#37 The Balancing Act of Selling While Managing and Leading

ABOUT THE GUEST: ANDREW JELLISON, DIRECTOR OF SALES AND BUSINESS DEVELOPMENT AT VOTACALL 

Andrew joined Votacall in 2003 and is the Co-Director of Sales, tasked with leading the company’s revenue strategy and growth. He is responsible for the sales teams day-to-day operations and works with partners and clients alike to introduce the Votacall Customer Experience.  Andrew resides in Marblehead, Massachusetts with his wife and three daughters. Outside of work, you can find him watching his kids play sports or attempting to play golf. 
You can find and reach out to Andrew on LinkedIn here: 
https://www.linkedin.com/in/andrewjellison/

 
ABOUT THE EPISODE 

Andrew Jellison is a disciplined individual contributor and an equally disciplined sales coach, manager, and leader. Balancing those roles can be a huge challenge for many and in this episode Andrew shares some of his experiences, practices, and observations about what has worked for him when navigating his way to success while balancing the many hats he has to wear.  

0:40 - What is the best sales advice that Andrew has ever received?  

3:10 - What is some of the worst sales advice Andrew has ever heard?  

5:56 - David sets up the episode - insights from a bag carrying, sales leader, and admitted sales process geek.  

6:35 - Andrew offers some background about Votacall and his role to give some context for the call  

8:32 - How do the roles Andrew iterates between - individual contributor and sales leader - complement each other?  

10:17 - How do you balance the instinctive pull of your own sales opportunities with the responsibility to support the other members of the team who are relying on you?  

13:15 - David and Andrew talk about the ideas of Roles and Goals and Big Rocks from The 7 Habits of Highly Effective People, and Andrew talks about how he incorporates those ideas into his daily sales and sales management routine  

16:09 - What drives Andrew more - being an effective coach, an effective leader, or an effective individual contributor?  

17:17 - How does Andrew balance his natural competitive desire do to more and more with the need to focus on an increasing leadership footprint in his work - and what won’t he give up as all of that evolves?  

18:29 - Does a sales leader need to sell in order to have credibility with their direct reports?  

19:48 - If other sales leaders are trying to be more effective in finding a good balance between selling, managing, coaching, and leading - where should they start?  

22:25 - What is one myth about sales management that Andrew would like to debunk?  

25:33 - Where to find and connect with Andrew