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Business Insights & Strategies From Experts: Unveiling Simple Truths Behind Success. I’m always grateful for Reviews and remember to Subscribe
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7 days ago
7 days ago
In this episode of The Inquisitor Podcast, host Marcus Cauchi speaks with Michael Davis-Marks, a veteran of the Royal Navy who commanded a nuclear-powered submarine and now focuses on leadership development and advocating for the veteran community. They discuss decision-making under pressure, the unique transferable skills veterans bring to civilian life, and the critical differences between traditional and effective leadership models like servant leadership. The conversation highlights the importance of training, teamwork, delegation, building trust, and fostering a culture where people feel valued and empowered to do their best work.
- Michael Davis-Marks: Spent 36 years in the Royal Navy, primarily as a submariner, including commanding a nuclear-powered submarine. Served in the British Embassy during 9-11. Since leaving the Navy 13 years ago, he has focused on leadership development and culture. He is also the managing editor of TheVeteran.uk, a publication that gives voice to the veteran community. His mission is to amplify the lived experience of veterans, challenge outdated stereotypes, and advocate for what armed forces veterans can offer to organisations, employers, and society.
Key Discussion Points:
- Veterans as a Valuable Asset: Veterans possess extraordinary transferable skills such as leadership, teamwork, discipline, and commitment, which can be enormously helpful to organisations and society as a whole. There are approximately 2.2 million veterans in the UK, about a million of whom are of working age, representing a significant pool of talent.
- Challenging Stereotypes: The common stereotype of military people as "Colonel Blimp" or a "shouty sergeant" is inaccurate for the vast majority of veterans.
- Veteran Mindset: Many veterans, including Michael, don't initially realise how much they have to offer civilian life due to a self-effacing mindset developed through military training that prioritises the team over the individual.
- Decision Making Under Stress: The military trains individuals to remain calm and think clearly in high-pressure situations. The ability to make good decisions under stress is crucial and can be developed through training and building resilience.
- Leadership Defined: Leadership is not about telling people what to do. It's about motivating and inspiring people, helping them become better versions of themselves.
- Servant Leadership: This model posits that the leader is there to serve the people subordinate to them, helping them realise their full potential. It's about looking after the people in your charge, not just being in charge.
- Delegation vs. Abdication: Leaders who spend their time "doing" are stealing learning opportunities and growth from their people. Empowering people to work things out for themselves, rather than always providing the answer, is crucial for development. Michael's rule was "don't bring me problems, bring me solutions". Allowing people to "have a go," even if they make mistakes in a safe environment, fosters learning.
- Creating Conditions for Trust: Trust begins with the leader's self-awareness, emotional intelligence, and empathy. It is developed by assigning low-risk tasks initially, being a mentor and coach, gently nudging rather than directing, and providing encouragement and positive feedback.
- Leadership is Trainable: While some may be "born leaders," leadership skills can be taught and developed through training and practical experience. Openness to feedback and the realisation that one is not perfect are key to improvement.
- The Staircase of Learning: This concept describes the progression from unconscious incompetence (not knowing what you don't know) through conscious incompetence and conscious competence to unconscious competence (second nature). Training and repetition are critical to moving through these stages and building resilience.
- Continuous Improvement: In the military, standard operating procedures were changed "all the time" because you can't stand still; "every day is a school day". Agility of thought is essential because plans often don't survive first contact.
- The Leader's Role: The leader's job is to create the conditions for their people to do their best work. Delegating tasks to competent people allows the leader to step back, maintain a strategic view, and avoid becoming a bottleneck or single point of failure.
- The Importance of People: People are the most important asset in any organisation, not just numbers on a spreadsheet. Treat them as people. A high staff retention rate is often a sign of a happy and well-led company. People frequently leave jobs because of their boss, particularly if the boss prevents them from doing their best work. Beating people does not improve morale.
- Advice for New Managers: "Get Off Your Arse" (GOYA) is crucial advice. New managers should spend their initial time listening, walking around, asking curious questions about what people do, what they like/dislike, and what can be improved. Taking notes shows you are listening and helps you remember. Getting out and talking to people makes them feel important and that they belong. This approach should be routine, not just for the first few days.
- Lesson for a Younger Self: Michael would tell his 23-year-old self that he knows much less than he thinks and is surrounded by people who can help. He would advise working on relationships with others to learn and grow together as a team, emphasising that people are the most important aspect in everything.
Recommended Resources:
- "Turn the Ship Around" by David Marquette (Discusses an "I intend to" model of leadership empowering the team).
- "Always Start With Why" by Simon Sinek.
- "Leaders Eat Last" by Simon Sinek (Highlights the principle of leaders serving those who rely on them).
- TheVeteran.uk: Publication giving voice to the veteran community.
- Connecting with Michael Davis-Marks on LinkedIn
Monday May 26, 2025
Monday May 26, 2025
In this episode of The Inquisitor podcast, host Marcus Cauchi interviews Edward Ingham about his journey from traditional, product-focused sales to a more customer-centric approach. The conversation delves into the real-life moments that shaped Edward's shift and the practical impact it has had on his career and well-being.
Guest: Edward Ingham, Senior Sales professional (biopharm-bd.com)
About Edward: Edward is a dual national British-Spanish salesperson based in Madrid, with 10 years of experience selling into enterprise pharma and startups. He has observed recurring sales themes across different company sizes and has learned significant lessons from his experiences.
Key Discussion Points:
- The Epiphany Moment: Edward realised the need for change about five years into his sales career. This shift occurred when he stopped focusing on the technical aspects of the product and the prospect's role (like CBO or CEO) and instead looked inward, considering how his own actions were affecting the other person, viewing them as human beings. He began to think about how he would feel if someone was doing what he was doing to them. The second part of this transition was spending time to truly understand the prospect's world, recognising that they don't make impulse purchases and need to "sell" internally within their own organisation to get things done.
- Breaking Point: The old way of selling became unbearable, particularly during lockdown, when facing constant rejection alone in an apartment led to self-doubt. This coincided with him starting to listen to The Inquisitor podcast, which offered a new perspective on questioning people to understand their situation. The sense of rejection was the most difficult part of the old approach.
- Understanding Buyer Behaviour: Marcus highlights that buyers don't reject the salesperson, proposition, or product itself, but rather the uncertainty and lack of safety associated with the decision. Buyers want to make the right decision effectively and know that a purchase will deliver the intended outcome. Creating false urgency creates distrust.
- Learning and Improvement: Edward learned from ghosting experiences that prospects are not necessarily "mugging you off," but often have internal issues or priorities that take precedence. The key is to probe and ask tough questions (nicely) to understand the prospect's reality and qualify or disqualify opportunities early. This prevents "bulking up" pipelines with uncertainty, which can negatively impact forecasting up to the board and investors.
- Becoming an Ally: The moment of realisation that his job was to be the customer's ally, not their accomplice or adversary, came from slowly implementing client-centric approaches and seeing immediate positive results. Switching the tone in emails or meetings led to responses from non-responders, positive reactions, and feeling appreciated in the room.
- The Power of Client-Centricity: Edward found that adopting a client-centric approach, treating prospects as human beings with emotions, helps overcome imposter syndrome, especially for those without a deep scientific background in technical industries like pharma. This approach serves as a unique differentiator against salespeople who product push. Clients appreciate honesty, like direct answers to questions such as "Who is better, you or your competitor?".
- Improved Results: A major difference seen is that very little unqualified opportunity enters the pipeline. By asking questions and understanding the client's position and internal readiness, opportunities are typically only added at a later stage (like "submit proposal"). This results in a very high close rate for opportunities that do enter the CRM. This certainty is valuable for communicating upwards within the company.
- Prospecting for Life: Shifting the mentality from transacting or booking meetings to prospecting for a customer for life changes the entire conversation tone. The focus is on genuinely understanding the other human being and their pressures.
- Client Reaction and Referrals: When this shift occurs, people actually want to spend time with you and become just as invested in the conversation. The feeling of needing to chase disappears. Edward receives messages directly from prospects on their personal phones. He finds he needs to do less work on accounts because internal people know he isn't difficult to work with and will help them internally. People who were historically bombarded may reach out, demonstrating that less work structured differently leads to inbound interest.
- Activities Eliminated: Edward no longer wastes hours with "tire kickers" or spends time on "just checking in" follow-up emails. This time is reinvested in self-improvement or sales enablement. The customer-centric approach reduces waffle and uncertainty in pipeline discussions.
- Doing the Right Thing: A principled approach includes the absolute minimum gesture of honesty, such as advising a prospect that a competitor might offer a better, cheaper, or quicker solution if their request is out of scope. This is uncommon but helps differentiate a salesperson and build long-term memory with the prospect.
- Impact on Self: Being human-centric makes you a lot happier. You go home feeling like you've helped someone, which is often the antithesis of traditional sales. Done well, sales is about facilitating good decisions and empowering people.
- Engaging Broadly: Edward aims to engage with around 12 or more people within an account over the medium term, having interactions not solely focused on the sales process. It's important to get in touch with key people (like procurement or legal) before you need something from them.
- Working with Procurement: Edward learned that engaging with procurement with purely their interests at heart is pivotal. They are trying to save the company money and have specific KPIs; understanding these can help make their life easier and create internal advocates.
- The Power of Mentorship: A critical move was seeking mentorship from people he had previously interacted with, particularly those he might have "pissed off" as a salesperson, or people in roles like procurement. He crafted concise LinkedIn messages asking for 15 minutes a month of mentorship with "no strings attached" and a promise not to abuse the goodwill. The response rate has been incredibly high (above 90%). This provides invaluable insight into the customer's world, their internal pressures, and the emotional factors influencing decisions.
- No Need to Discount: Edward learned that discounting feels insincere and is effectively "lying to people". It should be avoided at all costs unless value has been clearly delivered and the prospect understands they need the product. Discounting hurts cash flow, forces more prospecting, and procurement remembers suppliers who are quick to discount.
- Owning Your Development: Edward advises people who are waiting for company training to stop pointing the finger. It is the individual salesperson's responsibility to train themselves. Finding role models (through podcasts, content, reaching out) and making yourself vulnerable by seeking feedback are key.
- How You Sell Matters More: Both Edward and Marcus agree that how you show up and how you sell matters more than what you sell. The intent behind the interaction will be remembered, not the technical details of the product.
- The Real Issue: The fundamental issue in sales is often time and relevance for the prospect at a given point in time, not the product itself.
- Becoming a Board Director: Edward's recent transition to a board director highlights the value of having frontline sales perspectives on boards, providing insights into market dynamics and customer reactions that senior execs might not have due to being removed from daily sales interactions.
- Final Challenge: Stop product pitching and focus on the prospect's world, their agendas, and their life. Treat them as human beings, understanding their needs and priorities, not just focusing on your own targets.
Recommendations for Further Learning:
- Books: Demand Side Sales by Bob Moesta, Trust-Based Selling by Charlie Green, The Other Side of Sales by Mark Schenkeus, How to Make Friends and Influence People.
- Podcasts/Content: We Have a Meeting (WAM guys), Benjamin Dennehy, Jerry Hill.
- Community: Veblen Community (Callum Lang).
- Networking: Seek mentors through respectful outreach. Consider Sellers Anonymous.
How to Connect:
- Edward Ingham: edward.ingham@biopharm-bd.com or reach out on LinkedIn.
- Marcus Cauchi: Get in touch regarding Sellers Anonymous or the Career Pathfinder.
The conversation highlights the transformative power of shifting to a truly human-centric and principled approach in sales, leading to increased effectiveness, personal fulfillment, and stronger customer relationships.
Saturday May 24, 2025
Saturday May 24, 2025
In this episode, Marcus speaks with Avner Baruch about the invisible costs of misalignment in go-to-market functions and why focusing on traditional sales metrics like ARR and conversion rates often misses the point.
Avner shares his journey into sales enablement and how it led him to develop a methodology called Project Moneyball, which digs beneath surface metrics to uncover the real issues. By factoring in soft skills, time management, and process adoption, this approach helps teams identify problems much earlier, often during onboarding, rather than waiting months for reports to catch up.
Key Themes Explored:
🔸 The Real Cost of Misalignment
Misalignment across sales, marketing, and customer success leads to noisy pipelines, stalled deals, wasted effort, and poor customer experiences. Avner explains how one company saved over $1 million a year by fixing inefficiencies at the top of the funnel. Marcus adds that leaving customer success out of the GTM strategy is a massive oversight that leads to direct and indirect waste.
🔸 Outdated Metrics and Misplaced Incentives
They challenge the use of legacy metrics like booked meetings and conversion rates for SDRs, which often encourage the wrong behaviours. Instead, the focus should be on quality meetings with Ideal Customer Profiles who are a genuine long-term fit.
🔸 Smarter ICP Design
Avner recommends using customer success data to define what a great customer actually looks like, then feeding that back to marketing. This creates a more focused ICP, a cleaner pipeline, and a more effective use of resources.
🔸 Leadership in Uncertain Times
When things get tough, leaders often make panic moves like reshuffling teams or jumping on automation tools without fixing broken processes. They also tend to reuse job descriptions from failed roles, which sets up new hires to fail. Avner argues for proper job design based on desired outcomes, with hiring managers involved from the start.
🔸 Managers as Multipliers
Managers should be hiring well, removing friction, building systems that work, and actively coaching. Enablement is not just a department, it’s a mindset. Research shows that operational coaching by frontline managers delivers strong ROI and better outcomes.
🔸 Cultural and Structural Blind Spots
They dig into leadership behaviours that hold teams back, including ego, resistance to feedback, fear of hiring strong people, and a desire to avoid conflict. These behaviours lead to bloated pipelines, poor handovers, low trust, and declining performance.
🔸 Spotting and Fixing the Gaps
Leaders need to put a number on the cost of the current way of working. That includes symptoms like pipeline bloat, poor onboarding, high churn, CS teams carrying too much weight, and inconsistent sales performance. Avner and Marcus outline practical steps like watching early-stage calls, examining handoffs, and separating SDR and BDR roles to allow for real skill development.
🔸 CRM and Forecasting
They question the value of traditional weekly forecasting meetings, which often provide little insight and lots of theatre. Tech should be used to provide real-time, actionable data, not just serve management dashboards. CRMs should make selling easier, not add friction.
🔸 The Human-Centric Leadership Advantage
The conversation ends with advice to listen, seek feedback, hire well, and drop the armour. Vulnerability and trust are not weaknesses. They’re essential for building teams that are resilient, motivated, and capable of delivering sustainable growth.
📚 Avner’s books The Top Sales Enablement Challenges and The Multiplier explore these topics in more detail. He and Marcus also talk about a potential collaboration to help private equity firms measure "alpha drift" caused by inefficiencies in go-to-market execution.
If you’re a sales or revenue leader tired of vanity metrics and poor alignment, this episode gives you clear, practical ideas on how to fix what’s broken and build a go-to-market function that actually works.
Contact
Avner
https://www.linkedin.com/in/avner-baruch/
Marcus
https://www.linkedin.com/in/marcuscauchi/
or
Email team@laughs-last.com
if you'd like to know more about pipleline triage
Wednesday Apr 09, 2025
Wednesday Apr 09, 2025
In this episode, Marcus is joined by Alan Versteeg, a coach and sales performance specialist with years of experience helping companies unlock what's really holding their teams back.
Together, they explore 9 critical truths most sales leaders overlook, and the hidden leverage points that can transform your results without overhauling your tech stack or doubling your headcount.
What you'll learn:
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Why your middle managers are your most underused asset, and how to activate them
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How on-the-job coaching delivers a 72x return when done right
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The dangerous illusion of control CRMs create, and what to focus on instead
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How shifting from managing individuals to managing the sales environment changes everything
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Why asking basic questions like “Why do we prospect?” can unravel deeper issues in your sales process
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How to identify the handbrakes slowing growth, often hidden in plain sight
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Why failure is your most powerful tool, if you build the right culture around it
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The key difference between managing tasks and driving impact
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And how changing perspective can make the difference between short-term wins and long-term performance
If you're a CRO, VP of Sales, or leading a team in a mid-market organisation, this episode is packed with practical, thought-provoking insight you won't get from dashboards or sales playbooks.
Connect on LinkedIn
https://www.linkedin.com/in/alanversteeg/
https://www.linkedin.com/in/marcuscauchi/
Get Personal Sales Insights
https://bit.ly/NewSellingAptitudeTest
Triage Your Pipleline
https://bit.ly/PipelineTriageAudit
Or https://bit.ly/TalkWithUsNow
Thursday Apr 03, 2025
Sunday Mar 23, 2025
Sunday Mar 23, 2025
What if influence wasn’t about tactics and persuasion but about truth, trust, and genuine human connection?
In this episode, Brian Ahearn, Chief Influence Officer at Influence People and faculty member at the Cialdini Institute, unpacks the fine line between influence and manipulation, a crucial distinction for sales leaders and C-suite executives who want to drive sustainable growth without sacrificing integrity.
🔥 What You’ll Learn in This Episode:
✔ The Ethical Imperative: Why real influence is about honesty, natural principles, and mutual benefit.
✔ Relationships Drive Results: How liking, trust, and connection influence decision-making (backed by Gallup’s research).
✔ The Seven Persuasion Principles: A masterclass in ethical influence, from reciprocity to social proof.
✔ Beyond Product Pushing: Why customers "rent an outcome" (like peace of mind in insurance), not just buy a product.
✔ Long-Term Wins: How nurturing relationships, not short-term wins, creates exponential business growth.
✔ The Power of Pre-Suasion: Setting the stage for influence before the conversation even begins.
✔ Avoiding Cognitive Dissonance: Why understanding customer values first leads to easier, natural sales.
💡 Key Takeaways for Leaders & Sales Teams:
🔹 Stop chasing transactions; build relationships. Influence is a long game.
🔹 Teach your sales team ethical persuasion. Trust beats manipulation every time.
🔹 Understand your customer’s real job. They aren’t buying your product; they’re hiring a solution.
🔹 Use persuasion principles the right way. No fake scarcity, no coercion, just natural, human influence.
🔹 Invest in self-awareness. Mastering influence starts with mastering yourself.
📩 Connect with Brian Ahearn:
👉 LinkedIn: https://www.linkedin.com/in/brianfahearn/
👉 Website: InfluencePeople.biz
📚 Recommended Reads:
📖 Influence: The Psychology of Persuasion – Dr. Robert Cialdini
📖 Influence PEOPLE, Persuasive Selling, The Influencer – Brian Ahearn
🚀 Final Thought:
If you strip away the scripts and sales techniques, could you still influence with integrity? If not, what needs to change?
Monday Mar 17, 2025
Monday Mar 17, 2025
Sales Mastery & The Infinite Game with David Weiss
Episode Summary: David Weiss explores the mindset, habits, and strategies that set top sales professionals apart. From intentional career development to enterprise sales best practices, David shares invaluable insights for sales leaders and professionals looking to elevate their game.
Recorded: August 2020
Key Takeaways:
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The Path to Sales Success: David’s journey into sales highlighted the importance of intentionality and learning from early failures. His experience underscored the necessity of structured training and development in sales.
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Sales as a Professional Sport: Treating a sales career like that of a professional athlete, dedicating time to practice, continuous learning, and skill refinement, is crucial for sustained success.
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Breaking Sales Stereotypes: Sales is often misunderstood as an “expensive dark art.” Leaders must see beyond outdated perceptions and recognize the value of structured, professional selling.
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The Power of Mentorship: Learning from great leaders, and understanding the lessons from ineffective ones, can shape a successful sales career. David shares impactful mentorship experiences that influenced his growth.
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Business Acumen for Sales Success: Sales leaders must ensure their teams understand finance, operations, marketing, and legal aspects to be effective beyond just the sales process.
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Customer-Centric Selling: Sales isn’t the start or end of the customer journey, it’s a part of a broader experience. Leaders should foster a customer-first mindset across the organization.
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Effective Sales Onboarding: The best onboarding programs prioritize organizational understanding, relationship-building, and the sales process before diving into product knowledge.
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Enterprise Sales Mastery: Success in enterprise sales requires experience in internal negotiations, multi-threading, stakeholder management, and long sales cycles.
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Recruiting Top Enterprise Sales Talent: Hiring should focus on candidates with extensive enterprise experience or deep domain expertise. Key attributes include curiosity, relationship-building, and a willingness to challenge the status quo.
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The Habits of High-Performing Salespeople: Self-motivation, thorough research, problem-solving, planning, and organization are critical to sales excellence.
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The Daily Discipline of Prospecting: Even with large deals in progress, maintaining account coverage and prospecting daily prevents commoditization.
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Predicting Sales Success Early: The first 30-60 days of a new hire often indicate future success. Engagement, learning, and pipeline-building should be closely monitored.
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Always Be Recruiting: Sales leaders should proactively build a bench of candidates to avoid reactive hiring, as vacant sales roles are costly.
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Pre-Onboarding for Faster Ramp-Up: Sharing territory lists and facilitating early relationship-building can accelerate a new hire’s productivity.
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Internal Alignment is Crucial: Enterprise sales success depends on preparation and alignment among all internal stakeholders. Sales should be treated like a well-rehearsed concert.
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Leveraging Partners for Success: Partners play a vital role in enterprise sales. Engaging them early and aligning with their goals enhances collaboration.
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The Infinite Game in Sales: A long-term mindset focused on relationships, brand-building, and collaboration leads to sustained success, rather than short-term wins.
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From Transactions to Relationships: The best salespeople prioritize lifetime customer value over one-off deals, genuinely seeking to help their clients.
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Managing the Challenges of a New Role: New sales hires should pace themselves, focus on incremental growth, and redefine what success looks like in the early days.
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The Role of Sales Managers: Managers must understand individual team members' needs and provide support in today’s changing sales landscape.
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Structured 120-Day Onboarding: A well-planned onboarding roadmap should sequence learning appropriately, build foundational knowledge, and provide clear performance metrics.
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First Impressions Matter: New hires evaluate their organization and leaders early on. Providing strong support, feedback, and guidance is essential to retaining top talent.
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Effective Sales Leadership: Great sales managers hire strong talent, support their teams, and remove obstacles rather than micromanage or rescue struggling reps.
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Coaching Through Experience: Sales leaders should let reps lead customer meetings and learn through experience rather than taking over.
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Rethinking Traditional Marketing: Instead of ineffective traditional approaches, businesses should focus on a strong website aligned with customer pain points and leverage user-generated content.
Follow & Connect:
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Connect with David Weiss on LinkedIn: https://www.linkedin.com/in/davidlbweiss/
- Connect with us on LinkedIn: https://www.linkedin.com/showcase/theinquisitor-podcast https://www.linkedin.com/in/marcuscauchi/ https://www.linkedin.com/in/suzannecauchi/
Tune in to hear David’s expert advice on mastering sales and building a high-performing sales career!
Wednesday Feb 26, 2025
Monday Feb 10, 2025
Monday Feb 10, 2025
Selling your business is the biggest deal you’ll ever close, but are you set up to get the best possible outcome? In this episode, Rob Goddard, business acquisitions and sales expert, shares how to maximise valuation, avoid costly mistakes, and negotiate like a pro.
But that’s not all. The principles of selling a business apply to every high-stakes deal. Whether you’re an entrepreneur planning an exit or a salesperson looking to sharpen your skills, this episode is packed with insights you can use immediately.
What You’ll Learn:
✅ How to increase your business’s value before selling
✅ Common pitfalls that leave money on the table
✅ The negotiation tactics that get better outcomes
✅ Why understanding buyers is key in any deal
✅ What top salespeople can learn from exit strategies
Who Should Listen?
🔹 Business owners thinking about selling
🔹 Sales leaders and professionals who want to sharpen deal-making skills
🔹 Entrepreneurs looking to build a business with exit potential
Next Steps:
📌 Connect with Rob on LinkedIn https://www.linkedin.com/in/robgoddard/
📌 Want to improve your sales strategy? https://www.linkedin.com/in/marcuscauchi/
🚀 Don’t miss this one, press play now!
Thursday Sep 19, 2024
Thursday Sep 19, 2024
Leaderboard to Leadership with Rebecca Gebhardt & Marcus Cauchi
Summary: This episode offers more than a sales leadership lesson—it’s a blueprint for transformation. Rebecca and Marcus challenge outdated thinking about leadership, relationships, and what it means to truly succeed in sales. Packed with insight and wisdom, it’s a wake-up call for anyone ready to lead with purpose and intention.
Rebecca Gebhardt’s Leaderboard to Leadership doesn’t pull any punches: promoting your top salesperson doesn’t make them a leader. Leadership isn’t just the next step up from closing deals—it’s a completely different game, and most people aren't prepared to play it. Without the right training and mindset, you're not offering them a promotion—you’re setting them up to fail.
This episode goes deeper than your standard sales talk. Rebecca and Marcus cut right to the core: real relationships. Not the transactional kind that evaporate once the contract is signed, but the ones built on trust and understanding—the relationships that last. Their message is crystal clear: if you don’t understand what your customer actually needs, you’ve already lost them.
Marcus brings the heat with AI, but not in the way you’d expect. Forget about AI as a flashy tool; Marcus shows how it can be a brutal mirror, reflecting your blind spots and challenging your assumptions. It’s not about the tech—it’s about seeing yourself clearly and growing from it.
Then there’s Marcus’s golden rule: "sell hot, not cold." If you’re wasting your time on cold calls and hard pitches, you're missing the point. Warm leads—relationships you’ve already nurtured—are the real opportunities. This isn’t just about closing the next deal; it’s about creating something that scales and sustains success.
Rebecca hits on the mindset leaders need to succeed: “abundant, bold, curious.” Leadership isn’t about resting on your past wins. It’s about staying hungry, constantly learning, and pushing even when you think you’ve arrived. It’s this mindset that gets you to the top—and keeps you there.
But Marcus takes a step back to show the big picture: Sales alone won’t cut it. To win, you need every part of your business—procurement, customer success, finance, operations, the Board, all of it—aligned around what the customer actually wants to accomplish. Silos are where good people are sent to die, too often chasing the wrong metrics for the sake of numbers. That’s how you burn relationships and your reputation.
The reality? Chasing numbers isn’t leadership. Building relationships is. Metrics might feel good in the short term, but if they come at the expense of trust, you’ve already lost the long game.
Leaderboard to Leadership (out 20th Sept 2024) isn’t a roadmap—perhaps it’s your antidote to mediocrity. It’s a guide to transforming potential into performance, not by accident, but by intention. Rebecca doesn’t hand you shortcuts; she gives you the tools to build leaders who can thrive—not just survive. Stop floundering and start leading with purpose.
What's the Ally Method™?
If you’re tired of promoting your top sellers only to watch them stagnate, it’s time to change the narrative. With the ALLY Method™, I’ll show you how the difference between stagnation and transformation is the story you tell yourself. Together, we’ll rewrite that story and turn potential into performance—deliberately, not by accident.
Let’s have a conversation. Contact me, marcus@laughs-last.com, today, and I’ll show you how coaching and training can elevate your team. If you’re ready to break silos, lead with intention, to build something lasting, the bright path is right here. Let’s walk it together.