Timestamps

[00:00:49] Terry's background story

[00:03:22] What does success mean to you?

[00:07:22] Difference between Good and Great Salespeople

[00:08:50] Motivation, Ownership, and Discipline

[00:09:27] Situational Leadership

[00:15:50] People who are good at assessing situations are far more likely to be successful

[00:19:26] 4 levels of leadership

[00:20:39] Terry's views on agility

[00:27:45] Do you wanna be in a speedboat or yacht?

[00:30:01] 70-30 rule

[00:31:47] 4 stages of development in a job

About Terry Smagh

Terry Smagh is the SVP and General Manager for Infor. He has been a pioneer in the APAC region, starting and scaling Qlik and then BlackLine over the last 10 years. Most importantly, he believes in building a culture of success from the ground up, and today we're going to learn all about it.

10 Insights in Going from Good to Great in Sales and Leadership

Success is often born from a delicate balance of diversity, motivation, discipline, and adaptability. To shed light on the path to success, I asked Terry Smagh to share his invaluable insights:

1. Terry’s diverse experiences and how it shaped his philosophy

Terry shared his career as a programmer, then a solution consultant and finally moved into sales and leadership. He is adept at working with people, building relationships with partners, and collaborating with customers in the enterprise segment.

Being a native Singaporean, he has lived in Australia for over 10 years and speaks five local languages. The melting pot of creativity in Asia allowed him to learn continuously and give back to others. Particularly, Terry hopes to learn and give back to his audience by sharing his significant builds with companies and setting up GTM motions.

Even with his experience, Terry believes that every day is still a learning phase.

1. Be Open to Adapting to Different Cultures. Emulate Terry's approach by immersing yourself in various cultures and languages. For instance, if you're expanding into new markets, take the time to understand the nuances of customer interactions and adapt your communication style accordingly.
2. Embrace Continuous Learning and Mentorship. Follow Terry's lead by seeking out mentorship and actively engaging with supportive teams. consider becoming a mentor yourself, as sharing knowledge can be a powerful way to solidify your own understanding.
3. Focus on Building Genuine Relationships. Prioritise relationship-building in your sales approach. Invest time in understanding your partners and customers on a personal level. Take them out for coffee or lunch to discuss their goals and challenges. This genuine interest fosters trust and can lead to long-lasting, mutually beneficial business relationships.

2. Motivation helps you start, but discipline keeps you going

Terry shared that you need motivation and discipline to succeed. He compares it to getting fit to stay healthy or look good; you need the motivation to start, but you also need discipline to keep you going.

He also mentioned that the culture of success is founded on these things:

• Motivation: Being personable but also being clear and definitive about your goals
• Discipline: Being talented, but also showing up and doing the hard work
• Continuous Learning: Spending time with your colleagues or team members

Overall, Terry believes it's important to recognise that sacrifices are necessary to achieve greatness. Understanding the ingredients of a successful culture is crucial for personal growth and success.

Switch actionable tips:

1. Strive for a Balanced Culture of Success. Take a cue from Terry and set clear, achievable goals for your career. Determine the right mix of motivation and discipline to stay on track. Remember, motivation gets you started, but discipline keeps you going. Find your own balance to excel in your field.
2. Emphasise Clarity and Direction in Goal Setting. When setting goals, be precise about what you want to achieve and how you plan to get there. Break down larger objectives into actionable steps. This clarity helps maintain focus and ensures you're moving in the right direction towards success.
3. Prioritise Professionalism and Performance. Understand that being nice and personable is important, but it's not enough on its own. Strive for excellence in your field. This might mean making tough decisions or pushing boundaries to achieve greatness. Remember, being respected for your abilities and achievements is an essential part of a culture of success.

3. Go from being Good to being Great

Pree reflects on the difference between good and great salespeople. He shared that great salespeople manage their goals and outcomes by the hour, while good people do it by the day.

He then shared a personal experience of managing his hourly sales goals, resulting in a better day. His experience shows how being great requires getting your skin in the game.

Terry also added that ownership is what makes people great. While good people can accomplish tasks in a few days, great people finish theirs in a few hours because they have ownership. Ownership makes you more efficient, according to Terry.

Switch actionable tips:

1. Embrace Hourly Goal Management. Take a page from Pree's book and start managing your sales goals on an hourly basis. Set specific targets for each hour of your workday. This approach keeps you focused towards your overall sales objectives.
2. Prioritise Outcome-Oriented Planning. Instead of merely going through the motions, focus on outcomes. Determine what you want to achieve in each hour of your sales activities. Whether it's reaching out to a specific number of leads or closing a deal, having clear outcomes in mind drives purposeful action.
3. Embrace Ownership and Accountability. Follow Terry's lead by taking ownership of your tasks and projects. Hold yourself accountable for the outcomes. Instead of rushing through tasks, focus on delivering quality results, even if it takes a bit longer. This sense of ownership sets the foundation for achieving greatness.

4. Be situationally aware and outwork the competition

Terry also emphasised that people who are good at assessing situations are more likely to be successful in business. They are more likely to be successful in tier two or legacy vendors, where it is not guaranteed that a deal will happen. However, they must be determined, gritty, intentional sellers who know they cannot take anything for granted. They must be prepared, have a 10 out of 10 rapport with the client, and discover in the conversation.

He also added that these people should not expect top management to lead the way, as they are all leaders in their own domain. Instead, they should decide how they will make a fundamental difference in the company, taking ownership and accountability as part of the organisation.

Companies' reputations are not built overnight, but it is about one or two key people that anchor it down. To be one of these people, you should embody the brand itself. Terry then added that when you start doing things and making a difference in your life, it is extremely contagious.

1. Develop Strong Situational Assessment Skills. Before meeting a potential client, research their company thoroughly, understand their industry challenges, and identify how your product or service can address their specific needs. During the meeting, actively listen to their concerns and adapt your approach to align with their situation.
2. Take Ownership and Accountability. Instead of waiting for directives from top management, proactively identify areas where you can make a meaningful impact in your role. For instance, if you're in charge of customer onboarding, create a streamlined process that reduces onboarding time by 20%, demonstrating your ownership of the customer experience.
3. Be the Brand You Represent. Ensure that your actions and interactions reflect positively on your company. This could involve consistently delivering high-quality work, going the extra mile for clients, and actively participating in industry events to showcase your expertise. By embodying the values of your company, you become an ambassador for its success.

5. Master the 4 levels of leadership: Self, Peers, Individuals and Managers

Pree shared the concept of four levels of leadership: self-leadership, peer leadership, team leadership, and group-level leadership.

Self-leadership involves leading oneself well, and ensuring others follow. Peer leadership involves starting with a formal title, team leadership involves management roles, and group-level leadership involves managing managers.

Mastering personal excellence is crucial for success in leadership roles, as it can lead to a more successful career.

Switch actionable tips:

1. Prioritise Self-Leadership and Personal Excellence. Dedicate time each day to reflect on your personal goals and values. Establish routines that promote self-discipline and enhance your skills. For instance, if time management is a challenge, adopt a productivity technique like the Pomodoro Technique to improve your focus and productivity.
2. Embrace Peer Leadership Opportunities. Even without a formal title, take the initiative to lead initiatives or projects within your team. For instance, volunteer to lead a cross-functional task force to address a critical issue. By demonstrating leadership capabilities at the peer level, you can influence positive change and gain recognition from your colleagues.
3. Seek Management Roles for Team Leadership. Actively express your interest in taking on management responsibilities within your team. Seek out opportunities for mentorship or training programs that can help develop your leadership skills.

6. Be agile, question resistance, and take action

Terry underscores the significance of agility in fostering a successful culture in the APAC region. Agility, he notes, demands flexibility without compromising the ultimate goal. It also involves a shift in mindset, acknowledging that some may find change uncomfortable.

He stresses the need for adaptable decision-making, particularly considering the diverse cultures and languages within APAC.

Terry likens agility to steering a speedboat—a small, capable crew swiftly adjusting course as needed. In his diverse teams, Terry also believes in the importance of collective understanding and harmony in movement. He encourages questioning resistance in a constructive manner.

In essence, Terry views agility as essential in the APAC market, prompting quick thinking and efficient action to enhance productivity and effectiveness.

Switch actionable tips:

1. Invest in Continuous Development. Implement regular workshops or webinars focused on emerging trends or product updates. Provide access to online resources and encourage certifications in relevant areas.
2. Empower Data-Driven Decision-Making. Leverage data analytics to inform your sales strategies. Encourage your team to rely on data for prospecting, lead scoring, and customer segmentation. Use CRM tools to track and analyse customer interactions. Use this data to identify high-value prospects, personalize outreach, and refine your sales approach.
3. Cultivate a Customer-Centric Mindset. Implement a structured customer feedback loop to gather insights into their pain points and preferences. Use this feedback to tailor product offerings and improve the overall customer experience.

7. Speedboats vs. Oil Tankers: Go where you can make the most difference

Pree discusses the importance of intentional activity rather than chaos and the comparison between speedboats and oil tankers.

He also emphasised the importance of understanding one's comfort level and where they can make a difference. Pree and Terry also discussed the difference between the two, stating that alignment with the company, the solution set, the manager, and personal values is crucial for success in either company.

Pree acknowledged that people may find themselves on an oil tanker but yearn for a speedboat, while those on a speedboat seek stability and optionality.

1. Prioritise Purpose and Alignment. Encourage your team to understand the "why" behind their decisions and actions. Conduct regular team discussions where members share how their work aligns with the company's mission and values.
2. Assess Comfort Levels and Seek Growth Opportunities. Promote self-awareness among your team members to identify their comfort levels and areas where they can make a meaningful impact. Conduct individual assessments or coaching sessions to help team members recognise their strengths and areas for growth.
3. Balance Stability and Agility. Encourage a healthy balance between stability and adaptability in your team's approach to work. Implement agile methodologies where appropriate, allowing team members to pivot quickly when needed (like a speedboat). At the same time, provide clear structures and processes for stability (like an oil tanker) when consistency is required.

8. Follow the 70-30 rule in hiring talented people

Terry emphasised the importance of having a 70-30 rule when seeking talent. He suggests that a person should come in with 70% expertise, while they have to learn the 30% at work. This 30% perspective helps them stay relevant and relevant in their next job.

He believes that this is a cycle, as it doesn't change what he has known 20 years ago. Terry also suggests that if a person feels stuck, they should try drawing with a different pen and have conversations with their manager, instead of finding a new job right away.

1. Implement the 70-30 Rule for Talent Acquisition. During interviews, assess candidates not only based on their current knowledge and experience but also their eagerness to learn and adapt. Ask about instances where they demonstrated a commitment to ongoing professional development.
2. Encourage Continuous Learning and Adaptation. Provide opportunities for skill-building workshops, encourage participation in industry conferences, and promote knowledge-sharing sessions among team members. Recognise and reward individuals who actively seek out new information and skills.
3. Promote Proactive Problem-Solving. Encourage your team members to take initiative when faced with challenges. Share success stories of members who proactively addressed a problem by seeking advice from their manager or collaborating with colleagues.

9. Coach your team through 4 stages: learning, performance, consolidation and stagnation

Pree discussed a person’s four stages of development within their job: learning, performance, consolidation, and stagnation. In the learning stage, employees spend more time taking in than giving out, while in the performance stage, they give out. In the stagnation phase, employees may need to consider finding a new role or a new pen.

1. Empower Employees Through Development Stages. Provide structured training and mentorship programs for employees in the learning stage to facilitate their growth. Encourage those in the performance stage to take on leadership roles and mentor others. For individuals in the consolidation stage, offer opportunities for special projects or cross-functional collaboration. Be attentive to signs of stagnation and initiate discussions about potential career shifts or new challenges.
2. Foster a Culture of Continuous Learning and Performance. Create an environment that encourages ongoing learning and high performance. Establish regular knowledge-sharing sessions or workshops to facilitate learning and skill development. Provide resources and opportunities for employees to acquire new skills or certifications that align with their roles.
3. Promote Self-awareness and Proactive Career Planning. Initiate regular one-on-one discussions with team members to assess their satisfaction and growth within their current roles. Encourage them to set personal goals and identify areas for improvement or further specialisation.

10. Seek to work with the best you possibly can

Terry also made a point about the nuance of working with the best people. While they can be difficult, they will respond positively if you approach your relationship with them with an attitude of learning.

He also adds that the best people are consistently learning and improving, even though the chances of a superior job are not guaranteed.

Terry also ends this topic by encouraging sales leaders to be agile and empathetic, as more people these days might need help.

By focusing on making changes and being a good example, they can help others in need.

1. Prioritise Collaboration with High-Caliber Individuals. Engage with top performers in cross-functional projects or initiatives. Actively participate in knowledge-sharing sessions or workshops led by experienced team members. Approach interactions with a mindset of learning, recognising that valuable insights and skills can be gained from working alongside the best.
2. Cultivate a Culture of Continuous Learning. Create a platform for team members to share their learnings and best practices, fostering a collaborative learning environment. Recognise and celebrate instances where individuals demonstrate a commitment to self-improvement and learning.
3. Promote Agility and Empathy in Leadership. Encourage leaders to be receptive to different working styles and approaches, allowing for flexibility in how tasks are accomplished. Lead by example, demonstrating agile and empathetic leadership practices, which can inspire others to adopt similar approaches.

Final thoughts

Terry's insights serve as a valuable guide for leaders looking to cultivate a culture of success. By embracing diversity, fostering genuine relationships, and prioritising continuous learning, you can build a dynamic, high-performing team.

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