To: High Impact Sales Leadership participants
Congratulations on completing the High Impact Sales Leadership (HISL) training course. I have no doubt that you found it useful and motivating. While we are indeed in challenging times when it comes to cost control and investing, I think it’s even more important than ever that Baker Hughes invests in its people; it benefits you and the company.
I have a feeling your head is probably overflowing with new ideas. You covered a lot of material in three days: everything from thoughts and beliefs, to tools and processes. You identified that not everyone is the same; some of us are better “hunters” while others might excel at understanding financial aspects of opportunities. Knowing what your strengths and areas of improvement are gives you power.
What you do every day is invaluable to this company. You are sales leaders and as leaders, you have huge responsibilities. Those responsibilities go way beyond performance as an individual – it takes orchestrated teamwork to win consistently. Being strategic is more important than ever because that’s how you get exceptional results in a difficult market environment. You have to do the right research, put together the right team, understand your customer’s needs beyond the surface, and build meaningful, trusting relationships. For you to achieve your goals, which is turn support the company’s goals, this all has to come together. Putting it all together is a competitive advantage – it’s a core competency. Why, because it’s not easy to do, nor to replicate by others looking in from the outside.
This past week I was at our North American Leadership team meeting in Houston. During the meeting I shared with my team members that our focus going forward must be on growing our top line revenue. We cannot cut our way to health and profitability; we must do it by generating more revenue and margin dollars than our competition. I also told them one of the means by which we are going to do it is by arming our sales teams with better tools and skills than our competition. That in conjunction with our relentless focus on flawless execution will separate us from the rest of the pack.
I have high expectations for the 35 of you. If the Baker Hughes’ goal is to win this war, and Q3 seems to be a battle of its own, I will be looking for you to use what you have learned. Do it for yourself and each other – embrace interdependence! During your customer engagements, focus on getting a YES, or get a NO, but don’t settle for a MAYBE. Leaving a customer meeting with a “maybe” is synonymous with burning time and money – neither of which we can afford to do these days.
On behalf of the entire leadership team, you have our full support to do things differently. To get stronger results, we need to change how we do things. Whether it’s a higher level of engagement at the executive level (feel free to invite me to your customer meetings), an adhoc team created to focus on a specific service value combination, or executing your High Payoff Activities (HPAs) in a way that holds you accountable – I am looking for a step change. Quite frankly, so many others are dependent on your outcomes. It has been said, “Sales teams always lead the cultural transformations.” I can’t wait to see you in action.
Tom W., President | Baker Hughes Canada