23 Daniel Keating from Europe to USA

Daniel Keating is a super salesperson, turned sales manager, turned entrepreneur, turned advisor to European based organisations wanting to establish or grow their presence in the USA.

The discussion covers the complexities of navigating the US market for startups and the unique challenges of selling to early stage companies, covering selling them products or services as well as selling yourself as a potential employee, where in my opinion he is particularly insightful. Daniel offers valuable advice for aspring sales managers, highlighting the need for experience and understanding team dynamics as well as building a strong network.

Daniel shares his insights on navigating the complexities of sales management, particularly in global account management. 

He emphasizes the importance for sales managers of goal orientation, communication skills, and the ability to ask for help.

One area that we discussed in particular, and very relevant to new sales managers as well as experienced managers taking over new teams, is Daniel's approach to a 30 / 60 / 90 day plan and how to get off to the best of starts during what is often a far-too-short 'honeymoon period'. Assessment of the situation, and particularly of the pipeline, and setting realistic expectations comes in for particular comment.

You can see Daniel's  profile at https://www.linkedin.com/in/danielmkeating/

Key Takeaways 

·       Daniel's journey into sales leadership was driven by a desire for control.

·       Sales management involves balancing the needs of senior management and the sales team.

·       Effective sales managers must be goal-driven and people-oriented.

·       Boldness is essential for asking for support and resources.

·       Understanding the complexities of the US market is crucial for success.

·       Selling to early stage companies requires a tailored approach.

·       Sales managers need the engagement of founders in early stage companies.

·       Opportunities for sales management roles can be rare and should be seized.

·       Aspiring sales managers should develop skills in team dynamics and communication.

·       Experience in larger organizations can provide valuable support for new managers. Demonstrating team management skills can lead to greater responsibilities.

·       Developing interpersonal and motivational skills is crucial for global account managers as well as sales managers.

·       Courses and networking are valuable for personal development.

·       Continuous consultation with experienced colleagues is essential.

·       Sales managers should assess their situation and team dynamics early on.

·       Skepticism is necessary when evaluating forecasts and pipelines.

·       Establish clear deliverables to build trust with leadership.

·       Engagement from leadership is critical for success in new markets.

·       Mistakes in pipeline assessments can be costly; always verify information.

·       Building personal relationships in your network is more important than just connections.

Sound Bites

"You need to be a good communicator."

"You have to be prepared to ask for help."

"The US is actually quite a complex place."

"You need senior management engagement and support."

"You need to understand team dynamics."

"I still work with and consult with people."

"Assess your situation first and foremost."

"You need a degree of skepticism."