Translate commercial objectives into sales management
To lead a sales team, I need to understand where the business comes from and where it can develop. I look at customer segments, markets and relationships, then decide with the team where our effort has the strongest commercial case. That gives account development and day-to-day sales activity a clear direction.
At Accor, I led the Eastern European Sales Team, including its Sales Managers. This strategic sales team developed and implemented outbound business to Poland, Hungary and the Czech Republic. Targets, performance assessment and follow-up were part of my responsibilities. At Park Inn, these were complemented by individual targets for a directly managed sales team and close coordination with Revenue Management and the General Manager. I want each person to understand how their accounts and decisions contribute to the wider sales plan.
I draw on customer and account segmentation, a sales pipeline review, key-account plans and a forecast that separates opportunities from realistic expectations. I select measures such as revenue contribution, conversion or account development according to the business model, and review them together with Revenue Management and operations.
Develop talent and broaden responsibility
When I think about someone’s development, I start with what they already do well and where they could take on more. I discuss the gaps openly, give specific feedback and look for assignments that let them practise the next step, with enough support to make the challenge worthwhile.
I like responsibility to grow with experience. People need to know what they can decide, where to ask for support and what a good result looks like. My studies in Team Management and Leadership give me further methods for that work, alongside my experience of leading sales teams, interviewing candidates and running businesses.
I use skills profiles and development plans to connect an ambition with the next assignment. We agree on what the person will practise, what support they need and when we will discuss progress. GROW coaching, mentoring and regular one-to-one conversations give that plan room to develop as we learn.
Assess performance and address difficult questions
When results fall short, I first separate observation from explanation. Is the task clear? Are knowledge, resources and coordination sufficient? Or is there a gap between agreed and delivered performance? The answer determines whether training, different priorities, a process change or a clear performance agreement is appropriate.
I want difficult feedback to be specific enough that the person can respond to it. We discuss the issue early, agree on support and review what changes. I also keep the rest of the team and the business in view. Understanding someone’s circumstances helps me reach a fair decision and explain it with care.
I use a gap analysis to establish what has changed or fallen short. Five Whys or an Ishikawa diagram can help us examine the causes before choosing a response. We then put the expectations, support and review dates into an improvement plan that both sides can understand.
Bring expertise together and stand behind decisions
I enjoy working with specialists who know more about their field than I do. I ask questions until I understand what matters, bring the different perspectives together and take responsibility for the decision. That is how I approach cooperation between sales and Revenue Management, and how I work through operational, financial or regulatory questions.
Across countries, I pay attention to market conditions and the ways people are used to working. I want information to reach the right people in time and concerns to be heard while they can still improve a decision. Once we agree on a course, everyone should know their contribution and when we will review the result together.
I use stakeholder analysis to understand whose knowledge and interests need to be considered. A RACI matrix can clarify responsibility across teams, while a concise decision paper lets us compare options, assumptions, costs and risks. I adapt the detail to the organisation so that it helps people work together.
Implement change while keeping the business running
Acquisitions and advisory work have taught me how closely change and daily operations are connected. Customers still expect service and employees still need to get their work done while we improve the business. I keep both demands in view when choosing the pace and sequence of a change.
I agree on the sequence, the people responsible and how we will judge progress. I compare the numbers with what colleagues are seeing in practice, because either can reveal something the other misses. As we implement a decision, I stay available to resolve problems and adjust the plan when needed.
An implementation plan connects work packages with milestones and owners. I use a risk and action register and short review meetings to keep emerging issues visible. When an assumption needs testing, a limited pilot can give us useful evidence before we commit more widely.
