July 6

Bridging the Gap Between Sales and Marketing

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Sale Leadership Awakening
Sale Leadership Awakening
Bridging the Gap Between Sales and Marketing
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In this episode of the Sales Leadership Awakening podcast, Jenn Steele, CEO and Co-Founder of SoundGTM, discusses the challenging dynamic between marketing and sales teams. She highlights the common blame game between marketing and sales and the importance of effective communication and collaboration between the two functions. The discussion emphasizes the need for mutual understanding, active listening, and a shared commitment to solving problems as a unified front.

“If you have a sales background, you must learn the long-term thinking of marketing. If you have a marketing background, you must learn the sales grind. Marketing and sales should be a unified problem-solving front.” – Jenn Steele

Key Takeaways:

  • Effective communication is key to resolving the blame game between marketing and sales teams.
  • Marketers can benefit from listening to sales calls to gain valuable insights into customer interactions and lead quality.
  • Collaboration and understanding between marketing and sales are essential for driving organizational success.
  • Building relationships with customer success teams and leveraging CRM data can enhance lead-generation efforts.
  • Encouraging a customer-centric approach and mutual problem-solving can align sales and marketing objectives effectively.

Follow Jenn Steele on LinkedIn

Follow Colleen Stanley on LinkedIn

Follow Steven Rosen on LinkedIn

[Transcript]

Introduction

[00:00:05] Steven Rosen: Welcome to the sales leadership awakening podcast. As always, I’m Steven Rosen with my wonderful cohost, Colleen Stanley. Welcome Colleen.

[00:00:12] Colleen Stanley: Hey, good afternoon.

[00:00:16] Steven Rosen: Now, in each episode, we try to go as deep as we can to explore the knowing versus doing gap and understanding why leaders and their teams often struggle between knowledge and action.

[00:00:37] Colleen Stanley: Today, we have a really interesting guest: Jenn Steele. I’m going to let you introduce yourself in a minute, but I want to set it up because we usually feature VPs of sales on this podcast. However, we were introduced to Jenn by a very trusted colleague, and Jenn has a background in IT, sales, and now marketing.

[00:01:00] Colleen Stanley: We will have lively discussions about marketing and sales. So Jenn, welcome in. Would you introduce yourself and your company? Tell us a little bit about what you do and who you serve. 

[00:01:11] Jenn Steele: Of course. So, I am the CEO and co-founder of SoundGTM. I spent most of the last 15 years in marketing and a couple of sales management and leadership roles.

[00:01:22] Jenn Steele: But I think my heart belongs to marketing, and luckily, I also trust that same source. Otherwise, I’m not sure I’d be talking to you guys. At SoundGTM, we’re trying to build the upwork for the B2B pipeline and sales, and a lot of that is to help a lot of salespeople, both inside and outside organizations.

[00:01:44] Jenn Steele: As we all know, the go-to-market roles right now are kind of tough. We have mortgages to pay or, if we’re lucky, boats to buy, and our platform brings those two together to try to solve each other’s problems. 

[00:01:55] Colleen Stanley: I like how you bring that in there. So, Jen, we all know the age-old story. 

Unifying Sales and Marketing: A Path to Success

[00:02:04] Colleen Stanley: It’s called the blame game. Right? So, the marketing department says we’re providing great leads. The sales department says, no, they’re not qualified leads. Marketing says they are, but your sales team can’t convert the leads, and the story continues. So, who’s to blame? Are they both right? Both wrong? I would love your perspective.

[00:02:21] Jenn Steele: Communication’s to blame. They’ve lost trust already if they’re playing that game, and it’s a tough one because if marketing’s not listening to sales, they can’t convert the leads. Maybe they are getting the wrong leads, or maybe the leads are at the wrong level. They’re at the wrong stage. Marketing can get better, but sales can get better, too. Maybe sales are giving me the wrong value prop. Maybe there’s been a lack of sales training. I don’t think it’s both everybody’s fault and nobody’s fault, if you want to put it that way. If they solve problems together, it is so different from pointing fingers. 

[00:02:58] Steven Rosen: It’s easier said than done, right? We’re in large corporations. You’ve got a head of sales who wants to do things their way, and you’ve got a head of marketing who feels that sales is not executing. Who’s right? How can you better work together? 

[00:03:12] Colleen Stanley: I have a question about what Jenn said before. She said that marketing might not be listening to sales, and part of that, I think, happens because, in my experience, marketing doesn’t do a lot of ride-along and listen-along with sales, so they might have a stellar value proposition.

But as you said, wrong level, wrong place, right? Then the sales training. So, in your experience, what have you seen marketing directors do to be able to listen better? We talk about sales a lot around here, but I’d be curious about what you’ve done, maybe even personally, to be a better listener to the sales team. 

[00:03:55] Jenn Steele: I think beyond listening to the sales team, if marketing isn’t listening to the customer, they’re in very big trouble. Listening to sales call recordings was one of the best things I found as a marketing leader. Not because I wanted to critique the salesperson but because I would learn whether or not our messaging was getting through. Are they just doing a feature dump? What’s happening there? And so, yes, I could give feedback, but that’s not why I listen. I really listened because I wanted to hear the customer. And bonus points, of course, if it was marketing, marketing had something to do with generating that meeting in some way because then I could be like, oh my gosh, this is the wrong person or I could be like, oh my gosh, this is exactly the right person.

[00:04:32] Jenn Steele: Let’s get more of them. But it’s also like, how are they talking about the problem? How are they talking about the product? How is my sales team hearing this? And so, I used to spend Friday afternoons with a cup of tea and my crochet, which is a pandemic hobby in front of me. Listening to Zoom recordings through chorus gong, one of those 1.8 speed to save my sanity. But that was one of the best things I could ever do.

[00:05:01] Steven Rosen: What were some tangible impacts you got from listening to calls and recordings? 

[00:05:07] Jenn Steele: Golly. Sometimes, it’s like, ‘Wow, wrong person on the call.’ Then, I’d look for other calls with that job title because it might be the wrong person in some organizations.

[00:05:17] Jenn Steele: It might be the right person in some organizations. I would form hypotheses. ‘Oh my gosh, this is the perfect person. Let me hear some more calls with this kind of person.’ Those are the tangible things I could take back to my team and say, ‘Hey, let’s change our LinkedIn targeting to a different job title.’

[00:05:35] Colleen Stanley: With the different titles, could there be, in your experience, this industry, this is the title we talk to? In this industry, this is the title we talk to. So, it could be the same product or service offering, but based on the industry, that decision-maker or value prop must change. Is that correct?

[00:05:56] Jenn Steele: Oh, a thousand percent. And not only by industry but also by the company side. When I mapped out personas in one of my companies, I realized that my VP of marketing at a big company had the same stresses as my CMO did at a smaller company. It was useful to be able to map those out. But their titles were very different to have the same concerns.

[00:06:19] Steven Rosen: Interesting. Let’s talk a little bit about communication with your sales counterpart. Are there things you did to open those lines of communication? 

[00:06:28] Jenn Steele: Yes. Probably the most memorable was when there was one enterprise sales director I couldn’t get to talk to, and it was like a walled garden.

[00:06:35] Jenn Steele: I’m like, I want to help your team. I don’t want to be like this whole, I can’t talk to your team. I don’t know what’s going on. I’m like, what’s going on? We were having a sales kickoff, and we were at the bar. I sat down next to this guy and didn’t quite match him a beer for beer because I would have been in big trouble if I had.

[00:06:54] Jenn Steele: But I’m like, ‘It’s not about you need to let me in. It’s about how I can build a personal relationship.’ So, he’s not just like, who is this marketing leader? Who’s being a pain in my backside? He’s like, ‘Oh, that’s Jenn.’ 

[00:07:08] Steven Rosen: That’s a good strategy. I sometimes call it breaking bread. Having a few beers is just as effective, maybe even more effective than sitting down for lunch. I assume that worked. 

[00:07:19] Jenn Steele: It made things better. Then, every time there felt like tension, I would take him out to lunch. 

[00:07:25] Colleen Stanley: The good old quality time fix, which none of us like to do. Jen, I think we always like to get these big, extreme, complicated solutions. Sometimes, it’s just slowing down because they don’t see you as a person. They don’t know that you like to crochet. 

[00:07:41] Jenn Steele: All of those things put me together in their brains as a person, maybe not the sanest person at all times, but at least a person. 

[00:07:50] Colleen Stanley: So, Jenn, you also mentioned that on a prior call, Steven and I were getting to know you, and you mentioned that you would go into the CRM database. Steven and I started laughing because our responses were totally different.

[00:08:04] Colleen Stanley: I was like, ‘Oh, yeah, that makes sense.’ And Steven, what was your response? 

[00:08:07] Steven Rosen: Well, I think that the hair on my back started to rise up, and I guess it all depends on how it’s done. However, I certainly come from a perspective, and I’m sure you come from the opposite perspective. We always joked in sales that if things worked really well, it had a great marketing program. If they failed, it was poor sales execution.

[00:08:23] Steven Rosen: So I guess, in many ways, that was a sales leader with a chip on my shoulder, especially at times when it came to marketing. 

Harnessing the Power of Diverse Perspectives

[00:08:30] Jenn Steele: If you’re in blame game environments, if you don’t have that relationship with marketing, of course, you’re going to be like, ‘WTF are you doing in my CRM?’ You don’t know where I’m coming from if you haven’t talked to me. We’re all trying to sell products here; you are the last line.

[00:08:47] Jenn Steele: The CRM is the single source of truth in most organizations, especially smaller ones if you don’t have a data lake or something. I don’t care what my marketing automation platform says; I don’t care about any of that. I want to go in and pull a report. Are my leads getting touched? Not to be like, ‘Your reps aren’t touching my leads,’ but to understand why.

[00:09:09] Jenn Steele: I’ve discovered things like the sales ops changed the workflow, and we had no idea, so we put the leads into the old workflow, and they weren’t getting routed. I have discovered things like, ‘Oh my gosh, these are horrible leads. Never go to that conference again.’ I’ve discovered things like the sales team focused on accounts, and my team was still throwing singleton leads over the fence, so they weren’t working the leads unless they matched their account list because they didn’t have the incentive to work on inbounds.

[00:09:37] Jenn Steele: Let’s learn. This is going to sound horrible, and everybody, every marketer listening to this podcast right now, is going to hate me. I don’t think it’s necessarily sales’ responsibility to figure out why they’re not working the leads. I think it’s marketing’s responsibility. 

[00:09:52] Steven Rosen: I’m just going to jump in here if you don’t mind, Jen, it’s interesting.

[00:09:56] Steven Rosen: I’m not picking on you, and I think we’ll make it live with two sides of a coin that need to work together going into the CRM. You’re finding things like sales ops have changed the flow. And I think there’s a communication issue there. If you’re finding out things by, and I don’t want to use the term snooping, I will for fun.

[00:10:19] Jenn Steele: In my experience, honestly, sales sucks the communication with marketing. In fact, sales often look at marketing like they’re servants, right? Why aren’t you giving me my one-pagers? I used to go into companies as a marketing leader, and I called it wallpaper sales because they were always whining about one-pager.

[00:10:37] Jenn Steele: So, I gave them one-pager for everything, and then I could go on with my actual job. 

[00:10:42] Steven Rosen: It’s interesting. I come from a different industry, the pharmaceutical industry, which involves face-to-face calls with physicians and marketing, supplying sales aids, and knowing what you are interested in. Because we talk about lead generation.

[00:10:55] Steven Rosen: I ran sales. In Canada, there are 25,000 physicians. In the U. S., there are 250,000. So, I’m very focused on building my pipeline, and you have to be very targeted as to who you call on, which I guess is like the leads and marketing wanting to get their hands on that. I always assumed that was my baby, and we would feed back to marketing who we’re targeting and why.

[00:11:18] Steven Rosen: Hopefully, the marketing pieces would include information linking to our targeting approach. 

[00:11:25] Jenn Steele: And there shouldn’t be, absolutely. When you’re doing an account-based attack, right? You’re describing account-based marketing for all intents and purposes, even if we didn’t call it that.

[00:11:34] Jenn Steele: You have to agree on the criteria for identifying accounts. Then, marketing can start warming up accounts you haven’t had a chance to touch, but they’re not the stupid ones you would never touch. 

[00:11:47] Colleen Stanley: Jenn, I will return to the question I asked earlier. If I heard you, you say it’s marketing’s job to figure out why the leads aren’t working versus sales. Talk to us from that perspective. 

[00:12:02] Jenn Steele: The reason I say it’s marketing’s job is that honestly, sales are such a grind, and they’re not incentivized to tell marketing they don’t think long-term enough to say if I give marketing this piece of feedback, my leads will be better in six freaking months. I mean, six months?

[00:12:17] Jenn Steele: My quotas reset at least twice by then, if not six times, depending on ideal signs, etc. Marketing’s job is to think both short-term and long-term, and it’s not as short-term as sales, but both short-term and long-term. I need to build my brand so that when you walk up to the doctor’s office, they’re like, ‘Oh, we know who you are. ‘ Come on in. Give us some pens.’

[00:12:36] Jenn Steele: There’s a misaligned incentive for sales to give marketing that feedback. Unless you have a truly mature sales leader with a good marketing counterpart who says, ‘Oh, I know I give feedback, and then I get better leads.’ But otherwise, unless they’ve learned that in their career, and we wouldn’t be talking about marketing versus sales if it were common to have a great relationship, but it’s marketing’s job because they’re the ones spending the money to get the leads.

[00:13:05] Jenn Steele: They spend the money on the brand presence. The more misaligned you are, the worse everything gets. 

[00:13:11] Colleen Stanley: Exactly. What’s interesting about the conversation about listening to calls going into the CRM is that you can argue all day long, but here’s what came to mind. I knew we were getting ready to have this conversation this morning, which is what gets lost in all of this is the customer.

[00:13:28] Colleen Stanley: If you really care about the customer, get out of your silos and get next to each other and say, ‘Okay, we’ve got the best product or service, and if we aren’t selling to the people that really need us, that is a disservice.’ I think we need to get over ourselves a little bit about this transparency thing; it’s about the customer. It’s not about sales and marketing.

[00:13:51] Jenn Steele: Yes. This is why I question whether you’re a marketing leader if you don’t attend at least one or two industry conferences. What are you doing? I mean, do we like the floor? Do we love walking the floor? No, nobody likes the floor. However, get on the floor, find out how things are going, and talk to the people.

[00:14:11] Colleen Stanley: Yes, right, in a rep way. And how many marketing folks do you see that sales leaders always ride along? In your experience, how many marketing professionals actually get in the car and accompany salespeople in meetings?

[00:14:30] Jenn Steele: Well, it depends. I am largely from a MarTech background, so they want the marketing people to do ride-alongs, right? But I will say when I have not worked in MarTech, it’s much harder to do a ride-along, especially for enterprise sales, where you do all of the in-person stuff, but you’ve got to build relationships. And that’s why going to industry conferences is huge: when you can’t do ride-along, go where the people are.

[00:14:51] Steven Rosen: So, from my experience, a couple of things worked because what we’re trying to do is help bridge that gap between sales and marketing. We know that you need to work together, but how can we help each other? I’m with Colleen, and in Pharma, we pushed our managers to be out in the field, not only coaching but seeing customers. Marketing people also had quotas for the number of days they needed to spend in the field.
[00:15:14] Steven Rosen: Another thing we did was we had rep advisory groups for specific products. When marketing was developing a sales aid or a campaign, we had two or three reps involved. Many of them were across Canada, so they would call in, maybe via Zoom or Skype, in those days, but they would be part of building any materials. If materials are not built with sales input, sometimes they don’t get used.

[00:15:42] Steven Rosen: The advisory groups were responsible for providing input and helping sell it to the rest of the team. When we had a sales kickoff meeting, our champions or product champions would be part of that process of introducing the other sales reps to it.

[00:15:57] Jenn Steele: That makes sense. If you can’t ride along with sales, though, and I’m talking, I am mostly a Tech background.

[00:16:03] Jenn Steele: In Tech, we’ve got the customer success team, and they basically take over the accounts. I know that in some industries, the sales of homes are the entire life cycle of the account. You can certainly talk to current customers if you can’t get into a ride-along in a sales call, then maybe in conferences. I love that in Pharma, they were actually talking to the people who were talking to the customer. That’s what actually sparked me to say, ‘Oh yeah, but if they’re current customers, you can ride along with customer success much more easily than you can ride along with sales.’

[00:16:33] Steven Rosen: Yes. In that industry, do you create support materials for customer success people or just for the salespeople? 

[00:16:39] Jenn Steele: I think you should create for both.

[00:16:42] Jenn Steele: For example, if you’re launching a new product feature, the collateral may be the same or different. There’s a reason to sell it, or there might be a reason to upsell on it. There’s a different spin there. So, a good marketing team does, especially if you’re in SaaS or something like that; it’s so much easier to keep a customer than win a customer.

The Role of Leadership in Driving Collaboration

[00:17:03] Colleen Stanley: So Jen, we’ve talked about this sales and marketing, and it’s been a conversation forever, hasn’t it? We talked about reducing the friction, communication being one of those. I noticed on one of your LinkedIn posts that you presented the idea. I think I’ve got this right where maybe there needs to be at least one person to whom both marketing and sales are reporting.

[00:17:25] Colleen Stanley: Maybe it’s the CMO who is in charge of revenues or the CRO who’s in charge of revenues or the CEO. Can you talk to us a little bit about that? Because that might be part of reducing the friction here. 

[00:17:37] Jenn Steele: No, actually, you even read the comment section. I think that’s where that idea really got hammered out, so I appreciate that.

[00:17:43] Jenn Steele: The post’s premise is that it almost doesn’t matter how much bread marketing and sales break together. It almost doesn’t matter if they’re in lockstep; no ops problems, total communication, and everybody knows the customer. The moment the CEO says to one or the other of them. Basically, I’m threatening your job.

[00:18:02] Jenn Steele: Whose fault is this? It dissolves the lockstep because the moment you start threatening somebody’s livelihood, you’ve hit a deeper level than sales and marketing alignment will ever hit. 

[00:18:15] Colleen Stanley: Right. So now we’ve got the fight-or-flight response when the game starts. 

[00:18:21] Steven Rosen: Exactly. It’s interesting that you mentioned that. In organizations, there’s always going to be friction.

[00:18:26] Steven Rosen: How you structure the organization will determine where that friction will be. Let me give you two examples. I was in an organization where we had dedicated business unit directors or VPs of sales and marketing who were responsible for the whole business unit, rather than taking several business units and having dedicated heads of sales and marketing.

[00:18:47] Steven Rosen: So, in the second structure, the friction was between sales and the one where you had business units, and you had a person who was responsible for both; the friction was between business units for resources and for recognition. 

[00:19:00] Jenn Steele: But this business unit actually worked. 

[00:19:04] Steven Rosen: Yes. I’ve done that job, and it’s actually fun.

[00:19:08] Steven Rosen: I guess you’re the head of sales and the head of marketing, but both try to get their way with you. You have the ability to make sure that sales are delivering and all the marketing is done because you’ve ownership. 

[00:19:17] Jenn Steele: Especially if you have a go-to-market background. If you have carried a bag, if you have owned a pipeline goal, if you have done this, now granted, if you have a sales background, you have to learn the long-term thinking of marketing.

[00:19:28] Jenn Steele: If you have a marketing background, you must learn the sales grind, right? You have to cross-train. But then it’s so different than having that CEO who, with no go-to-market background, is like, ‘Whose fault is this?’ They can’t hear the explanation versus telling the go-to-market leader, whose fault is this?

[00:19:45] Jenn Steele: They’re like, ‘Oh, we have a systems problem here, and we have this here, and this is how we’re fixing it.’ It’s very different conversations. 

[00:19:53] Colleen Stanley: So, this is where the CRO and CMO need to join elbows, sit down with the CEO, and share with him or her that there’s no one to blame. We’re a unified front. 

[00:20:04] Jenn Steele: Yes, and we are solving the problem because, of course, what we’re talking about is we’ve missed quota.

[00:20:09] Jenn Steele: We’ve had a few down cycles. It’s a unified problem-solving front. It’s not like you suck. You didn’t work my leads. It’s hey, ‘We noticed this ops problem. Hey, this thing’s happening over here. We need to change our persona target link, and we’re already working together to fix it.’ 

[00:20:27] Steven Rosen: It’s a proactive approach.

[00:20:28] Colleen Stanley: Yes. How many CROs and CMOs get together and meet once a week or twice a month? What’s your experience? 

[00:20:35] Jenn Steele: When I was a CMO and had a willing CRO, I would have weekly or bi-weekly one-on-ones or go-to-market leadership meetings, which also included the head of CS if we were all peers.

[00:20:47] Jenn Steele: I couldn’t always do it. I didn’t always have a CRO who wanted to or was willing to talk to me that often. Marketing becomes the order taker at that point. 

[00:20:57] Colleen Stanley: Okay, so this is where the CEO could drive that in the accountability. We have sales activity plans for sales reps with the activity plans, and that’s kind of a tactical term.

[00:21:08] Colleen Stanley: But for the CRO and the CMO, are you meeting once a week? Twice a month? Then, that report rolls up with whatever data needs to be measured. So again, it could be bottom-up or down. 

[00:21:20] Jenn Steele: I’ve actually worked at organizations where the CEO didn’t want the go-to-market leadership to meet separately from the rest of the executive team.

[00:21:27] Jenn Steele: I’m like, really? I was speechless because I felt like we didn’t need to. The head of product or the head of engineering in the room when we’re hammering out a lead flow or an account hand, like what? 

[00:21:40] Steven Rosen: It’s interesting that the CEO has to say, ‘Well, you guys need to meet together regularly.’ It feels like micromanagement to me, 

[00:21:50] Colleen Stanley: it’s an expectation. The expectation is just like anything else. So, if we expect our reps to make X number of calls, we expect our sales leaders to run X number of coaching calls. I expect that that’s who it’s rolling up to unless there’s a layer in between. I believe if that expectation isn’t set, it won’t happen.

[00:22:09] Colleen Stanley: I don’t think it’s micromanaging. I think it’s setting expectations for success. 

[00:22:13] Jenn Steele: As part of that, if one of my sales and marketing leaders comes to me and says, ‘I have a problem with that person, ‘ the CEO, instead of stepping in because CEOs tend to be problem-solvers and keeping them out of things like that is almost impossible, should be like, ‘Okay, fix it. You go figure this out. If you can’t figure this out, we have a larger problem.’

[00:22:32] Colleen Stanley: Exactly. I think it’s a much simpler solution, but it goes down to whether we believe the CRO and the CMO should be meeting. Do they believe it’s worth the time to meet? Are we hiring collaborative people versus silo people?

Conclusion

[00:22:46] Colleen Stanley: There’s probably a lot of conversation behind that. Steven, I’m curious: what’s your big takeaway from our conversation today? There are probably many. 

[00:22:54] Steven Rosen: I’d like to do one thing before because it’s been sitting here. I haven’t asked Jen the big question, our signature question, regarding what your leadership awakening moment has been. 

[00:23:05] Steven Rosen: It’s part of our journey. What sort of awakened you to the fact that things are different than you anticipated?

[00:23:10] Jenn Steele: I became an executive in technology really young. I used to run IT departments at law firms. I had to fire the first person I ever hired. He was hiding my invoices from me and doing crazy things. 

[00:23:25] Jenn Steele: The second person I hired ended up working for me for five years. It was because I had this revelation. At first, I was frustrated because I’m a big-picture problem solver, and I get stuff done. He’s a box checker. For every new user, he would print off the new user sheet and check every freaking box. I was like, what are you doing?

[00:23:46] Jenn Steele: Then, I realized that because he carefully went through lists, he saved us so much money in time on some things I would have just skipped over because I don’t follow directions well. I realized, and it’s the mantra that I even quoted to a new leader yesterday. I said people do things differently from me, and that’s good.

[00:24:11] Jenn Steele: What’s interesting is that we’ve been sitting here talking, and I’m glad you asked this question at the end instead of the beginning. Is that probably why I’m like, what does sales need to do, and who cares more and needs to do what to fix it? Sales do things differently than marketing, and that’s good. 

[00:24:34] Steven Rosen: That’s a nice way to return it. Thank you. That’s a thoughtful response. In terms of walkaways, there obviously continue to be challenges between sales and marketing, and we’ve got a wonderful approach, which is very simple. It’s called listening to your counterparts, hearing what they’re saying, and seeing how you can best align and understand each other’s objectives.

[00:24:55] Steven Rosen: They’re actually joint objectives, and you can work better together. Colleen, do you have one walkway that you’d like to share? 

[00:25:01] Colleen Stanley:  I think what I found intriguing, and Jenn, this was even after our first conversation with you, is really encouraging more people in those important marketing roles to listen to the calls because you’ll hear them with a different set of ears and part of that could be in sales.

[00:25:17] Colleen Stanley: We can get very attached to the quota. That’s never a good thing. By the way, that’s another conversation. But because we’re attached to the quota, we might not be doing the deep listening. You’re listening for another reason. So, you could be hearing things that even a very good salesperson isn’t hearing because you’re coming from another perspective.

[00:25:40] Colleen Stanley: It doesn’t mean that you don’t have to hit the quota. I love the fact of listening. Then, I think it’s also okay if somebody wants to dive into the CRM because, after all, if we’re people of integrity, you have nothing to hide. 

[00:25:54] Jenn Steele: Thankfully, I’ve never had a sales leader say, ‘Get out of my CRM.’

[00:25:57] Colleen Stanley: Yeah. Again, you’re looking at it with different eyes and ears. I always think that’s just what we all talk about; gosh, if you have these diverse teams, they’re the best until it comes time to, ‘Wait a minute. I don’t want you looking at my stuff.’

[00:26:08] Jenn Steele: Yeah, there are takeaways. There are other things like I had listened to calls for difficult accounts and occasionally have been like, ‘Hey when they asked this question, you answered that.’

[00:26:17] Jenn Steele: I actually think they’re getting this, and I’ve had sales reps say, ‘You gave me an excuse to send an email, and you’re right. Thank goodness.’ I’ve had sales reps say, ‘Yeah, yeah, yeah, I get that. I did that already.’ But that different perspective can sometimes help some stuck deals too. 

[00:26:33] Colleen Stanley: Yeah, absolutely. Well, Jenn, thank you so much for being our out-of-the-box guest today, coming from that marketing perspective.

I think we have a better idea that there’s no one to blame but lots of problems to solve. So, for all of you who are listening today, thanks for joining us at the Sales Leadership Awakening Podcast, where we do our very best to help you bridge the knowing and doing gap as sales leaders.

[00:26:54] Colleen Stanley: Thanks everyone. 

[00:26:55] Steven Rosen: Thank you. Thanks, Jenn. 

[00:26:57] Colleen Stanley: Thank you.


Tags

Colleen Stanley, emotional intelligence for sales and sales leadership, executive sales leadership, knowing and doing gap, sales leadership, sales leadership coaching, sales leadership development, sales management training, Stanley, Steven Rosen, the sales leadership awakening podcast


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