10 Ways To Be A Better Leader

Accelerating Sales to Scale your Business

CTA Cloud Consultants Collective


In this episode, Paul explains why leadership is so important in sales and shares 10 ways to be a better leader. And it all comes from his 28 + years of experience, where he made some mistakes but learned along the journey. But this is a journey he is still on to learn how to lead his team and clients. Key learning: Don’t try to do it all by yourself.


1:25 – Why do I talk about leadership on a sales podcast?
2:15 – Work on yourself first
3:09 – See it from their perspective first
4:18 – Let go
5:38 – Learning styles
6:49 – 5 whys
8:29 – Their decision
9:34 – Under Performance
10:27 – Above and below the line
10:49 – Play to strengths
11:31 – Moments of joy


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Work on yourself first

In his book Seven Habits of Highly Effective People, Stephen Covey says that you should start working on yourself first. And to be honest, I think it’s important to know what you stand for and what your values are because that makes decision‑making easy as a leader.


See it from their perspective first

In corporate, we did a lot of personality profiling, and what we learned with situational leadership is that you don’t treat everyone the same. I went on to become a coach when I left corporate and qualified in DISC and HBDI. What I realized is that people only change themselves. You can’t change them. If you walk in their shoes, you could lead them better by understanding their personality and why they may have behaved in a certain way. And if you find their passions and dreams, it will help them achieve this.


Let go

One of my biggest mistakes when I first became a leader was trying to do everything and lead, and it just doesn’t work. I always told my team, and I still do, if I’m doing something they can do, even if they can’t do it as effectively as me, it doesn’t matter. Call me out and get me away from it. I don’t want to be doing tasks that you can do where I’m not doing the tasks that only I can do, like leading in selling.


Learning styles

Train people based on their learning styles. Visual, aural, read/write, and kinesthetic are the four main ones. Let me tell you how it works. I had a VA, who had a great interview, but once I tried to give her a task, she just couldn’t get it right. So I did a test called the VARK, and she was completely visual. So then I had to change, and I used video. But whatever is the case, I still think that the best way to achieve training at the moment is to use video because they can actually see what they need to do and they can hear you. And for that, we use a platform called Fathom.video.


5 whys

What is said (or observed) on the surface is not what really happens beneath. And you’ve all heard the iceberg story. But the way to get to the real cause of something is by asking the 5 whys. I do it in sales, but it’s the same skill that you do for your team. It’s all about getting to the core reason why someone’s doing something or behaving differently. And I can remember some great examples, especially working in the Philippines. When you start to see a team member’s performance drop off, you should check what is causing it, and most of the time is something outside of work.


Their decision

How many times do you suggest something, and it just doesn’t get done? What you want to do is make sure that they own it completely. And this comes from a coaching model called the GROW Model (Goal, Reality, Options, What), which suggests that you could point to the end destination, but they need to own their own journey.


Under Performance

You need to take action when someone is underperforming. No matter how close you are to your team, you need to draw a line. And you need to do it to improve their performance and the rest of the team. The best way to do it is by giving immediate feedback. I always use a framework that says when you do X, it makes Y impact. So it’s not about the person; it’s about the actual decisions they’ve made and the impact those decisions have on the team.


Above and below the line

What you can do is above the line. For example, ask yourself if you have trained them properly? Have you given them every chance to be successful? If you haven’t done that, then fix that first and then move to what they can do, which is below the line part.


Play to strengths

This one is related to number two, when I say understanding their perspective and the way they look at the world will help you lead them. But also work out what they are great at and give them more of that. It’s about fitting roles to strengths; don’t do it the other way. Always be recruiting for those gaps you’ve got and make sure you get some A players,  which make a difference.


Moments of joy

In corporate, I used to randomly call reps and give them specific examples of what they were doing well, which made a big difference. I also give people days off and gifts close to their passions. And during weekly updates, I call out what each person has done really well that week, so the whole team keeps the motivation.


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