Over the past two years, leaders have been put to the test. They’ve had to keep their organizations afloat amid challenges no one saw coming. Executives everywhere have been forced to rethink, restrategize, restructure, and relaunch. The majority have risen to the challenge with determination. Yet despite these efforts, businesses are struggling to retain employees and keep them engaged.

Usually, when we think about thing, we focus on our return, we answer the question, “How do we make things better for ourselves?” As sales people, we focus on our goals, quotas, and commissions. The customer is only a vehicle for achieving those. As leaders, too often, we focus on ourselves and our own goals. Again, our people become vehicles for achieving those–and if they don’t we find others to do so.

You’ve got questions, we’ve got answers. Hi, I’m Kevin Eikenberry, answering the questions that new and frontline leaders ask us. Actually, it’s our goal to help all leaders be more productive, successful, and confident. And this video series is just one way we do that. Today, I’m asking the question. How do I get people to follow me?

At a time when employees are leaving their jobs in record numbers, focusing on the relationship between leaders and direct reports is critical. Having a great boss should be a desirable feature of an organization’s leadership culture. Yet despite earnest attempts in training and development, we have a long way to go. Gallup reports that one in two U.S. adults have left their job to get away from their manager and improve their overall life at some point in their career.

I was delighted to be asked to contribute the following article to the International Journal of Sales Transformation’s special report on “Emerging from the Pandemic”. I chose to focus on issues that I believe B2B sales leaders should be prioritising in 2022. As always, I’d welcome your comments. As we head towards 2022, sales organisations are emerging from a tumultuous two years.

Most sales leaders talk too much about new business development. The truth is: they would be better off yapping less about selling new customers and yapping more about growing existing customers. New call-to-action5 Selling Techniques That Grow Revenue Without Selling New Customers

SmartPulse — our weekly nonscientific reader poll in SmartBrief on Leadership — tracks feedback from more than 200,000 business leaders. We run the poll question each week in our newsletter. How effectively do you help your teams arrive at their own solutions rather than giving a solution to them? Very effectively: Almost everything we do is the team’s idea: 17.52%

To start, recognize that entire teams—and not just individuals—require clear feedback.’ Making the leap from individual contributor to manager can be fraught: for the new manager, their direct reports, and the organization as a whole. New managers tend to rise into their position based on past success. But few have the experience or training to effectively manage a high-performing team.

Increasingly, you hear the argument being made that CEOs need to allow their employees to do more — that is to say, to take part in the leadership process. The upshot? As the senior leader, it’s no longer about asking your team to blindly execute a job description or tasks you feed to them and judge them by, then wonder why they seem less than engaged.

About half of all sales reps don’t achieve their yearly quotas. Reasons for not hitting quota vary from not having enough opportunities in the sales pipeline to not following a sales process. Additionally, sales quotas have risen, yet the percentage of reps making their quota has fallen. If your salespeople aren’t hitting quota, here are a few questions to ask yourself.

Every week, you communicate a variety of messages to your bosses, employees and customers. Many of your ideas are aimed at creating a better future — that’s what leaders do! But will your ideas work? Will they be understood and acted on? You’ve likely witnessed or lived through change initiatives that don’t achieve the desired results. Why is that? In some cases, the leader’s ideas weren’t fully vetted. In other situations, the poor results were due to ineffective communications.

There is a never-ending search for the “magic bullet” in sales: something sales organizations and salespeople can buy, practice, or even say to bypass all the hard work of earning their client’s business. The market continually dangles shiny objects in front of us, all 110% guaranteed to answer the challenges of acquiring clients and growing revenue. But history shows us that there is no magic bullet, and no substitute for hard work and good strategy.

As you read this, many of the people on your team may be plotting their escape. A recent Gallup poll found that 54 percent of workers are “psychologically unattached to their work and company” — and that makes them very hard to rally to your cause. Across the American economy, those disengaged employees translate into billions of dollars of losses.

What takes a long time to build and a short time to destroy? Trust. One of the greatest attributes a leader can acquire is the ability to build trust. Even though competency is part of the trust formula, trust isn’t gained by being the hardest worker, having the most seniority or being the most skilled at a particular job.

Imagine you are tapped on the shoulder to lead an upcoming training program for a cohort of soon-to-be first-time managers in your organization. You’re probably flattered, excited and just a bit nervous. While you’ve been successful as a manager, it’s daunting to think about how you will translate your experiences into lessons these new managers can learn from and apply.