Lead Change is a leadership media destination with a unique editorial focus on driving change within organizations, teams, and individuals. Lead Change, a division of Weaving Influence, publishes twice monthly with SmartBrief. Today’s post is by Michelle Ray. Six days before the world shockingly and unexpectedly shut down due to the COVID-19 pandemic, I was enjoying a lovely breakfast with a young woman named Chelsea.

Recently, I had an interesting conversation with an executive. It was a large organization. By most measures, it was extremely successful. Year after year of good (perhaps not great) revenue growth, good profitability. They checked all the boxes the financial markets tend to care about and it was reflected in their stock price. But the executive was uncomfortable. As we peeled back his concerns and started looking at the data, we discovered some interesting things:

Building trust virtually, finding qualified leads, getting in front of the decision-makers — these are all challenges that salespeople face. And as a sales manager, you’re finding innovative ways to address these issues. However, to become more effective in your role and provide a better overall direction for the entire team, it’s important to know the current challenges that sales managers face as well.

Could you be solving the wrong sales problem? In other words, is the culprit behind a lack of sales the real issue or an easy “scapegoat,” which is masking the real problem? If this is occurring in your business, or any business for the matter, it could spell trouble. Trying to “fix” something that isn’t broken only to have the real problem go unaddressed is a recipe for disaster.

It’s become high fashion to declare the future of selling is “virtual.” While F2F, telephone, text, and other approaches will continue to exist, everything is moving to virtual. Usually, there’s a whole bunch of data to support why this is important. For example, sales people can make back to back sales calls through the whole day.

Mindfulness, a key component of Buddhist philosophy, has become quite in vogue today. Get on the right path by asking yourself one question. As a leader, it is critical to be mindful and present in interactions with your many stakeholders throughout the day. While this is very easy to understand in theory, it is incredibly difficult to do in practice.

The best sales teams get into an aligned operating rhythm and execute using agreed-upon best practices. So many sales organizations operate with frontline sales managers “doing their own thing.” It reminds me of the times I spent watching my step-daughter’s Pee Wee/youth soccer games when she was growing up. She played in an all-girl league, and wherever the ball rolled, the ponytails followed.

Even when this CEO didn’t hit all of his objectives, keeping a “go big” mentality helped him get closer to where he wanted to be. It might sound elementary, but our anecdotal evidence shows that companies actively setting big goals typically leads to business growth and sustainability.

How one company used existing remote team management experience to take the rest of its sales staffers remote and set them up for long-term success Remote work went mainstream in 2020, and the forced experiment showed us that working from home doesn’t have to derail productivity. In fact, a 2020 survey from FlexJobs shows that 51% of respondents said they feel more productive in their home office than at a traditional workplace.

Organizations, to their detriment, often overlook opportunities to spotlight exemplary behavior—ethical behavior in particular. Increasingly remote workforces, with limited non-essential communication, likely worsen the situation. And the situation as it stands isn’t that great. Most of the time, the focus of employee recognition is not on ethics but on metrics related to the bottom line, or subjective perceptions of overall performance.

Understanding and adapting to a buyer’s personality type is a critical sales skill that can significantly improve close rates, reduce objections, and build long-term relationships. Drawing from DISC and MBTI frameworks, buyers can be categorized into four core types—Driver, Analytical, Amiable, and Expressive—each with distinct motivations and communication preferences. The article provides detailed strategies for identifying and selling to each type, including hybrid personalities, using real-world examples and role-play scenarios. It also highlights the risks of misalignment, such as being ghosted or losing credibility, and offers advanced techniques for adapting in real time. Beyond sales, this approach enhances communication in all interpersonal relationships, from family to the workplace.