Great leaders find innovative ways to drive emotional engagement, creating a sales team that’s ready for any disruption.

It is often said that in sales there is nowhere to hide as the numbers don’t lie, but for a sales leader that is not completely true. Allowing sales reps lose on prospects and clients without a full understanding of your offering can be as detrimental to your business as a rival directly targeting your accounts. Sales leaders need to accurately forecast and understand where the customer is in the buying process ensuring that results are on track, growth is being managed and processes are working at an individual or team level.


Sales leaders should never stop talking about the vision of the company, it must be at the heart of every sales meeting and at the forefront of every salesperson's mind. While a client may satisfy the financials for a period, choosing the wrong partner can seriously stunt the growth by tying up critical management time to service the account. One key factor in a company’s growth is having individuals whose talents are being constantly coached and mentored for excellence and that is the role of the sales leader.

We know first-hand that a sales leader role is one of the most demanding but with our help, we can guide and coach you to meet the vision of your company.



Helping you implement your vision across your team


Build a team who has emotional empathy to work as a team and for your customer


Create an environment were everyone can achieve their best. Identify and nurture those to become tomorrows leaders

Great leaders inspire their team to succeed by creating; a vision of individual development, a stronger business and even having a positive impact on the world because of their work. If you are a leader in your organisation, we know that you have a vision for what you want to achieve but does everyone in the organisation know that vision? Is there a system and processes that have been mapped to achieve the vision? All too often start-up businesses are rushing to the urgent and leaving the important tasks to the side and by the time the organisation has got scale the vision has often been left behind.

Here at Bathurst International, we want to help you as a leader to define the vision for your business and explain the system and processes that need to be in place to achieve your vision. Everyone in the organisation should clearly know what your vision is and what part they play in achieving it.


Every organisation has a culture, but it is either by design or by default. Within 30 minutes of a customer or supplier visiting the organisation, they can normally sense what type of culture the business has. If it is by default you as the leader of the organisation are allowing other people to influence the mindset of your team. Pervasively negative attitude from one employee can have a detrimental effect on their colleagues and quickly the rumour mill cranks into gear causing apathetic and despondence among colleagues. A leader, manager or supervisor ruling by fear, making changes without conveying effectively why or creating a culture of them and us. Employee turnover in these types of organisations are normally high and prospecting candidates will know if a company is constantly hiring, they are either going through tremendous growth or there are issues in the company. Talented employees normally don’t stay and those that do normally have no aspiration to grow themselves or the company.

Forbes magazine studied numerous organisations that invested or didn’t invest in corporate culture, significantly those that invested outperformed those that didn’t.

When it comes to culture we believe that it’s the small things that really define you as a leader, are you visually seen with your team, do you visit your customers regularly or when was the last time you wrote a thank-you note to an employee for exceptional work?


In the sales department, key people are vital to the success of your business but it starts with their mindset. For some reason, a salesperson is often given the title as manager but when you ask how many people they manage they say just themselves. That’s not a manager, but the name is bestowed upon them to show some sort of authority. The next area is remuneration regardless of how its factored if the bar is too high people become despondent likewise too low and they think what’s the point putting in extra effort for little reward. But the worst is a yearly bonus with the only measuring stick being a Weegie board of ok we’ll give you something.

Do you as the leader sell? If you do and you have a Managing Director, CEO or someone doing the running of the business that’s great but if your selling and trying to run the business it will never get true scale. Both the sales job is full time and a difficult job and so is the MDs. But leaders often say when they get scale they will hire a sales manager but that’s the person you need from the outset and if they are good they will normally pay for themselves within the first year.




Develop leverage, love your customers and inspire your team to have emotional empathy with the vision you have


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