I joined the ISM in the 1970's

TERENCE HATHAWAY phones were a great asset and the internet has transformed our ISM Fellow, managing director and owner ability to access, well, everything. But there’s a catch. In recent of Alexander Grant Associates times it feels as though there are so many alternative tools that we It was my toughest sales challenge – the first are actually losing the common sense and communication abilities appointment. There I was, so green and wet so necessary for the sales process. This is a problem-solving behind the ears, but full of self-belief, sitting in business, and if people rely too much on emails then our basic front of the chief engineer for one of the UK’s skills of interpersonal communication will decline. major constructors. “So Terence, tell me why I My sales career has given me the opportunity to work in many should choose your company,” he asked. I countries and various industry sectors, and through this I have stumbled a few times, and by the time I left I was been privileged to meet many great business managers and in a full sweat. But, importantly, I noted the owners who have subsequently become my friends and key questions I could not answer, and I rang him the next day and network contacts. At Alexander Grant, we specialise in many qualified every outstanding question. We won the business and my areas of international business development, including the sales path had begun. positioning in the UK of EU companies that have decided to

From this and many other events like it, I learnt about purpose establish a new division here. and working towards a greater vision beyond the all too common, From the ISE to the ISM it has been a long journey, through “We’re here to hit quarterly KPIs”. Remembering my lessons in many years when there has been business turbulence. At times, the quality and detail from these early meetings enabled me to learn levels of sales training and professionalism in our industry have quickly and shape my craft. been poor. Today, sales and business development has evolved

Take a step back to the early 1970s, when my career began as enormously but, more than ever, the need for true sales an engineering apprentice in the heating, ventilation and air professionals is a fundamental component. conditioning (HVAC) industry. This taught me more than We must continually ask ourselves: How do we help salespeople engineering skills. It also gave me a grounding in professionalism, fulfil their potential? How do we give them a clear pathway to quality and attention to detail, leading to a site management role progress from entry-level sales to first time manager and on to at the age of 21 and my first real taste of people senior leader – along with the necessary skills management. Throughout this initial period, I always “We must continually and experiences to do so? We must always remember that talent costs, and while every watched the methods of management and sales ask ourselves: How do company wants this talent, developing people and I developed a keen desire to direct my career we help salespeople repays the investment in many ways, not towards sales as my next step on the ladder. fulfil their potential?” financially alone.

Then fate intervened. Following a road I have always felt the need for the total accident and the write-off of my car, I was engagement of the teams I have had the reading the small ads when I spotted, “Sales engineer required pleasure to lead, for them to gain more and achieve their goals. – must have industry experience – company car supplied”. Well, It concerns me that today’s organisational structures are such I needed the car, and believing my HVAC role had given me that leaders setting the objectives often carry on blindly thinking the right experience (it hadn’t), I applied, was interviewed with everyone is on plan, and therefore on the same journey, when this 36 others and somehow gained the position. is so obviously not the case. But still they ignore the signs.

At that time, I was introduced to a gregarious character, all I was recently at an ISM event where I listened to one of the football manager sheepskin coat and Rolls Royce, his very image best speakers on this subject I have heard, who introduced me to a the stereotypical one of a salesperson. But John Fenton knew what great product for the continued development of any business, in he was talking about and was very determined to make the role of the form of the Engagement Multiplier (created by Stefan sales engineer a recognised profession. After all, he said, “Would Wissenbach), which addresses this vastly overlooked area. It could you go to a dentist or doctor who was not qualified?” And so the possibly be one of the single most important tools every company Institute of Sales Engineers (ISE) was born, later to become the should embrace and have as their principal barometer, because as Institute of Sales and Marketing Management (ISMM), and now the saying goes, “Every road goes there, when you don’t know the Institute of Sales Management (ISM). where you are going.”

The Institute gave me the chance to show I was serious about Along the way, many people have offered me beneficial advice, my chosen profession, so I joined, before obtaining the Registered which has guided me as I have tried to navigate the sometimesQualified Sales Engineer (S’Eng) qualification, which really made confusing map of a career in sales. Today, I would advise any me feel I had arrived. aspiring or ambitious salesperson never to lose sight of the fact

This was the early 1980s, a time of stratospheric interest rates, that there will be times when everything is not rosy. Continue Maggie, and most of all an incredible optimism that we were all to believe in your own abilities, and have the tenacity and going to be millionaires. It was a time when being a salesperson commitment to keep going against all the odds. In the end, the felt much more fun – we derived real enjoyment from tracking the lessons from these tough times will make you stronger. objective, making countless calls, and striving to be one step ahead Finally, the activities that prove most challenging are those that of the competition. At a time when the sales process took much matter, so constantly stretch yourself. To reach these goals, you will longer than today, the relationships with people were very real. need to be entirely engaged. Then you can enjoy the feeling of a The nature of how we did business was so different. job well done and have a clearer idea of what went well and what

I have built my career by embracing change. The first mobile did not. These lessons will be key in deciding your future path.

ANNA BRITNOR-GUEST merged and then bought out by management. While each change ISM Companion, founder and growth consultant was unsettling I kept on looking after my customers and winning at Leading Edge Coaching business, with the result that once the dust settled I found myself My first job in sales was knocking on doors promoted or in a stronger position. Those lessons I’ve described making appointments for a burglar alarm stood me in a good stead. company around Cardiff. That funded me Fast-forward to 2002 when I set up Leading Edge Coaching. through my final year of college. I was good at it We specialise in helping B2B companies in complex or fastand enjoyed it, and that led me towards B2B changing markets, like IT and technical sectors, to grow their sales. From friends who’d already graduated I revenues and profits. I work in the UK and internationally and figured out that the land of opportunity was in have a “roll up my sleeves” approach to helping clients develop the “computers” – but as a humanities graduate, that skills, processes and capabilities they need to adapt and grow. was more or less all I knew about IT... Over the years I’ve developed a sales methodology that aligns to

My careers adviser couldn’t understand that tech sales was my the customer buying journey. I use this to help clients map their goal, and told me that to get a job in marketing I might have to own customer journeys to grow their business. A clear structure bear a stint in sales first... In 1989 I was one of only two successful that focuses on the customer’s journey is essential to identifying candidates of over 100 to be recruited onto a graduate sales career and replicating success factors. Often, companies don’t have a programme with global data/electronics company, Harris shared or clear sales methodology in place, which makes it hard Corporation. I was young, just 5’3” tall, with big hair, big shoulder for leaders to really know what’s going on and for salespeople pads and big ambitions. to learn and repeat what works. I’m excited to be getting our

Harris was a perfect grounding. My manager, Peter Howells, programmes endorsed by the ISM and certified for Brinkerhoff was a fantastic mentor who supported me at every stage. By 21, High Performance Learning Journeys. I was out visiting customers on my own – these were senior IT I gain great satisfaction from making a difference for clients, managers in large blue chip companies and public sector councils. demonstrating clear growth. If growth were easy they wouldn’t They were all older than me and, with only a couple of need me, so we have to work through and overcome the challenges exceptions, male. And that’s where I learnt an they face. It’s enormously rewarding to see important lesson: be good at what you do. I knew from the doubtful tone with which “Never stop learning. salespeople flourish in their roles, develop their confidence and skills and go on and up in their some of my contacts asked about my level of Ask for training, find careers. Helping that journey is a highlight of knowledge, they questioned whether this young, mentors and coaches, why I do this. I also love that I get to operate female rep could really be of any value. But when don’t be afraid to ask internationally and have learnt so much from I was able to hold my own in the conversation and got things done, I stood out because I was a bit different. But, of course, you have to be questions, and learn from role models” working with different business cultures. Overall, I’ve been 30 years in sales, 29 in complex B2B sales. Now, if I were to give advice different in a good way. to those who aspire to a career in sales, I would

My most satisfying achievement was becoming top sales simply say, “go for it”. The best opportunities for me have come performer within about three years of joining – and then staying from going with an idea. top. I didn’t set out with that goal, but to be the best that I could I would especially encourage girls and young women to consider be. I had a lot of energy and drive. I worked hard, and late when the science, technology, engineering and mathematics (STEM) necessary, to make a proposal as good as I could get it, and I sectors. All I ever hear is how difficult it is for women to work in assumed all our competitors were sharper, cheaper and better STEM. No wonder so many pick different careers. I want to than us so we had to pull out all the stops to win. I worked closely redress the balance by saying I haven’t found it difficult – and with the support teams, listening to them and supporting them. maybe you won’t either.

I was persistent. I didn’t give up the first time a prospect said And never stop learning. Ask for training, find mentors and no to a meeting. I did what I said I’d do, so that colleagues and coaches, don’t be afraid to ask questions, and learn from role customers learnt to trust me. I played the long game, putting models. Above all, put yourself in your customers’ shoes and learn myself in their shoes, and steadily built relationships in small ways from them. until they were ready to award us the big contracts. And I made And join the ISM, of course. I joined the ISMM (as it was then) sure that I got better at my job. It was a continuous process and as a Fellow in January 1998, becoming a Companion in February for that I learnt another lesson: build support. 2013. Professions need a strong, professional body and sales is no

In these collaborative days, we talk about support networks. exception. As a Companion, I feel the onus is on me to contribute Back then I just saw it as seeking out those people who knew stuff to the ISM as much as to benefit from it. Being a 2018 BESMA I didn’t or could help me do things I couldn’t. Some of it’s social judge and having our programmes endorsed by the ISM are really and I worked in a team – and we were in an era when pub exciting. The world is constantly changing and I am looking lunches and post-work drinks were common with both colleagues forward to the ISM expanding its support for members to share and customers. They were great for getting to know each other experiences and learn from each other. and having a laugh. When I or one of my customers needed I didn’t plan my career – most people don’t. But I’ve been open support it was a lot easier to work together – and I was better able to new things, and I hope I’ve still got another 20 working years of to support my colleagues in return. new opportunities to explore. I have left youth, shoulder pads and

Over the time I worked for Harris the division was sold off, big hair behind, but I am still 5’3”, and still have big ambitions!

BOB TOMLIN

87 year-old ISM Fellow Bob Tomlin’s industrial sales career spanned 30 years from the mid-1960s to the early 1990s

HOW DID YOUR CAREER START?

In 1947 I graduated from Slough Technical School where I had studied mechanical engineering. From 1949 to 1951 I served in the Royal Naval Air Service, where I was trained in electronics. In 1957, at the age of 25, I emigrated to British Columbia, and then in 1960 to California, where I progressed from design draftsman to manufacturing engineer.

WHEN DID YOU GET INTO SELLING?

It wasn’t until the mid-1960s that I was really attracted to sales. I liked the prospect of working on a wide variety of projects, involving many manufacturing disciplines and products. I relished the challenge of solving engineering issues with the products I represented. I was first employed as a sales engineer, as salespeople were known, by Connolly & Company, a manufacturers’ representative. I spent over six years there, becoming sales manager and vice-president.

DID YOU MOVE AROUND MUCH IN YOUR CAREER?

Yes, over time I moved on to a number of other organisations in the UK and US. They included the SCCA – the prime US automobile road racing authority; UK manufacturers Serck Services and ImhofBedco; and Zero Corporation, a Californiabased maker of metal enclosures. In the early 1980s, after a short spell with Wyle Laboratories, I joined the Optima division of Scientific Atlanta as their western states sales manager based in Los Angeles, and then to their Atlanta headquarters as national sales and marketing manager.

AND YOU FORMED YOUR OWN COMPANIES TOO?

The Optima division was acquired, and in 1988 I formed Acurep Associates, a representative company. I sold Acurep in 1994 and returned to England intending to retire, but some of my principals prevailed upon me to represent them in the UK, so I formed and operated Container Sources.

“Listen to successful sales professionals in businesses you have an interest in. Choose products or services you really believe in”

SO WHEN DID YOU FINALLY RETIRE?

In 1999, I crossed the Pond yet again to retire to sunny Arizona, my home for the past 19 years. Overall, I have resided in the UK for 36 years, in Canada 3 years, and the US 48 years. I hold dual UK and US citizenship.

HOW DID YOU HEAR OF THE ISM?

While I was at Imhof-Bedco in the 1970s, I learned of the ISMM (as it was then) from a national newspaper article or advert. Appreciating the value of professional recognition, I submitted my application with details of my prior technical sales and marketing experience. I was very pleased to be accepted as a Fellow by the Institute, and to receive a certificate permitting my use of the appropriate Fellowship designation on my business cards.

I sincerely wish that the many excellent services, training and networking opportunities that the ISM now offers had been so easily available during my career. They would have been a great help.

WHAT WAS YOUR TOUGHEST SALES CHALLENGE?

The toughest challenge is always beating the competition. To do that, you must satisfy customer needs – and, in turn, to do that you must be constantly improving knowledge of your product and the advantages it offers.

AND YOUR MOST SATISFYING CAREER ACHIEVEMENT?

Progressing from manufacturing sales representative to senior sales and marketing management in both UK and US companies.

WHAT SALES SKILL DID YOU FIND MOST USEFUL?

Listening carefully to the customer to identify their needs and priorities accurately in order to be able to satisfy them.

WHAT ADVICE WOULD YOU GIVE TO ASPIRING SALES PROFESSIONALS?

Listen to successful sales professionals in businesses you have an interest in. Choose products or services you really believe in.