October 24, 2023 • 32 mins
We’re so proud to be celebrating Women in Sales Month once again.
For each week in October, we have an amazing slate of women sales leaders who will be sharing their unique insights.
Today, our guest is Stephanie Slagle, Vice President & Chief Innovation Officer at Graham Media Group.
Stephanie has so many amazing insights to offer, like:
- Why customer results should always be your north star
- How even the Michael Jordan’s (or Lebron’s) on your team crave coaching
- And, finally, why the mark of a great sales leader lies in the ability to articulate the path forward
LINKS:
Stephanie Slagle
Stephanie Downs
Matt Sunshine
The Center for Sales Strategy
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Matt Sunshine (00:15):
Welcome to improving sales performance, a
podcast highlighting tips andinsights aimed at helping sales
organizations realize, and maybeeven exceed, their goals.
Here we chat with thoughtleaders, experts and gurus who
have years of sales experiencefrom a wide range of industries.
I'm your host, matt Sunshine,ceo at the Center for Sales
Strategy, a sales performanceconsulting company.
Stephanie Downs (00:43):
We're so proud to be celebrating Women in Sales
Month once again.
For each week in October, wehave an amazing slate of women
sales leaders who will besharing their unique insights
From offering advice for salesmanagers, new and more
experience, to surveying theanticipated landscape of sales
in the years ahead.
When it comes to improvingsales performance, these ladies
(01:06):
know how it's done.
I'm Stephanie Downs, seniorVice President and Senior
Consultant at the Center forSales Strategy.
I'll be joining Matt Sunshineon the show for the entire month
of October.
Today, our guest is StephanieSlagle, vice President and Chief
Innovation Officer at GrandMedia Group.
Stephanie has so many amazinginsights to offer, like why
(01:29):
customer results should alwaysbe your North Star, how even the
Michael Jordan's or LeBron's onyour team crave coaching and,
finally, why the mark of a greatsales leader lies in the
ability to articulate the pathforward.
Matt Sunshine (01:52):
Hi, stephanie.
And step two, stephanie this is, I know, stephanie Slagle Hi.
So, jumping right in, from yourpoint of view, what are the
things that you look at in thesales department that allow you
to know that things are on track, like a better way of saying
(02:13):
that is to say, what are yourkey performance indicators?
Are there three to five thingsthat you're regularly looking at
and that you pay attention to?
Stephanie Slagle (02:25):
So we are heavily focused on activity as a
leading indicator of success,and so we have a proposals
pitched metric, and so what thattells us is how many times were
our account executives in frontof customers asking for
business?
And so the proposals pitchedone is probably our most
(02:47):
important KPI.
We get kind of rid of all thatdown noise of all the things
that led up to get to proposalspitched, although those are very
, very important for our salesmanagers to measure.
But that's really the largestone is how many times are we in
front of customers.
The other we actually have asubset of that one that's really
important to our businessgrowth, which is how many
(03:09):
multiple product campaigns didthey pitch?
Yes, that's an indicator ofthey're not just outselling a
single thing, they're actuallysolving customers problems with
their solutions.
And so the multi product is abig, big, important one,
(03:30):
probably the next one there.
So those are two obviouslydevelopmental businesses right,
those are.
We look at those on thedevelopmental side.
On the core business, which isstill a very, very important
part of our business, we look atthe health of our key accounts.
By health we mean it can begrowth, it can be maintained if
(03:54):
there's a loss in market budget,but our managers.
We encourage all of ourmanagers to have quarterly
reviews and previews wherethey're looking at the key
account, health, and so, is itin the best shape it possibly
can be?
Are we serving these customersneeds?
Because what we realize is thatif that account is healthy
especially in our core business,where a lot of those decisions
(04:16):
are made at an agency level andnot always with us in the room
the fact that they're returningand potentially spending more
with us is a big indicator thatour services are working.
So those are our main KPIs thatwe track.
Matt Sunshine (04:35):
Yeah, I really like the way you articulated
each one of those so many times.
Stephanie and I do a lot ofthese conversations and what
resonates the most, I think,with the KPIs is when they're
essential in the sales process,right, like, not that anyone
(04:58):
would use this as a KPI, butwhat if you said one of the KPIs
we look at is how many timessomeone writes a thank you note?
Thank you notes are reallyreally important, but there's
really no correlation thatprobably could be made.
Not every, not every you couldmake.
You could be the number onesalesperson, not send out that
many thank you notes.
You might have a different South, but everyone uses proposals.
(05:20):
Yeah, everyone uses.
Nothing happens without anothing happens without a
proposal, right, so it's a greatone to have.
And I also love and this hasbeen echoed on this podcast
again and again and again focuson what you solve, not what you
sell.
Yeah right, yeah Right.
(05:41):
I mean and that's what you'redoing when you're tracking the
multiple products is let's makesure we're focused on what we
solve versus just what we sell.
Yeah, yeah.
Stephanie Slagle (05:52):
If I had my perfect state, I would.
I would love to focus oncustomer results only.
Love that Because in some of ourproducts we can write in.
Some of our products we canheavily focus on that, but not
all.
But that would be my perfectstate is our, our, our customers
(06:14):
are getting value from ourproduct and that's why that's
why the key account health isimportant, because we don't
always get.
We don't have a lot ofinformation about all the way.
You know, when we're talkingabout these large brands like a
Toyota, right, we don't know howmany cars they sold, that it's
attributable to our campaign,because that happens many levels
(06:35):
above us.
But we do know if they'recontinuing to advertise with us,
then they're having success onthat price.
So so, yes, customer resultsare the most important thing and
should be, should be, our NorthStar, and all of those are
proxy, that's exactly right.
Stephanie Downs (06:52):
So let's stay on this similar conversation.
But what should sales managersreally be focused on?
Think about it in terms of youknow, biggest rocks or those
highest priorities and I know,coincidentally, stephanie, you
and I were having this verysimilar conversation just
yesterday.
Yes, we were.
I can guess what you're aboutto say.
Stephanie Slagle (07:12):
You know what I'm gonna say.
I'm gonna say coaching,coaching.
Coaching is the most importantthing because we have so in our
typical sales team, we have twolocal sales managers that are
tasked with working with theirteams, and I always tell them we
have two, which is basically aone manager to five person ratio
(07:35):
, because we want them coachingand we feel like that's a fair
coaching number, because ourmanagers are fantastic, but
they're a single individual andI need them to multiply what
they do across the five.
I need the five to constantlybe striving to get better, and
so coaching is the mostimportant thing that they do.
(07:57):
It is also the biggestchallenge and I know this, I was
a local sales manager too.
It's the easiest thing to setaside when things are on fire,
right Cause you're like you knowwhat.
They're fine, they're fine,especially your season drips, so
easy to just let those guys goand just be like you know what.
They've been doing this a longtime, maybe even longer than me.
(08:19):
They're fine, I don't, theydon't need me, but we really all
need, we need to build aculture of all trying to come to
it better and, in particular,those sales managers are the
frontline of that, because Iactually work with an executive
coach myself myself I have forabout eight years and she can
(08:41):
help me see my blind spots andshe helps me see the things that
I'm missing.
And I think that everybody, nomatter how good you are, no
matter how successful you are, Ithink everybody needs that.
Stephanie Downs (08:52):
Yeah, your point about veterans.
I think that is pretty common,that leaders have a little bit
of a set it and forget itmentality when it comes to
coaching veterans on the team.
They crave it too, they want ittoo, and we don't often know
that until they leave.
And then when they leave, andit's the exit interview where
(09:13):
they share some piece ofinformation.
It's yes, it is.
But you think about all of theopportunities where coaching can
happen right?
It's in filled, when managersshould be in filled, it's during
one-on-ones, it's even momentsin the sales meetings when
they're practicing.
Pick a topic, it doesn't matter, there's so many opportunities.
(09:35):
It is their number one priority.
Stephanie Slagle (09:38):
So Another area I will, I'll give a shout
out to my success training.
The other area you find outabout how much coaching they
actually crave is when you do agrowth guide.
Yeah, Take time to do a growthguide.
You realize that these, youknow, I call them like the
Michael Jordan.
I'm showing my age, I know, butI call them Michael Jordan, of
like our team.
Matt Sunshine (09:58):
We're with you, we're right there with you, I
didn't say LeBron I said no,michael Jordan Totally.
Stephanie Slagle (10:05):
But you, you, the Michael Jordan's of our
sales teams, right, they, they,they do want coaching and they,
as soon as you see that and yousee it in the field and you see
them change and respond to it,it's actually as a as a newer
manager, it was a little bit ofa shock to me that they did want
coaching, cause I thought, well, what can, what can I provide?
(10:26):
You've been selling longer thanI've been in the business.
How could I provide something?
But I started doing it and thenI realized, but I can, because
I'm not in, I'm not in theirhead in the moment, just like a
good coach can watch abasketball player and see what's
happening, cause they're notactually in the field with them,
and so that's right.
That's really a big, big pieceof it.
Stephanie Downs (10:48):
We always have the go ahead, matt.
Matt Sunshine (10:51):
Well, one of the things that strikes me is that
sometimes and I know I've had tohave these hard conversations,
sometimes with managers wherethey'll say, well, this person's
a veteran and they don't wantany coaching.
And I have to be the onesometimes to say, no, they might
just not want coaching from you.
(11:11):
For me, right?
Because what they don't want,what a veteran seller doesn't
want, is to have their timewasted.
Stephanie Slagle (11:19):
Right.
Matt Sunshine (11:20):
Right, and if you're coaching is just telling
me what to do or pointing outcap, being captain obvious, and
pointing out things that aren'tno kidding.
Yeah, a veteran seller is gonnasay, well, you're wasting my
time, right, but a veteranseller absolutely craves good
(11:45):
coaching, and some veteransellers that I know of where
they're not getting goodcoaching go outside of their
organization to have their ownpersonal coach.
It's that important to them,right, right, it's so important.
Stephanie Slagle (12:05):
It's observation, it's truly
observing and making a pointthat maybe they didn't realize
they were doing or maybe theymissed an element going I did
miss that and helping them saylet's try it.
Let's just try it different,let's try it this way next time
and let's see if it can have animpact.
It might not, but let's see ifit has an impact Also.
(12:26):
Good job.
Matt Sunshine (12:27):
Go ahead, stephanie I was gonna say.
Stephanie Downs (12:29):
It's also important from a recruiting
standpoint.
People want to joinorganizations that foster
training and foster coaching andknow that they have growth
opportunities.
That's an important part ofpeople joining organizations.
Stephanie Slagle (12:46):
Absolutely.
Matt Sunshine (12:47):
So I think for sales any sales manager
listening to this the for careergrowth, for job preservation,
you ought to become a really,really good coach, because sales
management is a middlemanagement job.
(13:09):
It's very, very difficult, very, very challenging, maybe one of
the more challenging positionsin any organization.
Yes, because you're the closestto the front line, to the
salespeople, and you're theclosest to the corporate side,
so you're that person that's notlost.
That job used to be a lot ofputting together reports,
(13:34):
putting together situationanalysis, pricing, inventory.
A lot of all of that stuff isbeing replaced by computers.
Technology is doing a lot ofthat, absolutely.
The part that technology isn'tdoing is coaching.
(13:54):
Yes, it can't.
Stephanie Slagle (13:56):
It can't be the same way it can.
It can't be the same way it can.
It can't be the same way it can.
And you're so right that thatshould be the same way.
That human piece of it, thathuman piece of looking at an
account executive in the fieldwhen they're doing their job and
observing a miss, anopportunity for growth,
(14:16):
something that they're doing,that's they value that, even if
in the moment they don't.
But if done correctly, theytotally value it even in the
moment.
Because if it's done with carewhich is no, I actually care
about you I'm not just checkingoff a list because I have a
checklist that I have to do.
I'm actually care and I'mleaned in.
(14:38):
I'm leaned in on this processwith you.
This is cool, like we couldactually do great things
together.
And your veteran reps they wantthat right.
They want to know that we'regonna do cool stuff together.
They're not just out there ontheir own doing it on their own.
Stephanie Downs (14:57):
Yeah, so, Matt, you were starting to tee up the
next question that I want toask, Stephanie, but how has two
part question how has salesmanagement really changed over
the years?
Compare what it was like for asales manager five years ago
compared to what is expected nowof sales managers.
Stephanie Slagle (15:18):
Yeah, it is so much different than even five
years ago, but even more likewhen I was a sales manager,
which was gosh, more than fiveyears ago, right, there's so
much, it's so much different,right Kind of what Matt was
saying where a lot of the tasksthat we used to have to do
because there wasn't technologyto do them for us, those are
(15:41):
starting to wane.
And now the value, true value,of our account executive is the
human connection with ourcustomers.
Yeah, like truly understandingtheir needs in a way that they
can't type them into a software,right.
And so the biggest challenge ofa sales manager today and this
is different, and this is whyour sales managers, why we're
(16:04):
bullish on training our salesmanagers on this as well the
biggest challenge is helpingtheir reps become true marketing
experts.
And I'll tell you, on the TVside of the business, that is
really a shift, and we talk allthe time to our managers about
how we have to acknowledge thatshift.
Right, because the bulk of ourbusiness, as I referenced
(16:27):
earlier in our key accounts, thebulk of our business comes from
large ad agencies and in thosecases, the decisions about the
health of the business and howthe KPIs of the business.
Those have all been made manylayers up, and so for our
account executives, who've beendoing this more than five years,
(16:47):
more than 10 years right, thatwas the bulk of the business,
and new business anddevelopmental business was
something you did kind of on theside, and now that is our most
valuable revenue stream and so,of course, of course, our core
business is so, so important tous because there's a tremendous
amount of money there, but theycan't influence the decisioning
(17:09):
as much as they can on thedevelopmental side, and that's
really where we need our accountexecutives.
So to that end, we need oursales, we need our sales
managers, helping them learnthat transition.
It's different, it's totallydifferent.
The value proposition, the valuetransaction with an agency
buyer was drastically differentthan the value transaction with
(17:32):
a furniture store who's got fivelocations in your market.
They're family owned.
The value transaction ismassively different On the
agency side.
If I run your points, or nowyour impressions, like we're
good, like I'm solid andhopefully you'll come back for
more and you'll see success, butI'm good if I run the points On
(17:52):
the developmental side.
I need to make sure that mycampaign is helping you sell
furniture period, and so I needto be more ingrained with that
customer to understand how theirfurniture sales went.
Is this normal?
Is this seasonality?
What's happening in yourbusiness?
All of those things have to beingrained in our account
(18:16):
executives and it's not the normfrom our industry.
Yeah, so we need our salesmanager to do that Like we need.
That is the biggest, mostimportant part of it, because
that is not easy.
It's not easy to transitionfrom the transactional sale to
the developmental sale.
Stephanie Downs (18:33):
It is a different.
It is definitely differentskills and experience, for sure,
right.
But to your point, though, theyhave to be able to have a
business conversation.
They've got to be able to walkin and the marketing
conversation comes.
It comes later in theconversation.
It has to start with thebusiness conversation.
But back to your point, thesales managers need to be able
(18:58):
to coach to that and know how todo that themselves.
Stephanie Slagle (19:01):
They do.
And that's a thing I rememberwhen I was a local sales manager
.
It struck me because I just seepatterns right and it struck me
that we, as was many years agoso all of these you know, the
digital and all the differentwasn't even in place yet, but we
would go out on new businesscalls and we would ask a list of
questions from a sheet right.
(19:23):
Here's the questions that wehave and they're like, they're
simple, like what's your budget?
Stephanie Downs (19:27):
What are the.
What else are you doing?
Stephanie Slagle (19:29):
I don't know what patients do you have and
then we would answer those fivequestions.
They would answer those fivequestions and we'd go okay, and
no matter what the answer is, wewould reach in our bag.
The AEs would reach in theirbag and pull out the same
proposal, regardless of theanswers to the question.
Stephanie Downs (19:45):
And does it that make you print, just to
even think about it?
Stephanie Slagle (19:49):
It also blew my mind that, like my AEs were
spending a tremendous amount oftime sitting and preparing those
proposals when in reality Idon't even think they realized
that they were kind of doing thesame thing.
I got some early morning news,I got some noon news, I got some
afternoon news and they werespending a tremendous amount of
time trying to craft that forthe customer.
Then, when I got into digitalsales, I realized I can't do
(20:14):
that in digital sales.
I physically can't, because the, the solutions are so different
.
And so it was reallyeye-opening for me the value of
that business conversation.
To your point, stephanie, thebusiness conversation happening
first, because now I understandwhat their, what their ROI is,
how many leads they're gettingin a quarter, how many more they
(20:37):
need to pay for this campaign,what they've got.
All of those businessconversation, all of that, all
of that has to come first and Ihave to understand their
business.
And that's a different, that'sa different, completely
different conversation thanwhat's your budget and are you
doing billboards right now?
Matt Sunshine (20:55):
True.
So we've talked a lot aboutwhat that current job of the
sales manager is and what itused to look like At at at
recording, it is October 2023.
I need to say that because thiscould change in a year, right.
So right now, october 2023,what makes a good or what makes
(21:22):
a great sales leader in youropinion?
Stephanie Slagle (21:25):
I think the ability to articulate a path
forward, the ability to show theteam with enthusiasm and
positivity that we're going togo this direction and it's going
to be good, because before youknow, especially with your newer
reps, or even if you've got anew manager, before they get
(21:48):
there, they have to trust youthat there is a there there.
And so I think the ability tolook forward and say we're going
to go in this direction, comeon, look, come with me.
And that transcends all of thepaperwork and challenges and
fires that come up in a day,because those are real and I
(22:10):
want to say those are absolutelyreal and frustrating and time
consuming, but a good salesleader can stand up and say
we're going to deal with those,we are absolutely going to deal
with all those fires, but we gotto move in our direction and
we're excited to go in thisdirection.
Thank you, thank you.
Stephanie Downs (22:32):
It's the constant messaging of that, too,
right, just the consistency andmessage of where we're going
and how we're going to get thereand the plan to make it happen.
Yes, okay.
So if you're speaking to agroup of new sales managers,
what advice would you give them?
Stephanie Slagle (22:51):
Oh, wow, okay, I would say focus on true
customer results.
Make that kind of your NorthStar, wow and the dogged
determination to get to thatpoint and get your account
executives to that point, helpthem understand and see the
(23:13):
value of that.
The conversation changessignificantly with a customer
when you are actually helpingthem achieve their goals, as
opposed to you have yourfantastic package that you'd
like to sell them.
The conversation is a much morerewarding one for both the
(23:34):
account executive and themanager if you can get to that
point, and so I would say, helpthem get to that point.
And I would also say again, myCSS training is showing, but I
understand each individual mighthave a different path there.
Each executive that you havehave a different path there.
(23:58):
What is, while the metrics andthe problem solving might excite
one person, the humanconnection might excite the
other person.
And helping understand andfigure out which one of those
will work to get to a goal youneed, which is truly them caring
about their customers' resultsand moving in the direction that
(24:20):
really, I truly believe if youare hyper focused on that,
everything else gets solved.
Yeah, everything else.
All the fires are manageablebecause you have this thing that
is working and is exciting foryou, and all the fires that
happen get managed over.
They figure themselves out.
(24:41):
Also, if you have a team offive people if you're a sales
manager in our org and you'vegot a team of five people, you
have more people to help yousolve those fires.
If you can coach them up, youmultiply yourself and you have
the ability to get even morepeople on board to help solve
those fires.
You're not standing there all byyourself trying to solve
(25:04):
everything.
Yeah, well said.
Matt Sunshine (25:07):
Final thought Looking into the future three to
five years, because that is thefuture.
That's like way Just three tofive years into the future.
Tell us what you think some ofthe changes will be in sales
departments.
Stephanie Slagle (25:26):
What are we going to see?
I think they're going to bemassive in the next three to
five years in our industry, muchmore so than the last three to
five, which we all think thelast three to five were nuts.
I think there are going to be alot more because I think, with
automation and AI, a lot of thetasks we always hear that AI can
(25:50):
take the repeatable tasks thatthe humans do and allow the
humans to do the really valuablehuman tasks.
We do a lot of repeatable tasks.
Our humans do a lot ofrepeatable tasks.
A lot of the things that bogthem down in just the business
of getting things to air aregoing to.
(26:12):
We're actively working all ofus all in the broadcast industry
actively working to trim thosethings down, automate those
things down so that there's lessfriction on the account
executive.
That's going to allow for moreof these human tasks.
It's going to allow our accountexecutives.
God bless, this is amazing it'sgoing to allow our account
(26:35):
executives to actually be out inthe field with more customers
understanding the value of thesecampaigns, not working on the
campaign, working on thecomputer trying to make sure
it's running.
All of those little things.
A lot of these things are goingto be automated for us.
Also, we're seeing the othermassive shift in our industry
(27:00):
which will massively impact oursales teams is this we're
finally at the point wheretelevision and digital are
emerging, right, with connectedTV, and so we've been talking
about this point coming for tenyears, and here we are, and so
that's gonna that's gonnadrastically change the landscape
of what the sales departmentlooks like and how we how we
(27:22):
report back value right.
Television in the past wasn'treally reportable.
It was Neil's right, we'd giveNielsen post, but now we're
gonna be able to report back inthe same similar way that we do
digital, which is super excitingto some, right, because that is
that's, it's an added nuance.
Now We've got to be able tofigure out how we illustrate
(27:43):
value Rather than just, hey, weran the spots right.
We have to illustrate value,and so those are a lot of things
that are gonna change in thenext Handful of years, and we
are at Graham media group.
We are super excited about allof them because they've been
coming for so long and allultimately, they provide more
value to our customers.
(28:04):
They allow us to illustrate ourvalue to our customers, and so
tremendously exciting to us.
Matt Sunshine (28:11):
So I'll summarize what you said.
The changes are going to beBased on the fact that there'll
be more automation and more AItaking, taking care of or
replacing the rip doing therepeatable things, and that will
the big change will then comewhere Sales managers will have
(28:34):
to spend more time becomingsales coaches and Aes will spend
more time being able to do whatthey do best, which is sell
Instead of process right and,interestingly, when you said
that it made occur to me, matt,I almost thought it's almost
(28:54):
like Aes will end up becomingclient coaches.
Stephanie Slagle (28:58):
Yeah, nice way of saying it is a nice way of
saying that I like that becausethey're going to, and when we
have that, when we have a goodrelationship with our clients,
we really are coaching them onthe best way To see the results
that they need to see and we'reproving that out and we're
helping them.
And so we see this, we see thatthat transition, also with a
(29:21):
lot of, you know, youngeraccount executives coming in
where there's that like, oh, Idon't know if I want to sell,
well, we're, then you're helping, right, you're helping this,
helping this customer achievetheir goals and which we always
say Strengthens our localeconomy.
And if that's not missiondriven, I don't know what is
right.
If you can't, if you can't getbehind strengthening your local
(29:42):
economy by helping that, helpingthat customer Sell more product
so then they can hire morepeople and they can keep people
employed, I don't know what'smore mission driven.
Matt Sunshine (29:54):
Yeah, no, absolutely go ahead, Stephanie.
Stephanie Downs (29:57):
No, no, I was just saying that.
It's so true, yeah.
Matt Sunshine (30:00):
Yeah, I mean there's a direct correlation
between what the A's do andKeeping the economy going.
Stephanie Slagle (30:07):
Yes, I mean, if they do their jobs right, it
makes a big impact on localeconomies it really does and we
talked to our account executivesabout that a lot because you
know people want to know thattheir work is Is having an
impact and often in sales we'relike I made the company money,
yay, I don't know.
No you're actually Businesses,you're showing your local
(30:32):
economy, which is superimportant.
Matt Sunshine (30:35):
Super important for a lot of reasons all of us
that have sold media in our pastor currently sell media, have
and have done it at some sort oflevel of success, have had this
feeling.
When you walk into a businessthat you've helped, or when
you're on the phone, thebusiness Help and they say that.
They introduce you and say shehelped us grow to six locations,
(30:58):
she helped us.
Do I might introduce you to mysalesperson from this company.
They helped us.
That's like it's better thanall the mission in the world.
Do what we do right.
Stephanie Slagle (31:13):
It's total Nirvana and I really I'm so
focused on all of our accountexecutives having one of those
moments Hopefully more becausewhen you do that, you realize
like I'm not just making moneyfor my company.
Yeah, I am actually impactingsomebody else's life their lives
right, multiple people's right,and it is that's so meaningful
(31:36):
and and it it happens right,just like you said, that all of
us who've been doing this youhear that and you're like, wow,
I did something that actuallymade an impact, not just to my
company's bottom line but totheir company excellent well.
Matt Sunshine (31:47):
Stephanie slay, oh, thank you so much for
joining Today.
You were an amazing guest.
We really enjoyed having Havingyou on our on our on our
improving sales performancepodcast.
If anyone wants to connect withStephanie, we'll put her
LinkedIn in the In the shownotes so you can connect with
(32:08):
her on LinkedIn.
I'm sure she'd love to answerany question that anyone has the
message or there, and Be sureto tune into the next episode of
the improving sales performancepodcast, stephanie Downs.
Thank you so much.
Stephanie slay, go.
Thank you so much.
Stephanie Slagle (32:23):
Thank you guys .
Matt Sunshine (32:28):
This has been improving sales performance.
Thanks for listening.
If you like what you heard,join us every week by clicking
the subscribe button.
For more on the topics coveredin the show.
Visit our website, the Centerfor Sales Strategycom.
There you can find helpfulresources and content aimed at
improving your sales performance.
Welcome to improving sales performance, a
podcast highlighting tips andinsights aimed at helping sales
organizations realize, and maybeeven exceed, their goals.
Here we chat with thoughtleaders, experts and gurus who
have years of sales experiencefrom a wide range of industries.
I'm your host, matt Sunshine,ceo at the Center for Sales
Strategy, a sales performanceconsulting company.
Stephanie Downs (00:43):
We're so proud to be celebrating Women in Sales
Month once again.
For each week in October, wehave an amazing slate of women
sales leaders who will besharing their unique insights
From offering advice for salesmanagers, new and more
experience, to surveying theanticipated landscape of sales
in the years ahead.
When it comes to improvingsales performance, these ladies
(01:06):
know how it's done.
I'm Stephanie Downs, seniorVice President and Senior
Consultant at the Center forSales Strategy.
I'll be joining Matt Sunshineon the show for the entire month
of October.
Today, our guest is StephanieSlagle, vice President and Chief
Innovation Officer at GrandMedia Group.
Stephanie has so many amazinginsights to offer, like why
(01:29):
customer results should alwaysbe your North Star, how even the
Michael Jordan's or LeBron's onyour team crave coaching and,
finally, why the mark of a greatsales leader lies in the
ability to articulate the pathforward.
Matt Sunshine (01:52):
Hi, stephanie.
And step two, stephanie this is, I know, stephanie Slagle Hi.
So, jumping right in, from yourpoint of view, what are the
things that you look at in thesales department that allow you
to know that things are on track, like a better way of saying
(02:13):
that is to say, what are yourkey performance indicators?
Are there three to five thingsthat you're regularly looking at
and that you pay attention to?
Stephanie Slagle (02:25):
So we are heavily focused on activity as a
leading indicator of success,and so we have a proposals
pitched metric, and so what thattells us is how many times were
our account executives in frontof customers asking for
business?
And so the proposals pitchedone is probably our most
(02:47):
important KPI.
We get kind of rid of all thatdown noise of all the things
that led up to get to proposalspitched, although those are very
, very important for our salesmanagers to measure.
But that's really the largestone is how many times are we in
front of customers.
The other we actually have asubset of that one that's really
important to our businessgrowth, which is how many
(03:09):
multiple product campaigns didthey pitch?
Yes, that's an indicator ofthey're not just outselling a
single thing, they're actuallysolving customers problems with
their solutions.
And so the multi product is abig, big, important one,
(03:30):
probably the next one there.
So those are two obviouslydevelopmental businesses right,
those are.
We look at those on thedevelopmental side.
On the core business, which isstill a very, very important
part of our business, we look atthe health of our key accounts.
By health we mean it can begrowth, it can be maintained if
(03:54):
there's a loss in market budget,but our managers.
We encourage all of ourmanagers to have quarterly
reviews and previews wherethey're looking at the key
account, health, and so, is itin the best shape it possibly
can be?
Are we serving these customersneeds?
Because what we realize is thatif that account is healthy
especially in our core business,where a lot of those decisions
(04:16):
are made at an agency level andnot always with us in the room
the fact that they're returningand potentially spending more
with us is a big indicator thatour services are working.
So those are our main KPIs thatwe track.
Matt Sunshine (04:35):
Yeah, I really like the way you articulated
each one of those so many times.
Stephanie and I do a lot ofthese conversations and what
resonates the most, I think,with the KPIs is when they're
essential in the sales process,right, like, not that anyone
(04:58):
would use this as a KPI, butwhat if you said one of the KPIs
we look at is how many timessomeone writes a thank you note?
Thank you notes are reallyreally important, but there's
really no correlation thatprobably could be made.
Not every, not every you couldmake.
You could be the number onesalesperson, not send out that
many thank you notes.
You might have a different South, but everyone uses proposals.
(05:20):
Yeah, everyone uses.
Nothing happens without anothing happens without a
proposal, right, so it's a greatone to have.
And I also love and this hasbeen echoed on this podcast
again and again and again focuson what you solve, not what you
sell.
Yeah right, yeah Right.
(05:41):
I mean and that's what you'redoing when you're tracking the
multiple products is let's makesure we're focused on what we
solve versus just what we sell.
Yeah, yeah.
Stephanie Slagle (05:52):
If I had my perfect state, I would.
I would love to focus oncustomer results only.
Love that Because in some of ourproducts we can write in.
Some of our products we canheavily focus on that, but not
all.
But that would be my perfectstate is our, our, our customers
(06:14):
are getting value from ourproduct and that's why that's
why the key account health isimportant, because we don't
always get.
We don't have a lot ofinformation about all the way.
You know, when we're talkingabout these large brands like a
Toyota, right, we don't know howmany cars they sold, that it's
attributable to our campaign,because that happens many levels
(06:35):
above us.
But we do know if they'recontinuing to advertise with us,
then they're having success onthat price.
So so, yes, customer resultsare the most important thing and
should be, should be, our NorthStar, and all of those are
proxy, that's exactly right.
Stephanie Downs (06:52):
So let's stay on this similar conversation.
But what should sales managersreally be focused on?
Think about it in terms of youknow, biggest rocks or those
highest priorities and I know,coincidentally, stephanie, you
and I were having this verysimilar conversation just
yesterday.
Yes, we were.
I can guess what you're aboutto say.
Stephanie Slagle (07:12):
You know what I'm gonna say.
I'm gonna say coaching,coaching.
Coaching is the most importantthing because we have so in our
typical sales team, we have twolocal sales managers that are
tasked with working with theirteams, and I always tell them we
have two, which is basically aone manager to five person ratio
(07:35):
, because we want them coachingand we feel like that's a fair
coaching number, because ourmanagers are fantastic, but
they're a single individual andI need them to multiply what
they do across the five.
I need the five to constantlybe striving to get better, and
so coaching is the mostimportant thing that they do.
(07:57):
It is also the biggestchallenge and I know this, I was
a local sales manager too.
It's the easiest thing to setaside when things are on fire,
right Cause you're like you knowwhat.
They're fine, they're fine,especially your season drips, so
easy to just let those guys goand just be like you know what.
They've been doing this a longtime, maybe even longer than me.
(08:19):
They're fine, I don't, theydon't need me, but we really all
need, we need to build aculture of all trying to come to
it better and, in particular,those sales managers are the
frontline of that, because Iactually work with an executive
coach myself myself I have forabout eight years and she can
(08:41):
help me see my blind spots andshe helps me see the things that
I'm missing.
And I think that everybody, nomatter how good you are, no
matter how successful you are, Ithink everybody needs that.
Stephanie Downs (08:52):
Yeah, your point about veterans.
I think that is pretty common,that leaders have a little bit
of a set it and forget itmentality when it comes to
coaching veterans on the team.
They crave it too, they want ittoo, and we don't often know
that until they leave.
And then when they leave, andit's the exit interview where
(09:13):
they share some piece ofinformation.
It's yes, it is.
But you think about all of theopportunities where coaching can
happen right?
It's in filled, when managersshould be in filled, it's during
one-on-ones, it's even momentsin the sales meetings when
they're practicing.
Pick a topic, it doesn't matter, there's so many opportunities.
(09:35):
It is their number one priority.
Stephanie Slagle (09:38):
So Another area I will, I'll give a shout
out to my success training.
The other area you find outabout how much coaching they
actually crave is when you do agrowth guide.
Yeah, Take time to do a growthguide.
You realize that these, youknow, I call them like the
Michael Jordan.
I'm showing my age, I know, butI call them Michael Jordan, of
like our team.
Matt Sunshine (09:58):
We're with you, we're right there with you, I
didn't say LeBron I said no,michael Jordan Totally.
Stephanie Slagle (10:05):
But you, you, the Michael Jordan's of our
sales teams, right, they, they,they do want coaching and they,
as soon as you see that and yousee it in the field and you see
them change and respond to it,it's actually as a as a newer
manager, it was a little bit ofa shock to me that they did want
coaching, cause I thought, well, what can, what can I provide?
(10:26):
You've been selling longer thanI've been in the business.
How could I provide something?
But I started doing it and thenI realized, but I can, because
I'm not in, I'm not in theirhead in the moment, just like a
good coach can watch abasketball player and see what's
happening, cause they're notactually in the field with them,
and so that's right.
That's really a big, big pieceof it.
Stephanie Downs (10:48):
We always have the go ahead, matt.
Matt Sunshine (10:51):
Well, one of the things that strikes me is that
sometimes and I know I've had tohave these hard conversations,
sometimes with managers wherethey'll say, well, this person's
a veteran and they don't wantany coaching.
And I have to be the onesometimes to say, no, they might
just not want coaching from you.
(11:11):
For me, right?
Because what they don't want,what a veteran seller doesn't
want, is to have their timewasted.
Stephanie Slagle (11:19):
Right.
Matt Sunshine (11:20):
Right, and if you're coaching is just telling
me what to do or pointing outcap, being captain obvious, and
pointing out things that aren'tno kidding.
Yeah, a veteran seller is gonnasay, well, you're wasting my
time, right, but a veteranseller absolutely craves good
(11:45):
coaching, and some veteransellers that I know of where
they're not getting goodcoaching go outside of their
organization to have their ownpersonal coach.
It's that important to them,right, right, it's so important.
Stephanie Slagle (12:05):
It's observation, it's truly
observing and making a pointthat maybe they didn't realize
they were doing or maybe theymissed an element going I did
miss that and helping them saylet's try it.
Let's just try it different,let's try it this way next time
and let's see if it can have animpact.
It might not, but let's see ifit has an impact Also.
(12:26):
Good job.
Matt Sunshine (12:27):
Go ahead, stephanie I was gonna say.
Stephanie Downs (12:29):
It's also important from a recruiting
standpoint.
People want to joinorganizations that foster
training and foster coaching andknow that they have growth
opportunities.
That's an important part ofpeople joining organizations.
Stephanie Slagle (12:46):
Absolutely.
Matt Sunshine (12:47):
So I think for sales any sales manager
listening to this the for careergrowth, for job preservation,
you ought to become a really,really good coach, because sales
management is a middlemanagement job.
(13:09):
It's very, very difficult, very, very challenging, maybe one of
the more challenging positionsin any organization.
Yes, because you're the closestto the front line, to the
salespeople, and you're theclosest to the corporate side,
so you're that person that's notlost.
That job used to be a lot ofputting together reports,
(13:34):
putting together situationanalysis, pricing, inventory.
A lot of all of that stuff isbeing replaced by computers.
Technology is doing a lot ofthat, absolutely.
The part that technology isn'tdoing is coaching.
(13:54):
Yes, it can't.
Stephanie Slagle (13:56):
It can't be the same way it can.
It can't be the same way it can.
It can't be the same way it can.
And you're so right that thatshould be the same way.
That human piece of it, thathuman piece of looking at an
account executive in the fieldwhen they're doing their job and
observing a miss, anopportunity for growth,
(14:16):
something that they're doing,that's they value that, even if
in the moment they don't.
But if done correctly, theytotally value it even in the
moment.
Because if it's done with carewhich is no, I actually care
about you I'm not just checkingoff a list because I have a
checklist that I have to do.
I'm actually care and I'mleaned in.
(14:38):
I'm leaned in on this processwith you.
This is cool, like we couldactually do great things
together.
And your veteran reps they wantthat right.
They want to know that we'regonna do cool stuff together.
They're not just out there ontheir own doing it on their own.
Stephanie Downs (14:57):
Yeah, so, Matt, you were starting to tee up the
next question that I want toask, Stephanie, but how has two
part question how has salesmanagement really changed over
the years?
Compare what it was like for asales manager five years ago
compared to what is expected nowof sales managers.
Stephanie Slagle (15:18):
Yeah, it is so much different than even five
years ago, but even more likewhen I was a sales manager,
which was gosh, more than fiveyears ago, right, there's so
much, it's so much different,right Kind of what Matt was
saying where a lot of the tasksthat we used to have to do
because there wasn't technologyto do them for us, those are
(15:41):
starting to wane.
And now the value, true value,of our account executive is the
human connection with ourcustomers.
Yeah, like truly understandingtheir needs in a way that they
can't type them into a software,right.
And so the biggest challenge ofa sales manager today and this
is different, and this is whyour sales managers, why we're
(16:04):
bullish on training our salesmanagers on this as well the
biggest challenge is helpingtheir reps become true marketing
experts.
And I'll tell you, on the TVside of the business, that is
really a shift, and we talk allthe time to our managers about
how we have to acknowledge thatshift.
Right, because the bulk of ourbusiness, as I referenced
(16:27):
earlier in our key accounts, thebulk of our business comes from
large ad agencies and in thosecases, the decisions about the
health of the business and howthe KPIs of the business.
Those have all been made manylayers up, and so for our
account executives, who've beendoing this more than five years,
(16:47):
more than 10 years right, thatwas the bulk of the business,
and new business anddevelopmental business was
something you did kind of on theside, and now that is our most
valuable revenue stream and so,of course, of course, our core
business is so, so important tous because there's a tremendous
amount of money there, but theycan't influence the decisioning
(17:09):
as much as they can on thedevelopmental side, and that's
really where we need our accountexecutives.
So to that end, we need oursales, we need our sales
managers, helping them learnthat transition.
It's different, it's totallydifferent.
The value proposition, the valuetransaction with an agency
buyer was drastically differentthan the value transaction with
(17:32):
a furniture store who's got fivelocations in your market.
They're family owned.
The value transaction ismassively different On the
agency side.
If I run your points, or nowyour impressions, like we're
good, like I'm solid andhopefully you'll come back for
more and you'll see success, butI'm good if I run the points On
(17:52):
the developmental side.
I need to make sure that mycampaign is helping you sell
furniture period, and so I needto be more ingrained with that
customer to understand how theirfurniture sales went.
Is this normal?
Is this seasonality?
What's happening in yourbusiness?
All of those things have to beingrained in our account
(18:16):
executives and it's not the normfrom our industry.
Yeah, so we need our salesmanager to do that Like we need.
That is the biggest, mostimportant part of it, because
that is not easy.
It's not easy to transitionfrom the transactional sale to
the developmental sale.
Stephanie Downs (18:33):
It is a different.
It is definitely differentskills and experience, for sure,
right.
But to your point, though, theyhave to be able to have a
business conversation.
They've got to be able to walkin and the marketing
conversation comes.
It comes later in theconversation.
It has to start with thebusiness conversation.
But back to your point, thesales managers need to be able
(18:58):
to coach to that and know how todo that themselves.
Stephanie Slagle (19:01):
They do.
And that's a thing I rememberwhen I was a local sales manager
.
It struck me because I just seepatterns right and it struck me
that we, as was many years agoso all of these you know, the
digital and all the differentwasn't even in place yet, but we
would go out on new businesscalls and we would ask a list of
questions from a sheet right.
(19:23):
Here's the questions that wehave and they're like, they're
simple, like what's your budget?
Stephanie Downs (19:27):
What are the.
What else are you doing?
Stephanie Slagle (19:29):
I don't know what patients do you have and
then we would answer those fivequestions.
They would answer those fivequestions and we'd go okay, and
no matter what the answer is, wewould reach in our bag.
The AEs would reach in theirbag and pull out the same
proposal, regardless of theanswers to the question.
Stephanie Downs (19:45):
And does it that make you print, just to
even think about it?
Stephanie Slagle (19:49):
It also blew my mind that, like my AEs were
spending a tremendous amount oftime sitting and preparing those
proposals when in reality Idon't even think they realized
that they were kind of doing thesame thing.
I got some early morning news,I got some noon news, I got some
afternoon news and they werespending a tremendous amount of
time trying to craft that forthe customer.
Then, when I got into digitalsales, I realized I can't do
(20:14):
that in digital sales.
I physically can't, because the, the solutions are so different
.
And so it was reallyeye-opening for me the value of
that business conversation.
To your point, stephanie, thebusiness conversation happening
first, because now I understandwhat their, what their ROI is,
how many leads they're gettingin a quarter, how many more they
(20:37):
need to pay for this campaign,what they've got.
All of those businessconversation, all of that, all
of that has to come first and Ihave to understand their
business.
And that's a different, that'sa different, completely
different conversation thanwhat's your budget and are you
doing billboards right now?
Matt Sunshine (20:55):
True.
So we've talked a lot aboutwhat that current job of the
sales manager is and what itused to look like At at at
recording, it is October 2023.
I need to say that because thiscould change in a year, right.
So right now, october 2023,what makes a good or what makes
(21:22):
a great sales leader in youropinion?
Stephanie Slagle (21:25):
I think the ability to articulate a path
forward, the ability to show theteam with enthusiasm and
positivity that we're going togo this direction and it's going
to be good, because before youknow, especially with your newer
reps, or even if you've got anew manager, before they get
(21:48):
there, they have to trust youthat there is a there there.
And so I think the ability tolook forward and say we're going
to go in this direction, comeon, look, come with me.
And that transcends all of thepaperwork and challenges and
fires that come up in a day,because those are real and I
(22:10):
want to say those are absolutelyreal and frustrating and time
consuming, but a good salesleader can stand up and say
we're going to deal with those,we are absolutely going to deal
with all those fires, but we gotto move in our direction and
we're excited to go in thisdirection.
Thank you, thank you.
Stephanie Downs (22:32):
It's the constant messaging of that, too,
right, just the consistency andmessage of where we're going
and how we're going to get thereand the plan to make it happen.
Yes, okay.
So if you're speaking to agroup of new sales managers,
what advice would you give them?
Stephanie Slagle (22:51):
Oh, wow, okay, I would say focus on true
customer results.
Make that kind of your NorthStar, wow and the dogged
determination to get to thatpoint and get your account
executives to that point, helpthem understand and see the
(23:13):
value of that.
The conversation changessignificantly with a customer
when you are actually helpingthem achieve their goals, as
opposed to you have yourfantastic package that you'd
like to sell them.
The conversation is a much morerewarding one for both the
(23:34):
account executive and themanager if you can get to that
point, and so I would say, helpthem get to that point.
And I would also say again, myCSS training is showing, but I
understand each individual mighthave a different path there.
Each executive that you havehave a different path there.
(23:58):
What is, while the metrics andthe problem solving might excite
one person, the humanconnection might excite the
other person.
And helping understand andfigure out which one of those
will work to get to a goal youneed, which is truly them caring
about their customers' resultsand moving in the direction that
(24:20):
really, I truly believe if youare hyper focused on that,
everything else gets solved.
Yeah, everything else.
All the fires are manageablebecause you have this thing that
is working and is exciting foryou, and all the fires that
happen get managed over.
They figure themselves out.
(24:41):
Also, if you have a team offive people if you're a sales
manager in our org and you'vegot a team of five people, you
have more people to help yousolve those fires.
If you can coach them up, youmultiply yourself and you have
the ability to get even morepeople on board to help solve
those fires.
You're not standing there all byyourself trying to solve
(25:04):
everything.
Yeah, well said.
Matt Sunshine (25:07):
Final thought Looking into the future three to
five years, because that is thefuture.
That's like way Just three tofive years into the future.
Tell us what you think some ofthe changes will be in sales
departments.
Stephanie Slagle (25:26):
What are we going to see?
I think they're going to bemassive in the next three to
five years in our industry, muchmore so than the last three to
five, which we all think thelast three to five were nuts.
I think there are going to be alot more because I think, with
automation and AI, a lot of thetasks we always hear that AI can
(25:50):
take the repeatable tasks thatthe humans do and allow the
humans to do the really valuablehuman tasks.
We do a lot of repeatable tasks.
Our humans do a lot ofrepeatable tasks.
A lot of the things that bogthem down in just the business
of getting things to air aregoing to.
(26:12):
We're actively working all ofus all in the broadcast industry
actively working to trim thosethings down, automate those
things down so that there's lessfriction on the account
executive.
That's going to allow for moreof these human tasks.
It's going to allow our accountexecutives.
God bless, this is amazing it'sgoing to allow our account
(26:35):
executives to actually be out inthe field with more customers
understanding the value of thesecampaigns, not working on the
campaign, working on thecomputer trying to make sure
it's running.
All of those little things.
A lot of these things are goingto be automated for us.
Also, we're seeing the othermassive shift in our industry
(27:00):
which will massively impact oursales teams is this we're
finally at the point wheretelevision and digital are
emerging, right, with connectedTV, and so we've been talking
about this point coming for tenyears, and here we are, and so
that's gonna that's gonnadrastically change the landscape
of what the sales departmentlooks like and how we how we
(27:22):
report back value right.
Television in the past wasn'treally reportable.
It was Neil's right, we'd giveNielsen post, but now we're
gonna be able to report back inthe same similar way that we do
digital, which is super excitingto some, right, because that is
that's, it's an added nuance.
Now We've got to be able tofigure out how we illustrate
(27:43):
value Rather than just, hey, weran the spots right.
We have to illustrate value,and so those are a lot of things
that are gonna change in thenext Handful of years, and we
are at Graham media group.
We are super excited about allof them because they've been
coming for so long and allultimately, they provide more
value to our customers.
(28:04):
They allow us to illustrate ourvalue to our customers, and so
tremendously exciting to us.
Matt Sunshine (28:11):
So I'll summarize what you said.
The changes are going to beBased on the fact that there'll
be more automation and more AItaking, taking care of or
replacing the rip doing therepeatable things, and that will
the big change will then comewhere Sales managers will have
(28:34):
to spend more time becomingsales coaches and Aes will spend
more time being able to do whatthey do best, which is sell
Instead of process right and,interestingly, when you said
that it made occur to me, matt,I almost thought it's almost
(28:54):
like Aes will end up becomingclient coaches.
Stephanie Slagle (28:58):
Yeah, nice way of saying it is a nice way of
saying that I like that becausethey're going to, and when we
have that, when we have a goodrelationship with our clients,
we really are coaching them onthe best way To see the results
that they need to see and we'reproving that out and we're
helping them.
And so we see this, we see thatthat transition, also with a
(29:21):
lot of, you know, youngeraccount executives coming in
where there's that like, oh, Idon't know if I want to sell,
well, we're, then you're helping, right, you're helping this,
helping this customer achievetheir goals and which we always
say Strengthens our localeconomy.
And if that's not missiondriven, I don't know what is
right.
If you can't, if you can't getbehind strengthening your local
(29:42):
economy by helping that, helpingthat customer Sell more product
so then they can hire morepeople and they can keep people
employed, I don't know what'smore mission driven.
Matt Sunshine (29:54):
Yeah, no, absolutely go ahead, Stephanie.
Stephanie Downs (29:57):
No, no, I was just saying that.
It's so true, yeah.
Matt Sunshine (30:00):
Yeah, I mean there's a direct correlation
between what the A's do andKeeping the economy going.
Stephanie Slagle (30:07):
Yes, I mean, if they do their jobs right, it
makes a big impact on localeconomies it really does and we
talked to our account executivesabout that a lot because you
know people want to know thattheir work is Is having an
impact and often in sales we'relike I made the company money,
yay, I don't know.
No you're actually Businesses,you're showing your local
(30:32):
economy, which is superimportant.
Matt Sunshine (30:35):
Super important for a lot of reasons all of us
that have sold media in our pastor currently sell media, have
and have done it at some sort oflevel of success, have had this
feeling.
When you walk into a businessthat you've helped, or when
you're on the phone, thebusiness Help and they say that.
They introduce you and say shehelped us grow to six locations,
(30:58):
she helped us.
Do I might introduce you to mysalesperson from this company.
They helped us.
That's like it's better thanall the mission in the world.
Do what we do right.
Stephanie Slagle (31:13):
It's total Nirvana and I really I'm so
focused on all of our accountexecutives having one of those
moments Hopefully more becausewhen you do that, you realize
like I'm not just making moneyfor my company.
Yeah, I am actually impactingsomebody else's life their lives
right, multiple people's right,and it is that's so meaningful
(31:36):
and and it it happens right,just like you said, that all of
us who've been doing this youhear that and you're like, wow,
I did something that actuallymade an impact, not just to my
company's bottom line but totheir company excellent well.
Matt Sunshine (31:47):
Stephanie slay, oh, thank you so much for
joining Today.
You were an amazing guest.
We really enjoyed having Havingyou on our on our on our
improving sales performancepodcast.
If anyone wants to connect withStephanie, we'll put her
LinkedIn in the In the shownotes so you can connect with
(32:08):
her on LinkedIn.
I'm sure she'd love to answerany question that anyone has the
message or there, and Be sureto tune into the next episode of
the improving sales performancepodcast, stephanie Downs.
Thank you so much.
Stephanie slay, go.
Thank you so much.
Stephanie Slagle (32:23):
Thank you guys .
Matt Sunshine (32:28):
This has been improving sales performance.
Thanks for listening.
If you like what you heard,join us every week by clicking
the subscribe button.
For more on the topics coveredin the show.
Visit our website, the Centerfor Sales Strategycom.
There you can find helpfulresources and content aimed at
improving your sales performance.
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