Bill Bower
speaker
148 appearances
3 recordings
1 series
first heard Jun 2026
last heard 30 Jul
Bill Bower’s voice in public audio — every appearance, attributed to the second.
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recordings per month · last 12 monthsRecordings per month over the last 12 months — 3 in all, peaking in Jul 2026 with 2.
Appearances
And as I mean, crudely, and again, Benny, you'll know this only too well.
Crudely speaking, we find that the first line of sales leadership is chronically underinvested.
So it's pretty obvious that you should be putting some money into developing your first line people because, you know, they we need them to make the numbers.
And, you know, executive education tends to be well invested in because that's us investing in ourselves, right?
The ones in there, it's those first line, right, who, you know, are chronically underinvested in.
And partly I think it is because there isn't a good understanding of what it is they need.
What is it that they need?
Well, we haven't done the work to understand what the capabilities are that make those individuals successful.
So we need to apply exactly the same level of rigour
to the sales leadership community as we do to individual contributors because they are actually so pivotal to success.
No, I mean, I think that's exactly right.
And I think, you know, you mentioned the sort of two different cases.
One where you've got people who at the very beginning of their careers who don't, as it were, have a lot of capability that you can assess because they still haven't developed that.
But you can absolutely look at their preferences, their personality traits and see whether they're likely to be a good fit.
And then, as you say, kind of people slightly later on who you may be recruiting and who are existing players that you do get both pieces of insight, which is very valuable.
So one of the ways I like to think about this is that when we get running through a selection process with candidates, we're not just trying to decide who joins and who doesn't.
We're trying to work out for the people who join.
What's the development pathway that we're giving them absolutely?
the point where they start so that we we know which of the capabilities which drive success they are already good at which ones actually do need to be developed so we can give them and their leader a real pathway to get them up the ramp quickly and successfully because you know getting them through up the ramp across the famous valley of despair right is really important we know how expensive it is we can't do that so yeah it helps us with both of those kind of use cases if i can if i can use it like
Just coming back to the low performers thing, because I think it's a kind of important point.
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