Your voice is what is inside of you, it’s your core. Your sales management voice is a manifestation of this core and it what you should be using to empower your sales team. Today on the Funnel we discuss how to find your voice in the context of sales management. This means having a strong understanding of who you are, using your voice in a positive way, staying consistent, and valuing your team. As always if you have any questions please schedule a free 30-minute consultation and I’ll do my best to help in any way I can.


What we’re going to cover:

  • Your voice
  • Because I said so
  • Consistency
  • Values




Your voice

“In the last podcast we discussed the question “who are you?” and all that comes with being you. The positives, the negatives, the flaws, and opening up about those flaws. We also talked about self-doubt that many of us feel and what that means. Today, the voice is a continuation of those thoughts.”


Who are you at your core?

“What’s inside of you, who you are at your core? And that you need that core it to be effective because the alternatives aren’t good. Why? Because having your voice and knowing who you are is essential to leading a team, it sets the tone for everything you’re going to do as a leader.”


To clarify

“This isn’t talking about the structural, tactical movements, as a manager. Instead, this is really speaking to who you are as a person and what that’s going to mean. Because your team, your ability to lead, and your movement forward in your career depends on the effectiveness of your voice.”

“Because I said so”

“How many of us have answered a question that way? You get tired of your reps asking why all the time and finally you get to the point where you just say “because I said so!””

The trap for managers.

“This is a trap for managers. When it’s managers that have been around awhile the trap is “I have the title, I have the mantle, I have the crown, I am the king, I can say what I want.”

The title matters more

“In other words, the title matters more to them than anything else and they react to that by saying “because I said so” or “Because I can do it this way because I’m the boss.” Because, because, because…”



“Somebody bestowed upon them the title and now they can command you to do things. People don’t like that. They might do it because they have to because you’re the boss, but they don’t like it, and you’re not really building a team when you do that. Instead, you’re creating divides.”


Emotional outbursts

“Now that they are in charge the emotional outbursts are “legalized” in their mind. They can say whatever they want in the heat of the moment and they expect you to respond to that. “I can bark and command at you because I can. I can be emotional because I’m in charge, but you’re not allowed to do that.””


Demanding is not a voice

“That’s not a sales management voice. Just because you can yell at people and bark orders at them doesn’t mean that you have their respect, that you’re going to get the most out of them, because you’re not.”

Confusion and inconsistency

“You create a lot of confusion and inconsistency with your changes when you do that because people who do this generally turn left when no one expects it. They make changes unexpectedly, and then they expect people to react to it because they decided to do it.”

“People lose faith in you as a leader when that happens. And when they lose faith in you as a leader they begin to drift and the numbers begin to suffer.”


Don’t be fooled.

“If you’re doing this you may not get caught, your boss may see nothing wrong with it. But unless you get a hold of this you’re not going to get where you need to go.”

“Some of you will argue that you already have a good team and you’re driving revenue. All I have to say is that if you’re doing this it has very little to do with you. Don’t be fooled by what’s happening currently if the numbers are good because it will catch you in the end.”




Clear roadmap

“One of the things you do to find your sales management voice is to be consistent. Explain the roadmap to your team by saying “this is how this is going to work, this is why it’s going to work, here are the expectations.” No surprises.”


Passionate and enthusiastic

“You are passionate and excited about your job which means you will listen to whatever they have to say in return. In some cases, you’ll make an adjustment but in others, you’ll respond back and make sure there’s a clear understanding of exactly what it is you’re going to do.”


Why it’s effective

“When you do this you create a sense of consistency.That takes away the commands and verbal outbursts, the goofy stuff so that way you can meet problems head on, and you can address issues that are clearly in front of you.”


What it’s really about

“It’s not about power, about being in charge, or messing with your reps because you’re the boss. Instead, it’s about valuing them as individuals, valuing what they have to say, and trying to create as much clarity as you can. Which also means eventually you’re going to have to hold them accountable for the things they do. That’s the consistency side of it.”


“The most important part of all this is values. Your value system.”


Starts with values

“I’m not talking about corporate values or mission statements. I’m talking about you as a person. Why? Because sometimes people in the company don’t follow the same values you follow, that’s problematic. Is it enough to make you leave and go find another job? Probably not. But it’s something you’ll need to work through.”

Not political or religious.

“I don’t want you to stand up there talking about your political beliefs and rant and rave about how everybody needs to get on board. That has nothing to do with working in the sales environment. That’s outside of work. I’m talking about your values within work.”



“Do your values come from outside and where you’re from? Yes, that’s your ethical and moral compass. Do you work within that environment? Does it align where it’s supposed to align?”


What do you stand for

“What is it that you stand for? What do you believe in? The best way to do this is to take what you stand for and believe in on a personal level and convert that to business.”


“For me, what’s important to me is my family. Taking care of my family is core. So, my first thought whenever I do anything is how would they view this? Am I doing it right? Am I doing it wrong? Would they look positively at me with these decisions that I make or would they look negatively?”

“If it’s about doing the right thing and taking care of my family then I transfer that to the business. I want to take care of my team. If my team is doing the things they’re supposed to be doing, they’re doing it right, and there’s somebody out there that is trying to undermine or hurt them in some way, within the business context, I’m going to do what I can do to take care of them. I’ve got their back.”


Make decisions for the right reasons

“I’m going to make decisions for the right reasons, not the wrong reasons. I’m not going to do something just to make money, it has to be right. Not only for me but the client, my company, my sales reps and if it’s not in alignment I’m going to stand up and say something.”


Clear statement

“I operate in business the same way that I operate personally, the two aren’t separate. I’m not unethical on the business side and ethical on the personal. I take what I believe on the personal side and I translate it into my business center. It’s my values and everybody knows it.”


Don’t over do it

“You don’t need to print out a value statement, frame it, put it on your wall, and point to it every time you talk to a rep. You just need to understand what you stand for and then translate that to explain things to them when you make your decisions.”

Not everybody will share your values

“You’re going to have to allow for that or you’re just going to choke yourself to death. There’s people that will do things a little bit differently than you and you have to give them breathing room to do that for themselves, especially if you have managers working for you.”

“You don’t sit in judgment of everybody else, it’s not your role. This is you and only you and how you’re going to conduct yourself as a manager. You have to give the people around you a little breathing room to find their own space and their own voice.”


What does this do for you?

It opens the world up. Everybody will understand where you’re coming from, what you’re asking from them, and what you’re trying to accomplish. They will respect you as a person, they will see that you are a person of character and that you’re dedicated to doing the right things.”

“That gives you credibility and credibility goes a long way for a leader.”


Final thoughts

“If you take who you are and your voice, and you combine the two together, that’s powerful stuff. From both a management perspective and a leadership perspective. Then from this, you’re going to drive more business, you’re going to attract better people and you’re going to keep people longer. Because if they have half a brain they’re going to figure out that they can’t find what they have here, with you, somewhere else. It’s hard to find good people like this in those management roles.”


Keep Filling The Funnel

We would love to hear from you. Let us know what you think about this episode. Please feel free to reach out to us if there is a specific sales topic you would like me to cover.  You can find me on Twitter at @Sheajohnr or email me at  And if you get a chance, please feel free to review us on iTunes.


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