Mathieu Gasquy

In times of uncertainty and volatility, it’s crucial to be proactive and transparent with updates, especially if it’s bad news. There’s nothing worse than a last-minute surprise that catches everyone off guard. Regularly communicate shifts in the forecast, even if it’s not the best news, so the team can adapt early. Also, build flexibility into your forecasting by using multiple scenarios (best case, worst case, likely case) and continuously adjust based on real-time data. The key is to stay ahead of issues and keep everyone informed.

When handling sales compensation disputes, start by listening to the sales rep’s concerns and gather all relevant facts. Identify the root cause. Was it a simple calculation error or is it a bigger issue with how objectives were defined? Stay objective and ideally aim to find a solution that balances the interests of both the sales rep and the company. Communicate openly about the findings and explain the reasoning behind your conclusion. If adjustments are needed, make them promptly to maintain trust. Finally, document the issue and resolution to improve future processes and avoid similar disputes. Transparency, fairness, and clear communication are key throughout.

Going from individual contributor to team leader requires a significant shift. You need to go from "being successful" to "making others successful". Ideally your sales leadership style will adjust to each of the people in your team in order to set them up for success. 1. Be clear with their roles. 2. Be clear with your expectations (and theirs). 3. My 3C Formula: Communicate, Commit, Check-in The Check-in step is like a feedback loop: Step 1. Identify potential challenges. Step 2. Offer support Step 3. Get aligned again Keep in mind that roles and expectations are never set in stones. You’ll need to show some flexibility and adapt things as you go.

First of all, it's great that you are investing time and resources in developing your team. Here is how I would go about it 🚀 1. Assess current skills and gaps: Start by evaluating the manager’s strengths, weaknesses, and development needs. Doing a 360 review is a god idea. 2. Set clear objectives: Be intentional. Define specific goals and paint a very vivid picture of what success would look like. 3. Create a unique plan: Include targeted training, mentoring, and stretch assignments that align with those goals. 4. Ongoing coaching and feedback: Regular check-ins, feedback sessions, and hands-on support help reinforce learning. 5. Measure progress and adjust: Track improvements with key metrics and make tweaks as needed.

Storytelling is very effective for handling objections and building trust, especially when it taps into emotions. Share examples where someone had the same concerns and how it made them feel—relieved, confident, or successful, after the solution worked. Keep the story simple: problem, solution, and result, while highlighting the emotional impact. Make sure it’s relevant to what the customer is dealing with. Use real, relatable examples to build credibility. Keep it short and focused on what matters to them. After telling the story, ask if it makes sense or connects with them. It’s all about making it feel real, relatable, and emotionally engaging.

Taking over a new team is a critical moment – not only for you, but also for the group you are about to manage. While you may feel the urge to jumpstart the process right away and start enforcing changes, I am recommending that you do the opposite: 𝗗𝗼𝗻’𝘁 𝗽𝗹𝗮𝗻 𝘁𝗼 𝗰𝗵𝗮𝗻𝗴𝗲 𝗮𝗻𝘆𝘁𝗵𝗶𝗻𝗴. 𝗝𝘂𝘀𝘁 𝗼𝗯𝘀𝗲𝗿𝘃𝗲, 𝗮𝘀𝗸 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻𝘀 𝗮𝗻𝗱 𝗹𝗶𝘀𝘁𝗲𝗻.