Hi, Friends. It’s Gary Fly with The Brooks Group.
I hope you’re well, and I am excited to be with you today.
I’ve been thinking an awful lot recently about what challenges we have as leaders, what challenges we have as sales leaders with all of these interesting and unusual and maybe once-in-a-working-career macro influences out there. What does that mean for us?
It seems to me, in some ways, that there’s the same level of uncertainty and unknowing of what to do as we experienced at the beginning of the pandemic. People did not know how to react, they did not know how long this was going to last, and they did not know the implications on their business. I think we’re in a very similar state due to these macro events that have been going on. Events like inflation and the impact it’s having on pricing, the supply chain and the inability to get materials consistently, the war in Ukraine that’s starting to have really significant worldwide impacts, the staffing challenges, and the great resignation. All of these events are putting a lot of stress on workers that are staying in their positions. I often think about what I’ve seen in restaurants, they’re short-staffed, and the folks that are there are working twice as hard as they would normally have to. So, what does that mean for us as business leaders?
How do we deal with this as sales leaders? Here’s what we’re doing at The Brooks Group:
- First, we actually went back to our pandemic playbook and dusted it off to look for solutions or things that we did at the beginning of the pandemic that seemed to have a positive impact. We looked to see if they have some applications for today and here’s where we landed:
- Second, out of our discoveries, we decided to get close to clients again, in a human-to-human way, to be authentic with them and understand what clients’ needs are.
- The third thing we discovered we need to do, is to be clear-eyed about reality. I read a book once that said s”ee reality, and take action.” Well, the reality for all of us is a little bit different right now. At The Brooks Group, we aren’t necessarily affected by supply chain issues, but many of our clients do and the reason I think “see reality and take action” is important is that it allows you to think about how you can really be of service to your clients.
- Fourth, is to figure out how you can be of service to your clients. If you know what your reality is, you know what your supply chain really looks like. If you find that it’s under expectations, at least you can start communicating that. You can then look for solutions, even if the solution is unusual, having the mindset to try and find a solution that will be the best service to your clients will go a long way.
- The fifth thing is to be very clear in your communication. We are often having to relay news that we don’t like to relay and I think the way we build trust is to be clear in our communication and provide information as transparently and proactively as possible.
I hope these ideas make sense, and I hope that you find some value in them. I would love to debate, discuss, and provide additional information if that would be helpful. You can email me directly at email@example.com with any points you want to share on the subject.