Sales Leadership

Haere taka mua, taka muri; kaua e whai

Creating a leading sales team

To have a leading sales team, there are four key areas of focus:

  1. The right people with the right behaviours
  2. Clear goals – measured, managed and celebrated when achieved
  3. A sales framework or sales process that is effective
  4. An aligned sales and marketing team

We cover the first three in depth throughout the sales section, but it’s #4 – an aligned sales and marketing team, that is a well kept secret to achieving sales leadership.

Marketo’s 2013 Sales and Marketing Alignment study showed:

Companies become 67% better at closing deals and generate 208% more revenue from marketing when the sales and marketing team are in sync.
— Marketo

Helpful workbooks

Workbook - AROHA Overview

We have leveraged leading global sales research and experience to give you the hottest tips to get your business a high performance sales team. Starting with deciding what kind of people you need. To do this, you’ll need to bare with us as we talk you through competencies. Check it out and get yo’ self some Aroha!

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Culture happens. It can develop it’s own life and style easily, often starting with the founder’s view, vision and ethos, and growing and moulding inline with the individuals in the team and their views. This may not be quite what you’re looking for.

To get the best possible culture, kinda like the best ever gluten free, vegan chocolate cake, you have to get the right ingredients.

Here’s the ones to focus on …

  • There are shared, team based goals
  • Individuals are empowered and understand how what they do contributes to the bigger picture
  • Everyone has clarity of what’s expected of them and the tools to do it
  • Walking the talk about customer focus or customer centricity
  • Clearly showing that good ideas, not the highest paid person in the room (HIPPOs), win.
  • A team that buys into the saying ‘no one will help you but no one will stop you’ – a crew of people taking ownership is unstoppable
  • Success is never accidental


Culture is …

  • Consistent, observable patterns of behaviour in organisations. (HBR)
  • Dynamic
  • Creates social ‘norms’
  • The force that shapes what gets done, why they get done and how they get done
  • A story, usually understand but hard to describe (often just described as ‘good’ or ‘bad’)
  • Influenced by ‘rewards’ – what gets measured and acknowledged
  • Shaped by the space where work happens and style of work
  • Getting back to the basics
Culture is how organisations ‘do things’
— Robbie Katanga