Azentio’s Post

One on ones are critical to grow your team. It’s about taking the time to focus on developing our people. Bad months don’t just happen. They start with bad days that lead to bad weeks which turn into bad months. One on ones minimize and help eliminate bad moths.

Strengthen FMCG Sales Teams with Effective Delegation! In FMCG sales, balancing command and control with delegation can drive both team growth and performance. 💡 Why Delegate? Develop team skills and confidence Focus on big-picture strategies Empower team members and prevent burnout 📝 Tips for Effective Delegation: Choose the right person for the task Train, guide, and check in—without micromanaging Provide feedback to support growth Delegation isn't about losing control—it’s about multiplying impact. Focus on what matters most and watch your team thrive

It's not as easy as you think. I am happy to undertake all types of commercial tasks for my clients. I was a sales rep again yesterday. I decided I needed to get out and meet the types of customers who will be the end users of my clients new drinkware products, and it proved really valuable and insightful It's been years since I was a rep, decades in fact. Like a lot of people in commercial roles, it's how I started, before I continually climbed the ranks to reach Director and Head of Sales roles. Luckily, I was never one for staying in the ivory tower, so I always made a point of being out with my team members regularly. That said, you can still forget how exhilarating, frustrating, fun and challenging managing a territory can be. Prospects that you prep for that aren't in How long it takes to get anywhere in traffic nowadays. The absolute buzz of someone showing interest.... and the rejection which will always sting a bit. That said, with copious notes taken, and learning little things like the best day to call in a sector etc, no day doing prospect visits is truly a waste. You continuously refine your approach and go again. If you lead a team and want to really know where they need help, or even just to understand what they truly go through, then get out in the field with them regularly. I still make a point of doing this when I am running courses for clients. I need to know how the ground lies to offer the best support. ✨️The action and insight truly happens on the ground, not in the boardroom✨️ ♻️ Please share my post and thanks for reading.

We all generally know that sales & marketing team members have differences of opinion on many things. One of the reasons could be that since both teams / departments are separate ( especially in big organisation's) so they hardly meet each other, interact freely and work together and / or have common understanding. Therefore, we generally see a disconnect in understanding and commonality factors as both work on different planes and blame each other if things don't go as planned. Ideally, both should work together as a close knit team since both are two sides of the same coin. Both are incomplete without one another. They should ideally compliment each other but that hardly happens. The ultimate objectives of an organisation are common. What in your view could be the other reasons for sales & marketing team's working in isolation?

A winning team isn’t built by chance; it’s built by design. Measurable outcomes keep the focus sharp, strong incentives ignite passion, fast feedback accelerates growth, and clear directives create alignment. In sales, the same principles apply—every piece of the puzzle must work together for success.

I get asked how I retain my enthusiasm and passion for sales, after thirty years in the industry and over thirteen years with Aimbridge. So here are my top tips: 1️⃣ Build a team of people that will challenge and inspire 2️⃣ Give people scope to try new things, be open to new ways of working 3️⃣ Push both your personal and professional boundaries 4️⃣ Remain inquisitive, look to understand more 5️⃣ Show people you care 6️⃣ Do what you promise 7️⃣ Know which buttons to press to inspire action 8️⃣ Know you don't have all the answers or solutions 9️⃣ Treat everyone with respect 🔟 Make if fun, don't take yourself too seriously Now none of the above is rocket science, but a 10 point reminder may just help someone have a fulfilling 30 year career in sales like me....

A winning team isn’t built by chance; it’s built by design. Measurable outcomes keep the focus sharp, strong incentives ignite passion, fast feedback accelerates growth, and clear directives create alignment. In sales, the same principles apply—every piece of the puzzle must work together for success.

Importance of Emotional The Intelligence in Sales Management Emotional intelligence (EI) is essential in sales management, often more critical than sales skills. A manager with high EI can motivate and inspire their team, fostering creativity, ownership, and responsibility. Without EI, managers may resort to micromanagement, leading to a lack of motivation, creativity, and recognition for good work. Selecting a sales manager should prioritise EI, as it directly impacts team performance. A manager with strong EI can transform an underperforming team into a high-performing one, while one without it can cause even a great team to fail. Emotional intelligence is key to creating a supportive and effective sales environment.

Whether or not you work in sales, at different points in your career, you’ll find yourself in situations where you need to “sell” something to others. This could be selling your ideas, convincing stakeholders of the value of a project, or persuading a team to adopt a new approach. The ability to communicate and present your thoughts, goals, or solutions in a compelling way is essential. Selling isn’t just about closing deals; it’s how you build trust, collaborate, and inspire others to believe in your vision.

We've all met someone like Bob – a seasoned sales leader who's reluctant to try new strategies like ABM or adopt industry standard software. Bob isn't resistant because he doesn't care; Bob is afraid of failing. It's a by-product of how business used to be done. But here's the thing – Bob, and leaders like him, don't have to fear failure. The real power comes from embracing change, learning, and focusing on iteration, not perfection. Imagine if Bob felt supported, empowered, and knew he didn’t have to get everything right the first time? Senior leaders in traditional industries face this every day. If you're managing, being managed by, or working with a "Bob," it's time to stand up and lead. Growth doesn’t come from staying stagnant. Change is essential – that's science. And the key? Focus on iteration and get your team going further, faster. Let’s empower the Bobs out there to break the cycle. It's time to grow. 🌱