Jay Rohe’s Post

What do Warren Buffett, Mary Kay Ash, Ronald Reagan, J.W. Marriott, Steve Jobs, Michael Dell, Tony Robbins, and Richard Branson have in common? 𝙏𝙝𝙚𝙮 𝙖𝙡𝙡 𝙨𝙩𝙖𝙧𝙩𝙚𝙙 𝙩𝙝𝙚𝙞𝙧 𝙘𝙖𝙧𝙚𝙚𝙧𝙨 𝙬𝙞𝙩𝙝 𝙙𝙤𝙤𝙧-𝙩𝙤-𝙙𝙤𝙤𝙧 𝙨𝙖𝙡𝙚𝙨! This week, I had the privilege of speaking with an incredible door-to-door sales team from Moxie Pest Control. I love working with hungry hustlers who create success from sheer willpower and the faith to take massive action with no guarantee of success. It’s inspiring to see the same drive and determination that launched the careers of the legends I referenced above. My mentor, Brian Tracy MBA, also began his career in door-to-door sales. He attributes the empire he’s built over the last 50 years to this foundational experience. Now, he is a world-renowned author, keynote speaker, and sales leadership mentor to millions globally (and to me personally). I too, started my career with door-to-door sales. After serving a 2-year mission for my church, where I knocked on doors to teach people about Jesus. I got home from my mission and became a sales rep, selling home security systems door-to-door. Shout out to Spencer Anderson, who invited me to my first recruiting meeting, and introduced me to my first sales manager Jared Taggart, who I worked with for the next 5 years and taught me so much about what it takes to succeed in sale, life and leadership. I become a co-manager with Jared of a door-to-door team, then a head manager, a regional manager, and VP of sales of an Inc. 500 company over these initial 5 years. 𝙏𝙝𝙞𝙨 𝙞𝙨 𝙝𝙤𝙬 𝙄 𝙡𝙚𝙖𝙧𝙣𝙚𝙙 𝙩𝙤 𝙥𝙚𝙧𝙨𝙤𝙣𝙖𝙡𝙡𝙮 𝙨𝙚𝙡𝙡, 𝙧𝙚𝙘𝙧𝙪𝙞𝙩, 𝙧𝙚𝙩𝙖𝙞𝙣, 𝙢𝙖𝙣𝙖𝙜𝙚, 𝙖𝙣𝙙 𝙨𝙘𝙖𝙡𝙚 𝙝𝙞𝙜𝙝-𝙥𝙚𝙧𝙛𝙤𝙧𝙢𝙞𝙣𝙜 𝙨𝙖𝙡𝙚𝙨 𝙩𝙚𝙖𝙢𝙨. I went on to launch my own company with a partner, Wright Wesley T.. We recruited 2,000 salespeople across America, took the company public in 2010, and experienced many epic ups and crazy downs along the way, and ultimately suffering a devastating loss as this company came crashing down. So many epic lessons from this experience that has served me, my family and all my future clients well. Because over the last 10 years, I’ve been helping organizations build, scale, and lead high-performing sales teams and I've been able to take all my experience to help others crush it. This is my passion and my expertise, and it’s what we do at my company Forward Leadership. We serve leaders and organizations to help them level up their sales team results. 𝗜 𝗰𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲 𝘆𝗼𝘂 𝘁𝗼 𝘀𝘁𝗮𝘆 𝗵𝘂𝗻𝗴𝗿𝘆, 𝘄𝗼𝗿𝗸 𝗵𝗮𝗿𝗱, 𝘀𝗮𝗰𝗿𝗶𝗳𝗶𝗰𝗲 𝘁𝗼 𝗹𝗲𝗮𝗿𝗻 𝗮𝗻𝗱 𝗴𝗿𝗼𝘄, 𝗹𝗶𝘃𝗲 𝘄𝗶𝘁𝗵 𝗶𝗻𝘁𝗲𝗴𝗿𝗶𝘁𝘆, 𝗮𝗻𝗱 𝗽𝗮𝘆 𝘁𝗵𝗲 𝗽𝗿𝗶𝗰𝗲 𝘁𝗼 𝗯𝗲𝗰𝗼𝗺𝗲 𝗴𝗿𝗲𝗮𝘁! 𝗧𝗼𝗱𝗮𝘆 𝗶𝘀 𝗮 𝗴𝗿𝗲𝗮𝘁 𝗱𝗮𝘆 𝘁𝗼 𝗯𝗲 𝗴𝗿𝗲𝗮𝘁! Make it a great day my friend 🤝 #SalesLeadership #DoorToDoorSales #LeadershipDevelopment #MoxiePestControl #PluckTheFUD  

I have been in Sales my entire adult life. My first sales opportunity, while in college, was selling vacuum cleaners’ door to door for Electrolux. Knocking on doors part time I became the Company’s 3rd largest producer, earning enough money to buy the bar I and my friends frequent, while still attending college. I went on to become a Financial Advisor, then founding several businesses where I was the Head of Sales, Marketing and Operations. I have recruited, mentored, coached, and taught literally hundreds of sales professionals and teams.  I have consistently driven 100% - 400% year over year sales growth.    In today’s business landscape, the role of a Sales Leader is more critical than ever. Here are some key traits that set apart exceptional Sales Leaders from the majority of Sales Leaders that are average at best. I will post one trait a day.  1.      Visionary Leadership: Great Sales Leaders inspire and motivate their team with a clear vision of success. They lead their sales associates to set ambitious sales goals and provide guidance and support needed to reach them. I have found it critical to have your Sales Team members set their goals, so that they have “buy in” to their goals. You will learn a lot from the goals, such as how motivated and committed they are. Years ago, I was conducting a one-on-one review with a sales associate. During this review I learned this associate never made more than she was earning currently, ($60,000) and had no desire to work harder or smarter to earn more.  We should have had this information before we hired her. I was grateful to learn this when we did and would have never discovered this if I set her sales goal. Find out what is important to your team members and do what you can to help them achieve this. I had a high producing sales associate share with me they were missing most of his son’s basketball games. I discovered his son played on Wednesdays. We made it a point to ensure his schedule would allow him to leave early to catch his son’s games. In return, without asking, he worked longer hours, and increased his production by 28%! If your team know you’re invested in not just their production, but also in their overall happiness and success, you will be amazed by the results!  

What does a broken ankle have to do with sales leadership? I’m glad you asked! A few days ago, I had a mishap that resulted in a broken ankle. While it was an unexpected setback, I believe that every challenge presents an opportunity for growth. Here's how my cracked fibula can help me become a better sales leader: 1️⃣ Adaptability: In sales, as in life, change is inevitable. My injury has taught me to adapt to new circumstances and find innovative ways to achieve my goals. Just like I've adapted to my crutches and my temporary limitations, we adapt to changing market conditions, customer needs, and sales strategies. 2️⃣ Empathy: Being on crutches has heightened my empathy for team members who may be going through personal challenges, helping me become a more understanding and supportive leader. 3️⃣ Resilience: The recovery process is tough and annoying, but I’m learning that setbacks don't define us – it's how we respond to them that matters. As a sales leader, I'll draw on this resilience to navigate tough quarters, lost deals, and uncontrollable circumstances with a positive mindset. 4️⃣ Time Management: With limited mobility, I've had to become more efficient with my time. If my husband asks me if I need anything, I ask him for anything I might need in the next few hours — a snack, a water refill, a charger. It cuts down on our noise. This will translate into better time management skills in my professional life, allowing me to prioritize tasks and maximize productivity. 5️⃣ Team Building: Leading a sales team is about rallying individuals toward a common goal. My injury has reinforced the importance of teamwork and delegation. I'll apply this knowledge to build a stronger, more cohesive sales team. 6️⃣ Communication: Effective communication is essential in leadership. While I can't physically be everywhere right now and I’ve been working remotely this week to rest my leg, I've honed my communication skills to ensure that my team is on the same page. This will carry over into clearer and more impactful communication as a sales leader. Life's challenges, even a broken ankle, can be opportunities for personal and professional growth. I'm excited to take these lessons forward in my role as a sales leader, and I encourage you all to embrace your own setbacks. I may be moving slower, but I’m still moving forward! 💪🌟 #Leadership #Resilience #SalesLeader #PersonalGrowth #Adaptability #Empathy #Teamwork #LinkedInCommunity

Team Mikro is celebrating their success at The Cliff Resort & Spa Panchgani, and we couldn't be more proud! Annual sales conferences play a crucial role in the success of a company by bringing together sales teams, leadership, and often key stakeholders. Sales conferences provide an opportunity to align everyone in the sales team with the company's goals, objectives, and strategies for the upcoming year, ensuring everyone is on the same page and working towards common objectives. Presentations from industry experts help sales teams improve their skills, learn about new products or services, and stay updated on industry trends and best practices. The motivation and morale boosting recognition of top performers during the event encourages everyone to strive for excellence. Networking opportunities during sales conferences bring together individuals from different regions or branches of the company, providing valuable opportunities to exchange ideas, share experiences, and build relationships that can be beneficial in the long run. Conferences provide a forum for open communication between sales teams and leadership. Sales representatives can provide feedback on challenges they face in the field, and leadership can address concerns and provide guidance or support. Sales conferences often include team-building activities and social events that help strengthen bonds among team members, which is essential for effective collaboration and supporting each other in achieving sales targets. Keynote speeches and presentations from industry leaders or successful entrepreneurs can inspire sales teams to think creatively and approach their work with renewed enthusiasm. They may also introduce innovative strategies or approaches that can help improve sales performance. Overall, annual sales conferences serve as a cornerstone for driving sales excellence, fostering team cohesion, and ensuring that the entire sales organization is equipped to succeed in the coming year. https://thecliff.co.in/

When I landed my first role as a field sales rep I didn’t know what I was doing. I was overwhelmed and uncertain. But, the one thing I realized early on is that sticking to the “corporate” sales playbook that I was taught in new hire training was not going to get me to where I wanted to be. I knew that I needed to be and sell differently. Months later I found myself at the top of the leaderboard and when most of the people on my team struggled to even make quota, I was able to crank out new sales and stay on top. My journey from uncertainty to becoming a leader in this arena is a testament to the unique strategies and skills I developed. These skills, which extend beyond the core sales techniques, are adaptable and can guide anyone towards crafting their personal success story in the challenging world of field sales. Sales Gravy | Sell More #sellmore Read the rest here: https://lnkd.in/gNGBT29w

#hiring *Specification Lighting Sales Manager - Northeast (NY, NJ)*, Cleveland, *United States*, fulltime #jobs #jobseekers #careers #Clevelandjobs #Ohiojobs #SalesMarketing *Apply*: https://lnkd.in/gwqaaZ7j Job Description Responsible for maintaining and building strategic specification partnerships, conducting trade area reviews, training Channel and partnering with distributors to identify and pursue National sales opportunities. Also be responsible for segmenting, identifying, soliciting, and generating demand from Specifiers and National End-users that will be fulfilled through the distribution channel. This position requires you to be in NY, NJ. Specification Management: Develop in-depth knowledge of Specification in assigned market geography, both Current, powered by GE and competition. Understand the history, relationships, segment focus, capabilities, strengths/weaknesses, Specifiers and key end-user relationships to be able to recommend the best fit with distribution for demand generated. Provide channel guidance to minimize the potential for commercial conflicts; manage/resolve conflicts when they do occur. Identify key Specifier and End User segments within an assigned geography and drive market share and sales; Conduct End User market assessments including current revenue and supplier, installed product base, Current share and potential revenue value; Prioritize coverage of top Specifiers / End Users and build solicitation plans. Deliver lighting solution proposals to C-suite and other members within the End User organization that use dollarization techniques and clearly demonstrate the value proposition of the proposed solution. Constantly reinforce the value of the Current franchise. Build strong relationships at all levels within assigned Channel Partners and End User organizations. Maintain ownership of End User executive relationships. Lead the Market Review process and segment distribution for market coverage and penetration. Identify gaps and develop plans to fill those gaps utilizing either current Channel Partners or Channel conversions as appropriate. Develop and drive execution of solicitation plans. Lead planning process with key Specifiers to develop and execute on growth plans that include specific end-user targets, solicitation plans, marketing/promotional strategies and training plans. Coordinate involvement of other Current, powered by GE resources (Region Managers, District Managers, Area Managers, National Channel Managers, etc.) in the planning process and growth activities. Provide training to Channel Partners on how to utilize Current digitized processes and selling tools to help them grow Lighting Solutions sales. Motivate Specifiers and Channel Partners sales force and gain mind share for the sales of Current. Manage and utilize trade funds to develop marketing programs that drive End User purchase of Current

Sales Leadership The best sales leaders exhibit a combination of the following attributes: 1. They spend a majority of their time in the field with clients, leading from the front, coaching their sellers and helping close business 2. They understand and address the needs and concerns of both their clients and team members 3. They motivate and inspire their team to achieve their best by taking ownership of the most challenging and strategic opportunities where they’re not always going to win these transactions but they’ll develop new insights that can help improve their team’s future performance 4. They demonstrate honesty and ethical behavior, fostering trust within the team and with clients 5. They provide their firms with constructive criticism on weaknesses in their solution portfolios — and what needs to change in terms of the offerings strategy & direction — prioritizing the needs and satisfaction of customers to drive sales and loyalty 6. They build and maintain a wide range of professional connections 7. They champion the voice and needs of the customer within the organization 8. They have charisma and possess a magnetic personality that draws people in and earns their trust. Sales leadership isn’t about being a consolidation point to roll up the attainment of the sellers they support while telling them “you need to sell more”. It’s about living in the markets they serve, understanding the trends & nuances, putting on "good shows" with clients and working on the most challenging opportunities. My first sales manager spent a week in the territory with me. We called on two clients in the morning and two in the afternoon. After twenty joint sales calls he understood areas where I needed development, that I needed to better understand industry trends and best practices *** AND *** showed me what "excellence" looks like. He put in place an education plan to help me improve my weaknesses and monitored my progress. He was direct sharing he planned spending another week in the territory with me in 90 days and unless he saw improvements in my results and I asked for help that he would replace me with a higher performing employee. Sells leadership is about the tyranny of the numbers. If one of your sellers consistently falls short of their targets then the sales leader owns this failure as it’s a direct reflection on their skills as a leader. Ask your sales leader for help and put in place an action plan to improve your performance because you'll earn more money and find more enjoyment in your job. Please consider and take the actions you deem appropriate.

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Jay Villalobos was recently promoted from Retail Account Manager (RAM) on our Sales Execution team, to Key Account Manager (KAM) on our Sales Strategy team! We caught up with Jay to share his perspective on gaining industry experience as a RAM and his development along the way: "The RAM position has been a major help for preparing me in the KAM role. It's helped me by being out in the field to see different solutions to selling within each chain, as well as gain a better understanding on how the chain operates at a store level to help create programming and solutions to help everybody win. Not to mention it has helped me learn more about the products we sell, and how they fit into the overall flow of the chain. It has been great learning from some well established industry leaders on our National Accounts team, from walking through presentations, to sitting in on chain meetings in my area and assisting where I can from a field level perspective. Leadership has always helped by recognizing out of the box thinking, and including me in different initiatives to help grow my understanding of the chain side of sales." When we asked Jay what he would tell someone considering Atomic Brands and a RAM position, Jay said: "Get ready for a job like no other. Atomic has an atmosphere and team like no other in the best ways. We're all a family with one goal. Everyone from the top down is ready to listen and help you out in your success on every occasion. Creativity and drive is very much encouraged. You're empowered to find the best ways that suit you to get the wins you need every day. Being out on the streets as a RAM, working hand in hand with our distributor partners to accelerate Atomic Brands products, it's a thrill to see how using this partnership generates such massive results. I've really enjoyed working with some of the best people there are, promoting some of the best brands!" Well said Jay and we couldn't be more excited for your promotion! Cheers to your continued success! 🚀

Have you seen it??????? An individual gets promoted into a Sales Management role, leading a Sales Team. What is their primary responsibility? Isn't it to meet the team quota number?? That is the main responsibility of the role. So they have in their minds, how they want to manage and how they want each Salesperson to conduct themselves activity wise. The tragic mistake and unfortunately, I have seen this play out over and over is that many of these "Sales Managers" want everyone on the team to behave in the same way, for example, 40 calls a day. The major problem with this is that if you have a superstar rep, that has been crushing their quota forever, is that many of these new gung-ho sales managers want to change the way that they work! This is the very height of ignorance but unfortunately this is what many do! If you know why this is done, then please enlighten me, I have NEVER, understood this!! It's wrong, it creates bad morale and is extremely counterproductive and very often destructive!