Naveen Bharadwaj
Group Chief Executive Officer (CEO) at Trescon
Note before: Among several jobs, while I was 14-17 years young, convinced an events firm how I could do the job of 4 people (and did it); sold cold coca-cola on the streets of India...
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- Emerging Technologies in Business: Exploring innovative tech transforming industries
- Fintech Future Trends: Navigating the evolving financial landscape
- Blockchain in Enterprises: Understanding blockchain's impact on businesses
- Strategic Partnerships for Growth: Building alliances for business expansion
- Sustainable Business Practices: Implementing eco-friendly solutions effectively.
Meet the mentor
TALK SHOW VIDEOS
Tricky Workplace Situation Handled
- Irritated. First, understand my needs and urgency, and then walk me through relevant options. Don't just sell, discuss and let me buy. On the flipside, this salesperson ended up upselling on the first sale point which, in some companies' opinion, is a trait they look for. But those are minorities.
- 1. Explain all features rather than focusing on the most important ones 2. Confuse the customer with too many options as opposed to understanding their needs and guiding them to one or two most relevant options 3. Assuming that the customer understands all technical jargon and flaunt them in the discussion to sound intelligent 4. Belittle competitor brands while the key focus can be on their own core strengths and why someone should choose them
- Habits are formed and it becomes difficult to unlearn. Worse, we may end up passing it on to our team members too. We may not taste success and might end up feeling sales is not for us. But the reality might just need an approach change. Waste precious resources (time, energy, money and more) for less to no results
- Lack of understanding - didn't ask what the Customer needed. Lack of empathy - didn't bother checking the mood of the Customer. Lack of engagement - didn't let the Customer speak or share their thoughts and opinions. Lost a potential easy sale!
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- Several as I've experienced aggressive 'buy what I sell' approach as well as 'tell me what you need" approach. Eagerness and empathy are as much needed as passionate selling or pitching. It's ok to lose a sale if it helps you become a better Salesperson overall. No sale today doesn't mean the Customer may not buy tomorrow so focus on Customer rapport building.
- - Rigidity leads to lack of or delayed professional (and personal) growth - Makes one less approachable as people may not want to associate with those who are filled with only their views and opinions - Chances of serendipity and collective creation becomes slim to non existent
- While I'm still toying around with the idea of starting my own consulting services venture vs a 9 to 6 job for financial stability, my wife is of the opinin that I must just pick the first option and stick to it rather than self doubt. While I don't self doubt, that's possibly the impression I'm leaving on people around me. Being open minded about her observation allowed me to reflect and change the way I articulate and communiucate my thoughts + assessment of options.
- All 5 elements of dysfunction as they are dynamic in nature and so are the teams If I were to pick two, I'll choose Trust and Accountability
- What's in it for me attitude Not committed to team goals and running with own agendas Not supportive even support is needed and possible Petty politics to get their way through
- Define and align to the larger company or team goals Understand each other's strengths and weaknesses better Exercise healthy and frequent communication Hold each other accountable for promises, commitments and results Place the team ahead of our own selves
- At Naseba I led a team of 30+ people (almost 10 nationalities) and at Spire I co-lead a team of fewer than 5 people (just 2 nationalities). Both these organizations and people have had their fair share of influence on my career and my leadership (positively and negatively) so I'll be sharing those Once in Kenya, a couple of my team members had to go sleepless for over 60 hours to pull off a project. And they did it without complaining and cherish it as one of their most memorable experiences. How? I stayed up with them and led from the front instead of just delegating. Sometimes, it's important to be there.
