Targeting That Blows Your Targets Away

Targeting That Blows Your Targets Away

The Sales Leadership Awakening Podcast
The Sales Leadership Awakening Podcast
Targeting That Blows Your Targets Away
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Helen Fanucci, a sales leader with 25+ years in the high-tech industry and author of “Love Your Team: A Survival Guide for Sales Managers in a Hybrid World.” discusses the importance of trust in sales, effective targeting strategies, and the role of collaboration in team selling. Helen emphasizes the need for accountability, tough love in leadership, and the value of introducing oneself to the team. 

“Trust is the currency of business, and in business-to-business sales, you really can’t be effective unless you can build trust with your customers.” – Helen Fanucci

Key Takeaways:

  • Focus matters in sales. Sales leaders must clearly define their objectives and outcomes and have an intentional strategy for achieving them.
  • Targeting the right customers is crucial. Instead of relying solely on job titles, sales teams should identify individuals accountable for solving the problems their product or service addresses.
  • Building trust is essential in business-to-business sales. To establish client trust, sales leaders should leverage all available resources, including senior leadership.
  • Collaboration is key to success in sales. Sales teams should work with other departments within the company to ensure a seamless customer experience and achieve better results.
  • Holding people accountable is an act of love. Sales leaders must set clear expectations, provide support, and promptly address performance issues to help their team members succeed.

Follow Helen Fanucci on LinkedIn

Follow Colleen Stanley on LinkedIn

Follow Steven Rosen on LinkedIn

[Transcript]

Introduction

[00:00:05] Colleen Stanley: Hi, everyone. Welcome to the Sales Leadership Awakening podcast. I’m Colleen Stanley. Joining me today is my partner, Steven Rosen and today we’re going to tackle the age-old challenge of bridging the knowing and doing gap in sales leadership. 

[00:00:22] So Steven, great to see you again, looking forward to conversation. What do we have on deck here today? 

[00:00:33] Steven Rosen: The first thing that we have on deck, it’s my honor to welcome Helen Fanucci who is a wonderful guest.

[00:00:39] Steven Rosen: Helen, can you share with our audience a bit about yourself, the industry you’re working in, and the types of salespeople you’ve led, and what your thinking regarding what’s going to make a company successful in sales? 

[00:00:53] Helen Fanucci: Thank you for the opportunity to be on your podcast. I’ve spent my whole career in high-tech. First as an engineer, and then I wanted to be out helping customers use technology for business value so I transitioned into sales.

[00:01:07] Helen Fanucci: I’ve been leading sales teams in high-tech for over 25 years and large companies like Microsoft and most recently, a smaller company called MediaFly as the CRO. In terms of making companies successful, focus matters. What is your objective? Where are the outcomes you’re trying to deliver?

[00:01:28] Helen Fanucci: Of course it’s revenue, but how do you plan to get there? Are you targeting well? Are you talking to the right people? Do you have an intentional strategy for penetrating an account and using your internal resources like your senior leadership team to help you make those connections? Let’s face it, sometimes customers don’t want to talk to salespeople, but they’ll talk to your CFO.

[00:01:51] Helen Fanucci: You can do a CFO to CFO meeting. So leveraging all of the resources to bring to bear to get to break through and build those relationships. Because trust is the currency of business and in business-to-business sales, you really can’t be effective unless you can build trust with your customers.

[00:02:11] Colleen Stanley: Boy, that is one. I hope everyone, unless you’re driving, writes down trust is the currency here. Helen, by the way, is very modest so I’m going to introduce this book a couple of times. She’s also the author of a great book, ‘Love Your Sales Team: A Survival Guide for Sales Managers and a Hybrid World’.

[00:02:30] Colleen Stanley: I’m going to tell you, I’m a huge reader. This is a good book and I’m going to address it later in our conversation. Helen, you’ve got this big background. As a leader, was there a time that you can remember you had, what we like to talk about in this podcast, an awakening moment, I call it my duh moment where you’re sitting there going, “This isn’t working so well anymore” because I suspect that’s what led you to write such a good book and lead so many successful teams.

[00:02:54] Colleen Stanley: Any awakening moments you can share with our audience today?

[00:02:57] Helen Fanucci: My first really aha moment was shortly after I became a manager, and I thought my job was to tell my team what to do. I realized very quickly that my job is to tell them, to outline the objectives that I call outcome-based business goals, and then let them figure out how to achieve that objectives.

[00:03:22] Helen Fanucci: What I discovered is they were so much more creative and had better ideas than I would ever come up with and it made the team stronger. That was first and foremost, and, interestingly enough, there are still people who think that they need to tell people how to do their job, particularly in a remote workplace in a remote world, where you’re not with your team all the time.

[00:03:49] Helen Fanucci: So, unless you’re creating outcome-based business goals, and they can be. Metric-based goals, like achieving your quota, three X pipeline coverage, what have you, can be equally, and they should be also what I would call soft goals, which are sometimes harder to achieve like behaving consistently with our company culture.

[00:04:13] Helen Fanucci: It means respect, being respectful, all voices matter, whatever the thing is because typically you will have unspoken objectives or expectations of your team. The better you can do to clarify that in terms of expecting to keep your pipeline up to date,  your salesforce up to date, work collaboratively across the team, whatever it is, the more effective you’ll be in leading your team and then they’ll know what to expect. 

[00:04:43] Colleen Stanley: A question that might be getting posed out there. Maybe we’ll put it in the context of young sellers. I love the fact that it’s outcome-based because I have to admit this, I was a little bit of a micro-manager, a huge teller, all of those good things that were working well for me.

[00:04:58] Colleen Stanley: How do you balance where the person knows how to get to the outcome? Or is there some training and coaching in the right measurement there?

[00:05:08] Helen Fanucci: Totally, because not everybody will have the same base of experience, for sure. There will be the need to help people, to help your team members, lay out for them how they might approach whatever the objective is, or give them some ideas.

[00:05:23] Helen Fanucci: Let’s say, for example, a seller is stuck not being able to get to the economic buyer. Let’s lean in, strategize, and figure out. Do they know somebody on LinkedIn? Do we collectively know someone on LinkedIn that knows that person or is our CEO or CFO a big enough name that that person will meet with them?

[00:05:49] Helen Fanucci: Often, as I said, sellers aren’t the bait in the bucket that business leaders are dying to meet with. 

[00:05:57] Steven Rosen: It’s interesting. I share many of the same philosophies that you share. One, of focus being critical. Two, I love your awakening moment where It’s not about telling people what to do but asking.

[00:06:10] Steven Rosen: When I work with managers, that’s one of the biggest mindset shifts they have to make is moving from telling to asking and just along those lines. I always joke when I became a first-time sales manager, there was no training, right? But I learned how to be a much better seller. I watched other people sell better than myself when I thought I was a good seller.

Targeting the Right Customers: A Strategic Approach

[00:06:31] Steven Rosen: So observation is key. But one of the things you touched upon, which I think is critical, and also I shared this in terms of targeting and you’ve shared some really good stories when we’ve chatted. One is about how you roll up your sleeves. You get involved in the process of helping improve your team’s ability to identify their ideal clients. Can you share some stories on that and can you share what technologies you’re using to help you help your salespeople target the right customers? 

[00:07:03] Helen Fanucci: Yeah, so this is an evolving conversation because the technology has evolved. One of the things I think is crazy is that many companies leave it up to their sellers or SDRs to figure out who they should target.

[00:07:20] Helen Fanucci: There’s nothing more strategic for a company than how it chooses to go to market and who it wants as their ideal customer. It’s very common for companies to define sales territories.

[00:07:35] Helen Fanucci: Okay, great. We want to go after, let’s say, Johnson and Johnson, and then they leave it up to the sellers to figure out or they’ll define for our product set; you need to talk to sales managers, chief marketing officers, whomever. That may or may not be correct, but that’s the common practice.

[00:07:52] Helen Fanucci: And then leave it to the sellers to research and whatnot, which takes a ton of time. What I think is possible and more effective is to think about who, in a company, solves the problems or is accountable for solving the problems that your product or service solves. So, then you go from looking at customer titles to looking at how is a company representing what they care about.

[00:08:26] Helen Fanucci: They do that through job postings. How are individuals representing what they do? They do that through LinkedIn postings of how they describe themselves. So, let’s say you’re selling an ROI product and it is to help sellers define the ROI, the value that your technology delivers.

[00:08:48] Helen Fanucci: You might use AI and search tools to search LinkedIn to see who does value selling. Do they have that in their job description? Are they value engineers? Maybe you search on customer business value or business value assessments, but using Boolean logic. 

[00:09:11] Helen Fanucci: If you’re doing queries to do the searching, you end up with a richer list of targets because then you are zeroing in on the people who are accountable for addressing the challenges that your product solves. Where if you focus on sales manager, director of sales, or CRO as a title, you don’t know what they care about.

[00:09:34] Helen Fanucci: There are ways to do that much more effectively now using the tools that we have available. And then the other thing is creating a closed-loop process. You have sellers that are out there talking to people in the market, and maybe you take the transcript from the Zoom recordings as an example, or whatever tool they’re using.

[00:09:56] Helen Fanucci: You put that through a ChatGPT generative AI model to find out what’s effective in leading to the outcomes you’re looking for. What are their common themes and conversations? I think, frankly, ChatGPT is much more effective in taking lots of data, synthesizing it, and drawing conclusions than humans are.

[00:10:19] Helen Fanucci: That’s a way to get feedback on how the market’s reacting to the targeting to the conversations, and it might be you have the right targets, but your team is not effective at actually communicating the message. There are a lot of things to unpack. It’s messy. It’s not like, Oh, this is, we got this. Now we’re going to go target more effectively.

[00:10:47] Helen Fanucci: It’s a messy business. That’s what I would say. 

[00:10:50] Steven Rosen: Let’s say given a very specific example of where you were or how you can help a company, but let’s say they’re targeting CMOs who have a passion for thought leadership. 

[00:11:00] Helen Fanucci: CMOs who are trying to set their company apart as thought leaders in the industry. If you think about that, what would a CMO care about? That’s looking for thought leadership.

[00:11:14] Helen Fanucci: Are they looking for messaging help? Are they looking for a way to get that message out there? Maybe it is content management and maybe tracking the effectiveness of their content and whether or not it’s being utilized. For example, MediaFly has an engaged product that does that. You might look at content management or messaging and then you could also put marketing as a title or category of a function and then you start querying LinkedIn, for example. Some companies sell data and some of them sell data that contains the 40 million LinkedIn profiles. Then you have a data scientist or you have someone on your team. If you don’t have a data scientist, you need somebody who knows how to navigate large databases and large language models.

[00:12:11] Helen Fanucci: You would go and you put some keywords and I’ve done this manually on sales navigator. You want to exclude some things like retire, retired, etc. That’s just my opinion because it might be your target but my target, I’d exclude executive assistant to the CMO as an example.

[00:12:30] Helen Fanucci: Then you get a list. Let’s say you get a list of 2000 people on sales navigator. The sales navigator renders 25 people at a time. You’d be putting in your right industry, company size, and what have you. Then you probably have a data analytics tool, like maybe you buy Zoom info data.

[00:12:52] Helen Fanucci: You put in the plugin for Zoom info and to get the contact information. Maybe you’re doing an email campaign. Maybe you’re doing a cold-calling campaign. Maybe you’re doing multiple ways of reaching out. Then you look to see what is effective and who are you reaching. But that is, frankly, the state of the art in business, but it’s a really slow way to go.

[00:13:20] Helen Fanucci: I’m in favor of centralized list building rather than having everybody do their contact list because then you get so much variability and then you’re at the whim of whoever is creating their list and how well they’re doing that.

[00:13:37] Steven Rosen: I want to try it just for myself. I do focus on sales leaders and I’ll see some who have a passion for leadership development. I conceptually understand what you’re saying.

[00:13:46] Steven Rosen: Thank you. I’ve never targeted that way and I look forward to seeing what I can yield. 

[00:13:51] Colleen Stanley: I believe for some of our listeners today, this is one of the things that pops up for me: critical thinking skills. I love it when you said this is messy because prospecting always seems to be the biggest pain point in every company.

[00:14:05] Colleen Stanley: But this is one where everyone’s going to have to take a look at. Okay, here’s the new skill sets, or here’s the new role, and I don’t know which one it is. In my opinion, it’s time to get some new roles in because I’m only so good at so many things. I hope everyone listening today. Don’t get overwhelmed by it, but recognize this might be your awakening moment.

[00:14:24] Colleen Stanley: Roles are changing, Roles need to change, and how you go about targeting. I want to shift here a little bit because one of the reasons I enjoyed your book so much is you’ve got this really good tactical strategic knowledge, but you didn’t forget the human side. That’s where Steven and I play well together.

[00:14:41] Colleen Stanley: I play more in the soft skills teaching that. We had talked about building collaboration. Let’s say they take all of these great tips you’ve given for filling the top of the funnel and we’ve landed the business, but now through the process, we’ve got to have something called collaboration, team selling.

Collaboration: The Key to Success

[00:14:57] Colleen Stanley: Collaboration, it sounds lovely. But let’s face it, a lot of salespeople, they’re really good, but they can be lone rangers. When it comes time to hit their quota, they aren’t good team players. They might be great team players in every other part of their life, right? 

[00:15:14] Colleen Stanley: What did you do specifically to increase that collaboration with your customers and your internal teams? Because sometimes I think we treat our customers nicer than our internal teams. 

[00:15:27] Helen Fanucci: Yeah, it does. So there are certain standards you’ve got to have with your team.

[00:15:31] Helen Fanucci: I think selling is a team sport. Now, having said that, often your team members are a team only in the name not in practice. Let me unpack that for a minute. They may have separate territories. Your sellers may have separate territories, typically, but they’ve got to work with others across the company.

[00:15:55] Helen Fanucci: Maybe it is sales engineers or product managers or folks that have the expertise to do more sophisticated demos or it’s customer success if you’re in a SaaS business, because there’s that handover between, ‘Hey! The customer wants these business issues solved through using our technology.’

[00:16:19] Helen Fanucci: How are we communicating that so customer success knows what the customer’s priorities are? Often, that handoff is messy and ineffective. The other thing is, in B2B selling, buyers are betting their career when they decide to purchase something so they’ve got to trust not only the seller but the company that stands behind the seller.

[00:16:46] Helen Fanucci: It’s critical. If you and I, as a consumer, go out and buy a car, and let’s say it’s a lemon. It’s going to be a pain in the neck. We’re going to be upset, but our careers are going to be intact. It’s much more costly for an individual to make a bad strategic decision from a career point of view.

[00:17:09] Helen Fanucci: That has ramifications that are huge and so there’s a lot of caution, particularly in large organizations, where you want to make sure everyone’s bought in across the buying team. You’d have like 9 stakeholders between compliance, privacy, CIO, security, what have you the business side of things.

[00:17:31] Helen Fanucci: You can’t effectively build that trust as an individual seller. You’ve got to mobilize the executives in your company and others to be able to instill that confidence. The CEO, he or she speaks for the company, stands behind it, and has to make decisions.

[00:17:49] Helen Fanucci: A manager needs to lay out very clearly that there is an expectation of you. You mobilize the resources within the company as a selling leader of the sales team.

[00:18:00] Helen Fanucci: You work well across the company, and collaborate. You are affected, you’re somebody that others want to work with. There are clear communication skills. If you have a seller that refuses to do those things, in my opinion, you have no choice but to put them on a performance improvement plan, even if they’re making their number.

[00:18:22] Helen Fanucci: I know that may sound shocking. If they’re making their number while we need them. However, you don’t realize the opportunity cost of having that seller be there and I’ve had the situation where other sellers want to be removed from working with a star seller who is a nightmare to work with. 

[00:18:43] Steven Rosen: We’ve all seen that. Even managers who have trouble working with internal departments. One of the keys to success is getting everybody on board to support your sales team as opposed to fighting them. Part of one of the concepts that we put forth is bold leadership and part of that is getting your internal departments to support you because they can be either a supporter or they can be what I call SPD, which is the Sales Prevention Department. If you’re not a friend, if you’re not breaking bread with these people, and they’re not supporting you, you can do a great job with the customer, but you’re not going to get over the finish line. 

[00:19:22] Colleen Stanley: I hope everyone heard and wasn’t shocked by what you said, Helen, that even if they’re hitting their numbers, it’s okay to put on a pit. There are two things I’m taking away from your comments there. Number one, you are walking the talk on corporate values. I think there’s nothing that diminishes trust quicker than this nice poster on the wall with your values, but it never hits the halls. That takes some bold leadership and courage there.

[00:19:47] Colleen Stanley: The other thing that strikes me is that, with this lack of collaboration, is it that they don’t know how to utilize the resources or does instant gratification get in the way and they just want to shortcut the process? Any thoughts there? 

[00:20:01] Helen Fanucci: I think we’ve gotten so accustomed to using Slack or other IM channels and email. 

[00:20:05] Helen Fanucci: As a leader, as a manager, if you see emails going back and forth, where there’s no communication and they’re talking at each other. Take a time out and put a meeting on the calendar to have a conversation about whatever that conflict is. I think there is this notion that if you write it in email or Slack, you’re communicating. Email does not equal communication.

[00:20:34] Helen Fanucci: There’s no substitute for a conversation and it’s a leader’s job to make sure that your team is communicating effectively. Take a time out and hold a meeting, hold a call with the right parties, the other managers, and talk it through because that’s vital. If you don’t hold up your culture and hold the team to that standard that you have a culture that’s not enforced, there’s no coach culture. 

[00:21:05] Steven Rosen: It’s very true. Along those lines, Helen, it comes back to a favorite word in sales and sales leadership, which is accountability. One sales manager is holding themselves accountable, whether it’s the beliefs of the company, whether it’s the expectations that you set. Maybe you can share some examples because we’ve had this conversation and everyone has a challenge holding their people accountable.

Holding Team Members Accountable: Tough Love as a Catalyst for Growth

[00:21:29] Steven Rosen: You’ve had some great insights today, so maybe you can build upon those great insights and share. I know you love your people. How do you have some tough love if you have to hold them accountable? Maybe you can share some examples of what you’ve done. 

[00:21:41] Helen Fanucci: Holding people accountable is love. You’re not doing any favors. You’re not. Here’s a litmus test I use for myself. If it’s not working for me, it’s not working for them. If I have this inkling that something’s not right, I dig in and in a hundred percent of the cases, it’s worse than I expected.

[00:22:04] Helen Fanucci: So you could go, how come you didn’t intervene sooner? Well, because people are professionals. Most people and most of the sellers I work with are experienced. I lay out the expectations and then I ask someone if they needed help. How can I be supportive? What do you need from me?

[00:22:22] Helen Fanucci: Then I see how things go and I want to meet with them, with their customers. I want to see how they conduct a meeting. I want to see how they’re moving deals forward, how they’re forecasting. I track and note their forecast at the beginning of a quarter because forecast accuracy from the beginning to the end of the quarter matters to me and so see what their history is over time.

[00:22:46] Helen Fanucci: I will sometimes look at their calendar to see how busy they are with as represented by meetings on their calendar, and then do they have the pipeline coverage? There’s a lot of early warning indicators of whether or not they’re going to make their number. 

[00:23:02] Helen Fanucci: There’s the checkpointing with other managers to find out my team’s performance and asking them for any feedback regarding my team. Talking to colleagues leads your team members who are participating in the sales cycle to set everyone aligned and clear with their goals. Clarity is kindness, being clear matters.

[00:23:22] Helen Fanucci: We’re all driving towards the same outcomes and goals or we should be. This isn’t a hobby. This is business and driving stock price, valuation, and revenue, pick your favorite, and what’s in it for. Find out, frankly, find out what’s in it for your team member.

[00:23:38] Helen Fanucci: What do they care about? I jumped right to this, but find out what their why is, what are their goals and how can you support their goals, and then tie their lack of performance to the lack of being able to achieve what they said they care about in the first place. 

[00:23:55] Steven Rosen: Well put. Well put.

[00:23:57] Colleen Stanley: I think what has helped you have some of these tough love, and I love that accountability and tough love is love, is because you brought in this human side and I enjoyed so many things about the book.

[00:24:09] Colleen Stanley: In chapter 3, you did a whole chapter on introducing yourself to the team and I think I’ve always been very personable, likable, I’m pretty good at managing boundaries and stuff. I have never done this. Can you talk a little bit?

[00:24:21] Colleen Stanley: How do you do it and why was that important to introduce yourself to the team? I know for you, the big point was the human-to-human interaction, but I think that’s what helps you keep people accountable. People trust your intent when you are having a tough love conversation.

[00:24:35] Colleen Stanley: Maybe walk through some of the concepts that you share in introducing yourself to your team. 

[00:24:40] I had a new executive come on board and the first all-hands where he was being introduced to the organization, I realized this was before I had started writing the book and I had thought about writing a book. So he was introduced to the team and he was mistaken

[00:25:00] Helen Fanucci: He thought this was all about him and how great he is and his experience. He completely missed what I think is the point of being introduced to your new team is to let your team members know what you care about so they know how to interact with you, what they can expect from you, what you value, and what are your leadership values.

[00:25:24] Helen Fanucci: How do you think about leading an organization? Let people know a little bit about yourself. I tell people that I have two grown children. I got married in 2022 after being divorced for 24 years, I live in Seattle and my husband and I, during COVID, bought another house in Arizona.

[00:25:46] Helen Fanucci: I just tell him, my favorite food is anything somebody else cooks. I realized that there’s this lack of awareness sometimes on the receiving end of sales leaders that they’re not focused on their team members and how they can support their team. They’re all about themselves. When I joined MediaFly as a CRO, I did all hands and introduced myself to the team.

[00:26:11] Helen Fanucci: One of the things I said to them is, ‘You have my book, hold me accountable to what I say in my book.’ I said to them, ‘If you want me to send you a copy of my book, I’m happy to send you a signed copy.’ That was the first time I had introduced myself to a new team after I had written the book. That was fun and interesting, but seriously, it is all about the team and many managers forget that.

[00:26:37] Helen Fanucci: Then the next part that how to introduce yourself to the team is in the category of conversations of connection. The middle part of my book is a 17 core conversations leaders need to master with their team because I realized what I did as a sales leader.

[00:26:54] Helen Fanucci: I used myself as my own Guinea pig. I have conversations with my team. That’s about all I do. What are those core conversations? And I broke it into different categories.[00:27:05] The second conversation of connections, your first one-on-one with a direct report. How do you do that? How does your team manager do that versus a traditional sales manager? What’s the purpose of it? How do you conduct it and the expected outcomes? How to assess if it’s effective or not?

[00:27:23] Helen Fanucci: I laid it out to be actionable, to be a handbook or guidebook. They go, ‘I’m putting a team member on, one of my sellers on a performance plan.’ What do I do there? Because my second category of conversations, performance management, conversations of performance, and it starts with setting up good expectations upfront. 

Conclusion

[00:27:44] Steven Rosen: Helen, you’ve been an amazing guest and there’s a lot to unpack here.

[00:27:48] Colleen Stanley: Make sure you link in with her on LinkedIn. 

[00:27:50] Steven Rosen: I was going to say, this is something Colleen talks about a lot because you shared a lot of hows. We’re all very good at describing the what’s, but people get stuck on how we do things.

[00:28:02] Steven Rosen: So it sounds like your book answers those questions of how we have those conversations. Colleen, let me ask you, what was your biggest insight today or takeaway that you want to share with our listeners?

[00:28:13] Colleen Stanley: The one you probably saw me grab because I do think it’s a theme, whether it’s accountability, holding people accountable to collaboration is that tough love is love.

[00:28:24] Colleen Stanley: I know there’s been times, and I’ve been blessed with really good mentors I have to tell you, I’m grateful for that every day, but I can tell you some of those mentors not only with a good teachers and coaches. I will tell you, there were a few times where we had the come to, you-know-what talk and I didn’t like it initially, but I’ve got pretty good accountability.

[00:28:43] Colleen Stanley: Even back in the day, I would say is a younger professional and those conversations made a huge difference for the next 10 years, 20 years, 30 years. I think that’s why I grabbed onto that. I would say that’s one of my biggest takeaways with all. I love all the tactical too, by the way, but that would hit my heart. 

[00:29:00] Steven Rosen: I was getting nervous that you were going to pick the one that I picked. It’s very interesting because very early, you talked about trust and building trust. To me, that’s almost the foundation for doing business with clients, for supporting your team, because if you fail to build trust as a new manager, it means failure.

[00:29:19] Steven Rosen: You’re not going to succeed if you don’t establish that foundational piece, which is trust. I think Colleen summed it up as trust is currency. I can’t say enough about when we do business with people, when we lead people, how important trust is. To me, that was my big takeaway.

[00:29:35] Steven Rosen: Just to wrap up another great episode and thank you, Helen. 

[00:29:39] Colleen Stanley: How do people get ahold of you besides LinkedIn? 

[00:29:42] Helen Fanucci: LinkedIn is the best place to reach me. I just launched a new consulting business that’s focused on helping companies target more effectively and then do the closed-loop analysis.

[00:29:53] Helen Fanucci: I’m just getting that up and running so LinkedIn’s the best way to reach me right now. 

[00:29:59] Steven Rosen: It sounds like you’ve got some really good ways and a great book. Listeners, we want you to become part of our audience.

[00:30:04] Steven Rosen: If you liked today’s session, we talked about a lot of really interesting areas, make sure that you sign up so you can get every weekly update that we put out, and thank you again for listening.

[00:30:16] Steven Rosen: Helen, it’s been a pleasure. We wish you the best of luck in your new business and thank you for sharing so honestly with our audience.

[00:30:24] Helen Fanucci: Thank you for having me. I appreciate it. ​

 

 

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Turning Vision into Action

Turning Vision into Action

Keith Rzucidlo, Vice President of Sales at Miller Electric Manufacturing Co., discusses the challenges and strategies in turning vision into action in sales leadership. With his strong negotiation, sales, and coaching skills, Keith emphasizes the need for leaders and managers to be included in the decision-making process. This episode also highlights the importance of implementing change and effective coaching efforts. The key takeaway is that sales leaders need to be patient, reflective, and invest time in understanding the needs and goals of their team members.

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