sure
that you don't full in the category.
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It's hard to do. I think
that it's a case of being open enough
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to say I don't think I'm the
right person to help you with this.
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Maybe you should be looking at professional
support. Ye, maybe you should be
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looking to speak to a friend,
I think, because I am your manager.
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I'm here to support you, but
I don't think it's right for me
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to be that here, that you
come but you talk with it. But
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at the same time I think you
need to make sure that they can come
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and speak to you rather than not
feel they can. So, yeah,
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you're right, it's a tough thing, all right, but as between farther
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portion or sent yes, exactly.
So how can you develop a successful company
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culture where team members wouldn't feel valued
and then you've Al Rezards as consequence of
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that commitment and well being? I
think one thing is key to me that
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I learned early days and it's sort
of the I lied to. This is
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the diversity side, and this is
just about gender diversity. is about diversity
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of thought, diversity of personality,
everything, because I think that once you
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build a non diverse workforce, as
you grow you're going to make it more
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diverse and then it's hard for people
to fit in. So the earlier you
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can build the diverse workforce the better, and just making sure that they feel
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at home there. I think that
there's key things that people tend to want
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to fit in. I'm very the
way that I manage, I believe,
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is slightly different in certain ways.
Of all, that's what I've been told
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by the people that work for me. I'm very much okay. I will
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set the boundaries, the accountability and
the why I expected them, my expectations
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right at the start night, and
it's case of right. If you're doing
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these and your successful, we will
have a great relationship. I won't I
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want you to have a good work
I balance. If you're not in it,
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if you're leaving it for I'll just
trust you that it's because you're going
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to go do something that is for
yourself, and I'm cool with that.
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But the one minute that you're not
following our core values in your behavior or
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not doing hitting these expectations, then
will draw back to those and work out
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what's going wrong. But if you're
doing those, that to say expectations,
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and making them accountable early, then
you concentrate on the culture, which also
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tray on the having fun people want
to my Jeff Weiner, CEO of Linkedin,
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always talked about this. What Compassionate
leadership, which I think is very
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strong now, and there's Dec only
one thing that always sticks with me.
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He always says that happiness is looking
forward to going to work and looking forward
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to going home, and I have
that and I hope my team have that,
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because if you're not on a Sunday, you know say to you were
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you? But honest to day,
sometimes I remember being some jobs on a
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Sunday and I are and that's the
worst thing. If you, if they
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if they can't see a difference in
their level of excitement or level of happiness
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between work and home, you you're
really good place. From certain I know
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you maybe a very, very difficult
question, but how do you define on
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measure when being to feeling? I
guess I mean you can do ebs has
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employ voice surveys once twice a year
and see how happy they are. People
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in honest and they're hopefully they're honest. It is a you can normally tell
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by people the way that they act
in an office environment. You're going to
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know them. Some people acquire to
some people noise you. So it is
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hard to measure. I mean there's
a book, and the reason why I'm
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very bothered about the wellbeing and their
happiness is there's a a book called the
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happens of Fantais both Shan Acre and
people believe that successful people are happy research
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has being done. It's the other
way around that happy people are successful.
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So the more I can make my
team had here and what they do,
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I will get the best from them
and I think that people don't realize that
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and I think it's an important lessonsolutely
about. That's kind of driving me to
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my next question, which is,
I'll can the right mindset actually drive big
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performance? Yeah, it's. I
think it's. It is mindset and it
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is looking after yourself. So mindset
is, you're right, we should is
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mindset. Everyone always thinks of caroldwag
mindsets, thinking about the growth mindset,
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which I agree with, and I
think it's having the positive mentality within the
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office space. So mindset does matter
and hopefully in the interview process you're finding
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people with the right mindset. Yeah, and you hopefully we understand what we
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are asking to get the right mindset. One thing I also look at when
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I when I'm talking about peak performance, there is swarts and law wrote a
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book and they did lots of research
into sport and there's Ever Pea performance pyramid,
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and it's I talked to my guys
about this every queue for because it's
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when it's right that people aren't looking
after themselves and what it does it you've
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starts on one level. It's like
masslow's hierarchy of needs. Physical capacity.
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We need to be looking after our
bodies, we need to be getting our
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heart rate going once in a while, eating the right things, drinking the
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right things, getting in a sleep. Then it's more emotional. Emotional capacity
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is more about are we doing the
things that make us happy? We spending
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the time with people, with people
like to send time with. Then it
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becomes the mental side. Oh,
we take are we switching our brain off?
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Are we constantly thinking, or are
we twitching our brain off? And
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it's like a muscle that we need
to make sure we're resting it exercising it.
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Once we have those in place,
the top level of what they talk
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about is spiritual, which is having
a purpose, having a goal. And
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when you think about it and you
look at that in more detail, queue
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for most of this goes out of
the window. We're getting good, say
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we're having a glass of wide straight
away over, we get homes. Find
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about yet exactly. So it's the
mindset is big, but also how we
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look after our bodies and our minds
is also good. To me but that
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does impact your mindset massively. Absolutely
have to your old self. So you
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mentioned you mentioned activity and getting the
outword going and stuff like that. So
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we really big on that. We
recently started, like a month ago,
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an operatics running club. Well,
we get people to to night I'll be
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running with some of the team in
the dark, in the cold, probably
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in the way as well, and
we realize that we he's been so successful
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people would never run. Just kind
of got lifted by the rest of that.
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Colleagues will get people would do it
in twenty minutes. I K we've
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got some of the would do it
in forty minutes, but everybody waits for
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each other and there is a big
celebration at the end helping the other one.
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So and we really, I was
really short prized as the the impact
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that he hadn't how much people wanted
it. It was just for fun at
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the beginning and and and it just
it just gets. It just got really
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interesting. I know we've got too
many people running on most which is dangerous,
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but I guess my point is,
what can we learn from the world
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of spots, because there is tremendous
amount of mental pressure in spot. We
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actually not training use the example of
box are like my medali going on to
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the rain, and we use that
analogy for telling our reps that they should
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get prepared prior to a meeting,
because if you prepare yourself, you can,
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I go on that ring thinking as
you can, destroy yours again in
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front of you. You know that's
got to strong left Hook. You know
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you've got to cover yourself, you
know when you're gonna have to eat,
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you know if you need to be
Ba shut on the patient, etc.
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Etc. So the preparation is ski
and the preparation gives you confidence. Yeah,
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achieving your good but so we can
of get it. But I'd like
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to Amos on from your perspective.
Oh that's an energy between spot business and
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main sets. Yeah, I think
that there's a lot of research. Even
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the shorts and Law Pertformance pyramid came
from the Study of Sports Law. was
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looking at this learner and was looking
at tennis players how they recovered between games.
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But there's when it comes to mental
toughness, there's a book called the
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Game Plan by Dr Ste Bull who, yet peopulls, worked with the British
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cricket team, the Olympic Team,
etc. and He puts it in.
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What happened was he was researching it
in sport, he advises people in sports
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psychologist. He's brought it into the
professional world and he breaks it down into
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four py areas of mental toughness,
which are areas that are in sport but
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are so rife in business and especially
sales. And the four areas are turn
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around toughness. This is when you're
when something bad happens, when you lose
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a deal, you miss your target, anything like that, and it's he
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puts things in place, models in
place to help these people that have had
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that happened. So, for example, we turn around toughness. It's about
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how you get your mind thinking positively
again. So it builds a twelve peaks,
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mountain peaks on a piece of paper
or a white board and they fill
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in positive things that they've achieved in
their lives so far to get them thinking
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positively again. But then you think
about how you can learn from what's happened.
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Next one is critical moment ofness.
So this is about how do you
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go into the big board presentation or
how to go and do a big speaking
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engagement? And each of these toughness
types endurance and risk management as well,
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he puts models in place to help
us cope with it, and that's really
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interesting for me just to think that
we have these stresses every day, every
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Qvo, but we don't recognize why
we're feeling like that and how to overcome
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them. So that is something we
can definitely learn from support. But then
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you can look at things like marginal
gains. That isn't just around the mental
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side of it, but marginal gains, which was a brave rails for the
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the cycling coach. Yeah, about
just improving everything by one percent. And
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especially if someone is quite activity driven
in a sales function, then if they
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can just if they can cut down
their time between each core by one percent,
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if they can be a bit better
on each care by one percent,
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it makes it be different. So
there's a hell of a lot sport and
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sales. I think the hugely aligned, and also you have lots of ex
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sports people in sales, where I
don't support specials books, but it supports
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people, it sells you. You've
been referring a few books today. What
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one of us is a customember,
the exactator, but one of the thing
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will ended up that's currently in the
recruitment processes is the book from the Upspud
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Gay. I think it's take a
company from and two hundred million sales accelerators,
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acceleration FAMULA. Yeah, it's a
very yeah, as a team we're
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going to get and one of the
things that they say about recruiting people,
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the first characteristic is to find people, put someone with coachable. Yeah,
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and I remember a speech from one
of the English rugby coach with saying exactly
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same thing. Say, I don't
want the stronger gay in May team.
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It's not about a big R really, what I want is, do you
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have a sponge or do you have
a stud between your hair? Yeah,
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if you've got a sponge, you
are coachable. You can be made him
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because it's about tactic. Yes,
powerful things like that, physicality. We
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can develop that, we can train
that, but you know, we can
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make an athlete stronger. We can't
make someone with nuts really smart or doesn't
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want to listen, not to stub. All other things got a better,
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way better. Yeah, no matter
how good they are, because it's a
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spot team and I think that's that's
that's a beautiful energy and we use that
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to loots in our recruitment process.
We actually do role play to see how
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people are coachable and you've done a
coachable it don't you just don't make it.
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I Hun't agree. I've read that
book and it helps me growing my
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team because I woke good to ten
very quickly, and the biggest thing will
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these things I learned from me,
because I'm very much around coached my I
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chosen job on culture. I choose
my people on culture. If someone can
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at two hundred percent, isn't a
culture that they're not coming absolutely. But
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what it helped me do is how
do you strip back your needs of recruitment
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into four or five main areas?
That and it is imple talked about intelligence,
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work, ethic, curiosity. So
that's what we've got. So we've
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got to Cutchab also going. One
for us is smart. So this smart
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in the sense of straight smart,
you know, social smart. The third
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one is around curiosity, which is
very critical for us, because you shouldn't
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call us you don't do your research. The third one is work ethic,
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and that's when his first experience.
You know, I'm quite frankly, best
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experience for else. We had some
guys you we've been top performer. They
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were laying fake grass before draining us, but some mosoor just carpet fitter.
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One of the gay with successfully now
jum and teams starting with US maybe two
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months ago, was a bricklayer.
Really all started. So yeah, and
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probably one of our performer in the
business. Ever, is a game.
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We used to play football for QPR
unfortunately did both of his knees and noise
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our VP sides and also the cost
on the on the show. So I
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think it's yeah, where you come
from, past experience could have the sense.
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But I agree with you. Sometime
people tend to recruit cluone. Oh
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He's been walking with a complete stor. It's not true. With my pals,
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go tries so key exactly, and
as long as they can, as
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long as they've got some expiritual the've
got the ability, for example, to
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sell to sales pressures different cells,
some to finance. It does mean they
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can't do it to salt finance is
the ability to do that. But one
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of the questions I always ask interview
stage is what's the last thing you did
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to develop yourself? And I don't
want to hear my company pull me through
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this or anything. You read a
book evidence. Yeah, and even it
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is. I wanted to be a
marathon runner or something that's development of themselves.
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Else yes, shown they can do
something, get up the book to
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do it and commit to it.
So that's one of the key things I
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look for an interview stage or thank
you very much for in sight. So
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he was a really good it was
good to speak to you in pss what
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00:20:27.099 --> 00:20:30.579
usually we do. It a lot
of fun. So it's much more and
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00:20:30.579 --> 00:20:34.700
joy with in person. If anyone
would like to carry on the conversation with
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00:20:34.849 --> 00:20:38.250
you, pick your bright or even
speak about says love, which is a
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00:20:38.289 --> 00:20:42.369
fantastic to it. That could that
could make sense in the business. What's
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00:20:42.410 --> 00:20:45.089
the best way to get in touch
with UNI Linkedin? Okay, yeah,
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00:20:45.089 --> 00:20:48.930
I'm me on Linkedin. Make sure
you there is another only shot, but
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this only shop that sales left and
just connect with me and happy to help
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with anything or talk about product whatever
list. Thank you what. It was
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00:20:56.200 --> 00:21:00.960
great to Adjumpa for today. Thank
you very much. Thank you. operatics
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00:21:00.079 --> 00:21:07.430
has redefined the meaning of revenue generation
for technology companies worldwide. While the traditional
317
00:21:07.589 --> 00:21:11.670
concepts of building and managing inside sales
teams inhouse has existed for many years,
318
00:21:12.109 --> 00:21:18.430
companies are struggling with a lack of
focus, agility and scale required in today's
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00:21:18.509 --> 00:21:23.579
fast and complex world of enterprise technology
sales. See How operatics can help your
320
00:21:23.700 --> 00:21:30.500
company accelerate pipeline at operatics dotnet.
You've been listening to be tob revenue acceleration.
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