Travel Builds Character: The Spence Connection

Travel has always been a core part of my life. The excitement, mystery, hassle, fun, and occasional confusion it brings fuels my creativity, propels me toward the next destination, and makes returning to my home in San Diego even more special.

As one of my favorite storyteller, writer, and chef Anthony Bourdain once said:

“Travel is about the gorgeous feeling of teetering in the unknown.”

My friend John Spence knows this feeling well. With more than 30 years in the travel industry, John and his wife, Emma, have crafted experiences for travelers across the globe. Over the past decade, they built their own successful agency, sold it to a larger firm, spent several years within that organization, and then took a well-earned sabbatical. They went traveling, of course.

Now, they’re back and have launched The Spence Connection (TSC). Their approach is simple but powerful: assemble the very best talent, resources, and experiences from across the industry to create a cohesive, custom travel plan for each client. Because they’re not bound to a single company’s offerings, they have the flexibility to hand-pick the right experts and services for your exact itinerary.

To get a feel for the kind of travelers they serve, I recommend reading John’s recent article:
The Power of Planning Your Five-Year Travel Plan

If these services spark your interest, let me know. I’m working with John to create travel memories for my family and for the customers we serve in our core business.

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Tips For Sales Coaching On The Front Line

August 12, 2025

Establishing the right environment for coaching is as important as the actual coaching exercise. In my early sales career, some of the best information I received from my sales managers came after hours in ad hoc conversations on how to best position an opportunity or attack the competition, which helped me establish winning behaviors and habits.

Sales Manager Responsibilities

Sales managers have many responsibilities. Although the buyer/seller engagement gets most of the attention, the second most important relationship is between the seller and his or her manager. Do the sales management behaviors you have in place put you in the back or front position in line? Are you proactively leading from the front of the line, or trying to push your team from the back?  Which position would be the most advantageous for you and your team?

In many organizations, sales managers take pride in the fact that they are “behind” their team.  They take pride in being available whenever they are needed to come in and close a deal, discuss what went wrong after a loss, and check-in on progress throughout the sales cycle. These are examples of pushing from the back of the line. However, being at the front of the line is much more beneficial to both managers and their direct reports. How do you ensure you’re leading from the front of the line? Consider these four must-dos:

1. Manage Expectations – This concept is the polar opposite of figuring out what went wrong after losing a sale. Clearly defined sales process expectations are valuable in winning a sale. Ken Blanchard, author of the “One Minute Manager” makes the following statement: “As a manager, I’ve found that people are amazingly good at meeting my expectations, but only when they understand exactly what those expectations are.” If you set clear expectations for your team at every stage of the sales cycle, they are more likely to plan ahead to achieve a more productive sales engagement, increasing the probability of a win.

2. Review and Plan – This is where accountability comes in. A verbal summary of a conversation between a sales representative and a prospect is only subjective without customer validation. Require a consistent follow up to each sales call which includes a brief written summary of the conversations and clear agreed upon “next steps.” Schedule weekly performance assessments with each member of your team to encourage skill attainment and to address skill deficits.

3.  Coach and Confirm – Once skill deficits are uncovered, use the following tips for leading a coaching session:

  • Be honest, open, respectful
  • Give feedback in private (praise in public)
  • Review expectations
  • Be specific about deficit components
  • Ask for their perspective on deficit and possible causes
  • Ask for their ideas for skill fulfillment
  • Be prepared with some suggestions
  • Determine clear next steps and follow-up

4. Reinforce – Make sure your selling behavior is something worth emulating for all of those in line behind you. Remember the child’s game of “Follow-the-Leader”?  Management behavior will reinforce habits that are good or bad. As you lead, they will follow. 

Get behind your sales team by doing an “about-face” and leading from the front of the line. Manage expectations, review and plan, coach and confirm, and then reinforce. 

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How Skills Development Fills Your Sales Pipeline

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Many sales executives are laser focused on filling their pipelines for the year. Successful sales leaders know that a pipeline filled with qualified opportunities is essential to building sustained and repeatable revenue results, which is ultimately the fuel that drives organizational success. 

But the path to get to a healthy pipeline is not necessarily well understood and includes a number of variables, including the talent of the sales reps, market shifts, government regulations, and the competitive landscape. Despite these factors, there is one element that remains constant – selling skills. In order to have sales reps who successfully fill the pipeline with qualified opportunities, they must know how to identify, qualify, develop opportunities. 

Most sales managers are well versed in deal coaching. This means they know how to help their reps assemble the right mix of product and pricing to meet a customer’s requirements. While this is important, it does not address the fundamental need to understand how well the rep has qualified the opportunity, identified key players, and aligned your product/service offerings to meet the prospect’s business objectives. Each of these three steps requires specific skills, and managers who help their reps improve these skills are ones that will see the biggest impact to their overall sales pipelines and year-end results. 

Want to understand what prevents your sales managers from prioritizing skills coaching? Check this article out. And Look here for tips on successful skills coaching strategies.  

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What Buyers Really Want: A Conversation with Renato Beninatto 

Renato Beninatto and I have been having conversations for 25 years. The first was in Los Angeles in 2000, when he hired me to lead the North American sales team at Berlitz GlobalNET. The most recent? A conversation we recorded last week for this podcast, What Buyers Really Want.

Between those two milestones, we’ve had dozens of conversations across 11 countries, in dialogues with over 250 attendees at sales process workshops, and during more than a few memorable meals. One of the most special? Sharing dinner with our wives while overlooking the Mediterranean from a villa in Tuscany.

In the video above, Renato shares a wealth of insights on how to Establish Value with your customers to stay relevant in the conversation and uncover new business opportunities with both existing and prospective clients. This research is based on 60 meetings with buyers conducted in Europe, North America, and Australia.

If you’ve been wondering: 

  • How do today’s buyers really make decisions? 
  • Where can I bring more value into my customer conversations? 
  • What’s changed (and what hasn’t) in buyer behavior? 

Renato and I cover these topics, and tactics to improve your results.
 

After you watch and listen, please reply and let us know:  

  • What parts of this exchange resonated the most for you? 
  • How are you working to establish value with your customers today? 

Until next time, thank you Renato!

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Four Skills That Make a Good Sales Manager Great

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I am often asked by management teams to participate in their sales meeting. They look for me to provide feedback, as well as perspective, based on my customer experiences around revenue development. Many of these meetings incorporate team-building events – perhaps at a tropical location or golf resort – while others are more dialed down and focus on a theme such as setting the company’s vision. Whatever the atmosphere, I enjoy the opportunity to provide insight into customer needs, preferences and pain points while observing the company’s top performers.

Not long ago I reflected on what makes a good sales manager outstanding, after all, a terrific sales manager is central to the success of a sales team and the overall performance of a business. We know a manager’s primary role is to develop the sales rep and the sales rep’s main responsibility is to develop opportunities and win business.

But not everyone gets from A to B. Here are four skills that a sales manager must master to become great and keep the pipeline moving.

  1. Determine Objectives: I have seen managers who set objectives based on their personal experiences with no buy-in from their sales reps. Does this sound familiar? “All sales reps must call on five opportunities a week and make 20 cold calls a day.” While this method may work, a better approach is to establish objectives with your sales reps. For instance, “Here are the revenue objectives we are trying to meet this year. What do you think we need to do to achieve this objective?” Managers who can secure buy-in from their sales reps and set clear, well-defined objectives will foster amazing performance.
  2. Schedule Reviews to Share Agreed Upon Information:Once objectives are set and expectations are clear, what happens next? Letting your sales rep “wing it” is not the answer. It’s crucial to provide guidance and structure. If the objective is to win $500,000 of new business, you and your reps should discuss the types of customers they need to talk to. How many of each of those customers should they talk to to reach their goal? Are corporate systems in place where reps execute follow-up correspondences? Emphasize the importance of being proactive, addressing client needs and maintaining professionalism in all communications. Have reps share their customer touchpoints with you for accountability. Walking them through follow-up expectations and processes will create a framework for repeatable success.
  3. Evaluate and Coach: In my experience, you can learn a lot about a sales rep’s performance from a prospect’s reply to a follow-up correspondence. Are enough letters being sent to show an ample pipeline? Is the rep talking to the right people? Are customer goals clearly stated and can your service or product move the customer closer to those goals? Letters should tell all these things and more. After your evaluation, choose one or two skills to coach your reps on. Do more than that and your limited time together will feel jam-packed and your coaching will be overwhelming. Tackle one skill at a time to foster improvement. For example, try role-playing with a rep and listen to how he or she positions your company’s capabilities. Tackle another skill the next time you talk or meet and solicit feedback on how the skill is developing.

 

  1. Offer Feedback and Reinforce:Look for what your sales reps do well. You’ll need to continually reinforce the positive to maintain the foundation you are building on with your reps. If objectives have not yet been achieved, focus on what’s going right and how a particular skill helped to get them halfway there. Then, work together on skills that will get them the rest of the way.

American business magnate and philanthropist John D. Rockefeller said, “Good management consists in showing average people how to do the work of superior people.” By mastering these four skills managers will get superior people producing superior results.

If interested in developing these skills, reach out to learn more about our workshops and services.

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My Favorite Sales Job Ever (Except This One): Nextel Communications

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The first time I hit the Push-to-Talk (PTT) button and reached my entire team in real time—it felt like magic. No dialing. No waiting. Just click and talk. That moment hooked me. And the company behind it, Nextel, quickly became my favorite sales job ever (aside from this one).

From my graduation at San Diego State in 1987 to launching a Nextel dealership in 1998, I spent 11 years in roles that shaped how I work, lead, and think today. My time as an Account Executive at Nextel stands out for three simple reasons: Atmosphere, Technology, and People.

Atmosphere Forget “culture,” Nextel had atmosphere. The kind you could feel the second you walked in. The VP of the region John Combs trusted the GM of San Diego Chris Duggan, who trusted my Manager Sally Fleck, who trusted me. That chain of autonomy made us fast, focused, and fearless. The founders—Brian McAuley and Morgan O’Brien— were serial entrepreneurs, and their spirit ran deep in the company. I ended up working with them again later at Pacific DataVision. But perhaps the biggest spark came when Nextel opened indirect distribution, and Brian Moses brought me an opportunity. I co-founded Aadvanced Wireless, our own Nextel dealership. That hands-on experience launched my journey into entrepreneurship.

Technology We were selling the first digital voice/data combo in the country—TDMA, for those keeping score. In 1994, our first Motorola-made handset (the Lingo) looked like an old school two-way radio with rounded edges. It weighed enough to act as a self-defense tool. But the Push-to-Talk feature? Game-changing. Tech Magicians like Jack Demers kept innovating. By 1999, the units got smaller, features and functions leapfrogged ahead and you were suddenly holding a mobile computer in your hand.

People At the heart of it all: the people. Sally Fleck assembled a crew of sales pros I’m still in touch with today. John Stevenson came into sales leadership next and brought in more top-tier talent. We pushed each other. We won big. And we celebrated even bigger. Our 1997 Presidents Club trip to Jamaica? Unforgettable, mon (as seen in the attached picture). And we will be together again soon—reuniting in Long Beach this August after 30+ years.

Looking Back—and Forward Nextel didn’t just give me a paycheck—it gave me a blueprint. Empower your people. Trust their instincts. Lead with energy. I’ve carried those lessons ever since.

If you don’t enjoy what you do, it shows. Nextel was the kind of place where I wanted to show up. And that still makes all the difference.

Wendy Carter, Tracey Fryer, Mark Schechter, Zara Sclar, Jeff Dalton, Glenn Bowie,  Roxanne, Lynnda Shepherd, Eric Meehan, Jack Demers, Bill Leversee, Keith Schneider, Tamara Chamberlain, Pam Wylie, Troy Parish, Marc Savas, Chantal Turenne des Pres, Shannon Skaff, Don Girskis, John Pescatore, John Zarb, Troy Knuckles, Ned Bliss, Margaret Carroll

 

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On The Road Again: New Orleans, Louisiana

In the swamps by the bayou, you can’t often see what’s coming at you. How about in your revenue pipeline? Click the video to listen more on increasing your visibility to revenue.

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Tactical Execution of Commercial Strategy (TECS) in Life Sciences Sales

In today’s competitive market, a well-defined commercial strategy is essential for achieving long-term success in sales. But what separates high-performing sales teams from those that struggle isn’t just the strategy itself—it’s how effectively that strategy is executed.

Tactical execution transforms a high-level commercial vision into real, measurable results.

Let’s explore the key elements of tactical execution in life science sales, and how businesses can align their teams to ensure every move propels them closer to their goals.

What Is TECS?

Tactical execution refers to the specific, actionable steps taken to bring a broader commercial strategy to life. While commercial strategy focuses on the long-term vision—such as market positioning, customer acquisition, and revenue goals—tactical execution is about the how. It’s the day-to-day Sales activities that ensure sales targets are met, pipelines are built, and relationships with customers are strengthened.

In essence, TECS translates your strategy into action. Without it, even the best commercial strategy will fall flat.

  1. Define Clear Objectives and Metrics

One of the first steps in tactical execution is ensuring every team member knows the specific objectives they are working toward. Sales leaders must communicate clear KPIs that align with strategic goals, such as:

  • The number of qualified leads generated.
  • Conversion rates at various stages of the sales funnel.
  • Average deal size or customer lifetime value.
  1. Use Customized Sales Tools for Conversations

Sales teams can no longer rely on instinct alone. The use of tools that are created for market specific applications for your product and services are essential. Forrester Research says only 26% of sellers know how to articulate the value their company provides. Don’t leave it to chance that the other 74% will get this right. Develop and adopt the use of tools in prep and Coaching calls.

  1. Align Cross-Functional Teams

Successful execution depends not just on sales but on a harmonious effort across marketing, customer success, and product teams. Cross-functional alignment ensures that everyone is rowing in the same direction.

Sales leaders must promote open communication between these departments to create a unified approach to achieving commercial goals. Regular interdepartmental meetings and collaboration tools, such as Slack or Microsoft Teams, can foster this alignment.

  1. Continuous Improvement and Adaptation

The business landscape is constantly evolving, and so too must sales tactics. TECS isn’t a one-time event; it’s an ongoing process of refinement. Adapting to changing market conditions or buyer preferences ensures that teams remain agile and ready to pivot when needed.

  1. Accountability

For tactical execution to succeed, every sales team member needs to be held accountable for their performance. Clear accountability fosters responsibility, but empowerment fuels innovation.

  1. Effective Sales Training and Coaching

Finally, none of the tactics will work without the proper skill set. Continuous sales training and coaching are critical for ensuring that your team has the expertise needed to execute the strategy.

Sales teams must be equipped with:

  • Conversation tools that allow them to present value effectively.
  • Negotiation skills to handle objections.
  • The ability to understand customer pain points and offer relevant solutions.

Conclusion

Tactical execution bridges a company’s commercial strategy and its success in the marketplace. By breaking down big-picture goals into clear, measurable actions and aligning sales efforts with other departments, businesses can effectively execute their strategy to drive revenue growth.

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Perspective: Use It or Lose It | 20 Years… and Still Going

We were overwhelmed by the kind words and well wishes from everyone who joined us for our 20th Anniversary Party—to include Kevin Leak, Arne J.Brandon, Dawn Barry, William Lynch and even from those who couldn’t make it. One former customer said, “Wishing you 20 more years!” I smiled and thought, that’s kind… though maybe 5 more sounds a bit more appealing.

Milestones like this stir up a flood of memories, emotions, and connections with people you haven’t seen in years. One guest was the person who hired me for my last “real job” before starting this business. We shared a great laugh—funny how time smooths over the rough spots and makes the good moments shine even brighter.

My son Shane Flannery, now 23, had some great conversations at the party—with familiar faces and new ones. It was meaningful to watch him reconnect with someone he first met a decade ago. At the time of our 10-Year Anniversary, Shane was just 13 (see picture).

And then there’s Septembre Flannery. She is the reason any of this was possible. Twenty years ago, she told me to “go for it,” and her steady support has been the foundation for everything good that’s come since—namely, Shane, Hannah Flannery (back East working her Summer Internship at Lincoln Financial), and Flannery Sales Systems. Thank you, Septembre.

The business is strong. I love what I do. The outcomes we help our clients achieve are genuinely inspiring. So yes, you’ll still find me trapsing through airports, off for the next Workshop to share ideas that are shaped by team members Malinee Churanakoses and Tom Martin, and doing the work that matters most: helping teams grow and thrive.

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Why Most Sales Strategies Fail Without Tactical Execution

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When I think of the word “insights” as it relates to our business (sales process), the name Anthony Iannarino comes to mind. Anthony sees things differently, before and after they happen in the marketplace. I have relied on him for business and personal topics for several years, and am pleased to call him a friend and colleague.

And thanks for this GREAT article below. Pictured here at The Kennedy Space Center Selling Power 3.0 Conference hosted by Gerhard Gschwandtner in December 2022. We watched a rocket land upright that day….unbelievable!

Article Below By Anthony Iannarino 

International Speaker, Sales Leader, Writer, Author

Strategy without tactics is like a blueprint with no builders—useless, no matter how brilliant it looks on paper.

Most of the time, leaders and managers are hyper-focused on strategy. That’s understandable. Strategy is the exciting part. It’s the big idea, the grand vision, the framework that’s going to guide the team toward a better future. But while strategy is important—crucial, even—it’s rarely enough to produce the outcomes we need in the real world.

To make this practical, let’s look at the idea through the lens of B2B sales. Sales leaders, sales managers, and frontline sellers often put their faith in the overarching strategy. They believe their sales approach—whether consultative, value-based, or insight-driven—is what’s going to produce results. And they’re half right.

My strategy, for example, is to be One-Up (see Elite Sales Strategies: A Guide to Being One-Up, Creating Value, and Becoming Truly Consultative). That means I show up as the expert in the conversation. I am the person with the authority, the insight, and the experience to create value for my clients—often in ways they didn’t expect.

But here’s the truth most people miss: even the best strategy dies on the vine without the right tactics. A strategy without tactical execution is impotent. It can’t do the heavy lifting. It can’t produce outcomes on its own. It’s nothing but an elegant theory.

Let me say it another way. A strategy without a supporting set of modern sales tactics is a failure waiting to happen.

Over time, through building sales methodologies and frameworks for hundreds of clients, I’ve identified the tactical levers that bring strategies to life. These tactics are not arbitrary. They’re designed to create value inside the sales conversation—where deals are won or lost. Below is a short list of effective B2B sales tactics that support any value-based or consultative strategy.

Modern B2B Sales Tactics That Make Strategy Work

Insight-Led Discovery – Don’t start by asking the same tired questions as your competitors. Begin discovery with insights about your client’s market, their industry shifts, or economic trends. This repositions you immediately and reframes how the client sees their challenges.

Problem Reframing – Most clients describe their symptoms, not their disease. One of your jobs is to help them see the root cause of their issues—often something deeper, more structural, and more strategic than they realized.

Gap Analysis – Use data to calculate the distance between where the client is now and where they want to be. Show them, in real terms, the ROI of making a change. This makes your solution a business decision, not just a purchase.

Strategic Questioning – Don’t just ask questions—craft questions that create clarity, uncover blind spots, and connect tactical pain to strategic risk. Your questions should do more than gather information; they should deliver value.

Pain Amplification – Not in a manipulative way—but in a real, ethical way. Clients often underestimate the cost of doing nothing. Help them explore the implications of inaction and align internal stakeholders around the urgency to change.

As a strategist, your job is not done until you’ve defined the tactics required to execute. If you’re a sales leader, a manager, or a consultant, you must also be a tactician. Otherwise, your strategy is nothing more than an aspiration.

The future belongs to those who can marry strategy with execution—who can connect ideas to actions that produce results. The tactics above are just a handful from a longer list I use with clients to drive real-world outcomes in enterprise sales environments.

If your sales strategy isn’t producing, don’t revise the strategy first. Look at your tactics. That’s where the gap almost always lives.

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