The Sales Engagement Podcast
The Sales Engagement Podcast

Episode · 7 months ago

Change Leadership: Taking a People Focus w/ Heidi Cadwallader

ABOUT THIS EPISODE

Leadership through change is on all our minds lately.

Change is the one constant, right?

In this episode, I had a great conversation with Heidi Cadwallader, Director of Inside Sales at VWR, about focusing on your people while driving towards your goals during change.

What we talked about:

  • Leadership during change
  • Rebuilding/restructuring a team
  • Keeping your talent with vision, recognition, and feedback

For more engaging sales conversations, subscribe to The Sales Engagement Podcast on Apple Podcasts, on Spotify, or on our website.
 

Welcome to the sales engagement, apodcast, this podcast is brought you by outreach, the leading sales engagementplatform and they just launched outreach on outriage the place to learnhow outreach well does out reach learn how the team follows up with every leadin record time after virtual events and turns them into revenue. You can alsosee how outr ecwins account based plays, manages reps and so much more usingtheir own sales engagement platform. Everything is backed by data pulld fromout reach processes and customer base, when you're done you'll be able to doit as good as they do, and to outreach ot io on out reach to see what theyhave going on. Now, let's get into today's episode all right. Everybodywelcome back to these sales engagement, podcast, and if this is your first timeto the podcast, welcome to the show. We very much appreciate you joining ushere. This is Alice grammer. I am one of your host of the podcast. I am alsojoined by a very special ephinomeno guest, Mr Hidy cadwalder. I welcome tothe show thank you so much Alex. I'm excited to be here. It's a greatopportunity to be able to speak with you and your audience, so I'm excitedto see where this takes us this conversation I am as well I'm as well so hidy justto give a little background on yourself, so you are currently the director ofsales over ABBWR. You currently live in Chicago you're, just kind of talking tothe wonderful winter that you guys are currently experiencing there, and youknow I'm really excited about this conversation this, because we've beengoing through so much change recently, whether it be through Covid, whether itbe through Social Interrestil tat, be through presidential lection. I meanyou name it and it's hard at times to be a leader in driving through thesechanges. Just in terms of how do you...

...still focus on your people, well alsostill driving towards your goals. I think that's really what ourconversation today is going to be centered around before we dive in thereHighti. I would love to kind of turn Overyyo to give a little bit of a moreindepth background of who you are. Where do you come from, and I guesskind of what you care about? Thank so much yes. So I have been inthe sales industry in his current leadership role for about fifteen yearsin different levels of capacity that been with VWR pot part of a Vontour forover twenty years and within that time, ive had many opportunities to helpsales team, develop sales teams, create sales teams, rebuild sales teams,which has been great and all feeds back to when I got my MBA from KelstesSchool of business from Depau here in Chicago and leadership and ChangeManagement, and I learned a lot about myself through that endeavor throughemotional intelligence and how to drive change, and even though that was awhile ago, when I achieved that degree, it's important to keep up todate ononcurrent times than the current realities around change, not only inour nation that within the economy within n corporate culture- and it waspart of VWR, we are acquired by Avontour, and we have that. Merger ofour two companies being part of a vontor has offered me a lot of growthopportunities. And I really appreciate you know every change I've had in mycareer what I think I love that frame rightthere, leading through change. That is one ofthe hardest things I think for any, whether your a individual contributorright now, whether you're a leader of a small team, whether you're a leader ofan entire company, it's hard D. I think...

...it's especially hard, because how doyou not just make sure that your people are doing well, but also? How do youfirst make sure that you personally are doing is kind of, like you know theflight attendnts always say before las if a plane is going down before youplut somebody else's mask on proven, put on your own mask and that's reallyimportant. I think to think about here. I think on your point, Alex ismindfulness and reflection is a necessity, especially now with whatpeople have been dealing with with the pandemic, if you're not in the rightmindset and you're, not having your self reflection as a leader, it's hardto help your people through a time ot change to, and I think that looksdifferent for everybody and hold yourselvs accountable to small goals. Ithink you know my husband and I a passion isrock climbing and we have a bouldering rockwall in our garage and somethingduring covid is if we can't get to rock Liming Jimer outdoors as often we'regoing to be in that garage, a're going to hold ourselves accountable to that,and I also picked up playing piano again because that's a good release andI think you need to find things outside of your workdate, especially now thatyour work day and your whome life exist together. In one structure, you need tofind separation and to for those folks, two that have young children, where notonly you know your work and your home life or an on structure. BUTHT nowyou're also trying to lead your children through their studies thatanother level of complexity that I think a lot of people have had to workthrough this past year, couldn' be Bor, so you have a that'svery fet. So I love the fact that you picked t up piano again: A rockcimbing wall yeah. How did thatcome bout? I ean, I o you Gan, put a rock climbing wall into your hole. Youdo a bouldering wall is more onangles against gravity so and without roke. Soit's a little bit more difficult, but...

...not as high, and that comes about whenyou marry into a person in your spouse was a rock climber for ten years. Soyou know that passion of Ispeuse or a partner right, justkind of or your children or friends, kind of bleeds into each other, and youknow you come together and some others activities O. I love that you know it's.I was just having a conversation with someone earlier today and we eretalking about you know your mourning routine. You need to still feel likeyou are going to work like Yo, whether it's the you know, replicating tmedriving in the car or the gidtig on the BAS, whatever it might be, and you solyhave one and whether that be a morning, meditation practice, whether that bemaking breakfast for yourself or for your spouse or for your kids for mepersonally, if I don't get my Pelaton work out in earlier in the day you knowby like eleven to twelve o'clock, I start getting a little crinky like Ohyeah. I can do my pelotome work out this morning, so whatever you can de tokind of keep yourself, I guess geting, okay. So let's talk about kind of driving.This change four teams- and you know I kind of want either to give a littlebackward on when it comes to rebuilding teams or restructuring teams. You justkind of alluded to the fact you know your companyhas been acquired. You'vehad to kind of drive through that protect your people. I'm really kind offocus on some of the goals still so so walk through. What does that look likewhat are some of the lessons that you have really taken away when it comes torebuilding and restructuring and just kind of growing out of team yeah ieave in the past fifteen years,through a lot of growth and changes within company ove had to rebuild teams, start new teams, moveoff those new teams, so disperse them,...

...and then rebuild again and we've evenseen that this year- and I can say now during these times, youknow when you look at rebuilding a team. It's communication and transparency arevery important and especially when you, you use kind of a zero based mentalityaround rebuildingateam, meaning you to strip everything down right and youtake all the data and you look at it with fresh eyes. But it's important tokeep in mind. What are the goals of the corporation at this point? What are webuilding to and the best use to resources, part of building that andgetting that Vian and Transpparenci? Is that collaboration with the folks waregoing to be the most impacted and I've found that the more conversations youcun have around that with those the people whoare the most impacted, is the best payoff because they know everybodyknows. There's always a goaler have to drive to there's an expectation that asales team of course needs to provide to the organization and to lay outhere's our end goal. Here's what we have, how do we best get there, butwhen you get an input from other people, Woen a lot about who they are N, youlearn a lot about where the best fit and talents are within the company, andyou learn things that you don't think of, because you know we have limitedbrain capacities and everybody thinks differently and to get those differentperspectives helps to build that stronger culture and then that by andto helps you retain that talent, because they see the vision they canhelp build what they want to where their best fit is, so they feel likethey're being set up for success now we're just going to help them along theway. I really like what you said right:There aound gaining the byind to retain that talent. ATSOLUTELY! That's thescary thing is when you do go through chainge, there's the fight or flightsort of thing, and when you have these...

...top performers, how do you get thepeople that you want, and sometimes that are very crucial to stay to Stak?How do you keep that top talent yeah? The top talent, is investing inyour folks and I think, to every corporation typically has a performanceevaluation structure that happens either annually or multitimesthroughout the year with updates and instead of just having that be arating or a discussion, it's more of a collaboration to her' here's your strengths. How are webuilding on those and how we can continue to build on those tounderstand the career path that your associates want, so they see theirfuture think the troublesome waters you get into is especially in a year thatwe've seen with the pandemic. Is it may have been hard last year forsome of our employees to see their future them, especially if they've gonethrough a Specif carship with a pandemic, and I think this last yearleaders have found themselves to be having Ben, more flexible andunderstanding to what's happening. TBAT help to thos associate s where theirpath is and where they can be successful. I've had reps on my teamthat've been with the company for years that that had devastating year last year, justwith sales numbers to to covid. You know based on what types of territoriesand where their customers landed within. You know different industries, but we are able to use her talents indifferent ways to and enable to help them see pass that, and it was a timewhere rets could shine in different ways and to have recognition as part ofyour daily. In you know, operating rether an to is always recognizing thin.Two Thousand and twenty one for leaders...

...ends as a time to even recognize morebecause, if you're in sales and your teams were affected by the pandemiclast year, they're probably feel fatigued not only from just goingthrough the pandemic, but from just their own struggles within what youknow. Their goals were, and so two thousand and twenty one is a time wherewe can recognize more to help everybody feel valued. I really like what you say about therecognition, and you know I know, for you know our team calls every Tuesday.You know we give shoutouts to various types of people who have done well,there's a great call whether it was closed a deal. You know good,Prospectiv, whatever it might be, and then also giving an optane forshoutouts amongst each other right who helped you out kind of who had yourback from your team when you say recognition. What are some of thethings that you are recognizing people on your team for innovation? Are they thinking of things differentlywithin their business and for organization innovation? This year, Hhas demed to from from outreach. So we all boarded out reach and we're onlythree months in and of course, we have that normal spread of people, the thethird of Reps, who really get it and go after it and are really excited a thirdthat our stuady and it's a that are kind of the laggards. And you know youwork through all of those, but innovation was one to see how do theyunderstand their way to use the tool? They know what our goals are, but eachrap or each employee Ossosick, and have a different halfway to hit that goalthesed on their usage of the tool and to listen and get their by and earlierof it, and to understand what our goals were a lot. Some of our reps have comeback with great suggestions and how they would like to use a tooldifferently that might help them better in their territories. That is the bestoutcome you can have, because when your...

...team comes back to ad says I like thisand here's what I like it to do better for me. Well, then, you know you've gotby an and they're using it. So you know innovation in that aspect of how to usenew tools. I think Towe, look at customer centricity. Have we supportedcustomers to and get recognition? For that I mean sales is one driver and ofcourse you know, our goal is always to increase our revenue and to grow acertain percent to the company right on on top and bottom line, but also it's acustomer journey and have there been things in standard work that we've beenable to set up or or re review and revise to make that customer journeybetter? So that's another part of freacignition. I think that isimportant in our work. You know it almost sounds like what youare doing when you are gaining feedback from your rapsis you're, creating aspace you're, creating a container where there can be kind of CO creationof leaders leading each other like everybody feels like they are engagedand contributing versus I'm the boss, I'm determining what you guys are usingheres. You know all the sequences you are using if you're talking aboutoutrach or here's a specific way. You need to be pitched put pitching thingsor positioning things, and that can be tough right and I think getting peopleto buy in is really about have they contributed like have they actually,you know feel like they were part of the solution versus they're being toldwhat the solution is. So that's kind of what I'm what I'm hearing for me there. Absolutely the what's in it for me, isalways a something my team and I always look at for every piece of standardwork and every initiatively set forth for our sales raps, an our Associatis,the what's in it for me and let's list that for them and then go and review itwith them and under do we get it right, because you know it's their impression.I can say so much from from what my...

...communication is, but if they perceiveit differently, what is her perception of that and there understanding of it,and I think you have to get that understanding. Alexey mentionedsomething to that. Sat with me as just retaining talent and communication-and I think you know when you have and recognitiongoes, the unjust, your initial team and how do you share recognition throughoutthe rest of the organization and especially you know with with you know,teams and theleadership and change management is sharing experiences with the broader group ofthe organization. So everybody in the organization can see to what'shappening within than your group being where I'm at. I actually have aninteresting position where I'm reportable to senior leaders of theorganization in different capacities, SOM always having to keep differentpeople informed of what's happening within our team and in each one ofthose. Folks, of course, has a different communication style. So Ithink it's really important that you lean into what are the goals and what are what are you communicating to with withthose specific folks if someone has a different communication style, let's,let's show case in the best way, all the efforts and the success. A grouphit's had that's impactful to what what that group goals are, and so it's communication collaborationjust never end, and you have to continually think any EVOLV thattotally we. You know that reminds me of there as a Redbie team who just closeda pretty significant opportunity and he had been working on it for probablysix or seven months or somewhere along those lines, and I had another rep ofmy team say wow. That was such an...

...awesome opportunity. I had no idea tbut.He was working on something that big and that significant, and it reallykind of like hit me really hard that man, if I have not as a leader, createda space where everybody is knowing what they're all working on. You know thebig opportunities that they're working on the big meetings that they're havingtogether. Not only is there not an Opotune to share best practices orlearn from each other, but celebrate they celebrate when you do get thesebig wins, because you know if this person is able to close a hugeopportunity. I want everybody to be like you know what I know you'reworking on that, for you know six months plus so proud of you, fron o getthis you put in a ton of sweat. You know and tears swept letter, tears,sort of thing into that, and how can you creeate and allow that to happen,and there was a another thing that you saidto everybody has different communication styles right and thatcould be really hard to do, especially your leaders. I remember at at aprevious role. I had a particular leader who, when he would provide mefeedback, it was really tough, back very constructive feedback, and Iremember each time I would leave just me and bummed out, like man, I'm notdoing anything right and I ended up telling him. You Know Hey when you aregiving me feeback. Could you give me some positive feedback? First, you knowkind of know kind of sand with it sand wit it just a little bit of woul. I dowell and then give me the contructive feedback, and I can't tell you how valuable it took alot of confidence within me to finally muster up the. I need a coach up justas much as that times I am coaching down and that completely relationship.So I totally love what you're saying right there, and I I like that Alex to your rightfeeback is critical to the development...

...of a team and, if you're going throughchange, not change developing, that developing feedback is necessary up andacross the organization I've had Har feedback to myself. I've had feebackwhere I was too forward with information. Youknow up the chain with people and I've had fotat from assocates coming to meand just Sayng, okay. You know most of the time I feel like I'm approachable,but if you're in a moment of true seriousness, you know what are what arethe facial expressions that you're giving to someone? That's prettytelling, and I think that's even more telling now that you know video is good,but it's not the same as in person. It's close, but you know you have to becareful with that and what I've learned is that you know you have to pushyourselves outside of your comfort one if you want to grow and along withdoing that, is you're going to stumble and just be gracious about it andaccept it and say great. This is a learning experience, because successisn't about what you've done right, I's about what you've learned from doingwrong and how you correct that and you grow with it. One thing I startd to dowith my managers, especially during Covid, is I'll just be honest with himand say: Okay, I'm going to be critical of you right now, I'm going to give mesome feedback, but it's because I see really a growth point here and I wantto help you grow through this and here's where I think you could go withit and then Yeu embrace it that way, it's different than you know, you'redoing this wrong and that wrong, because it's not wrong it's just. How do we take what you're doing and wepivot it to get you on a growth path or to get you to that next level, and thatis that is helped through covid with? I think this transition of being facedto face and then offering some critical feedback during tough times, and Ithink to from a leader being on Boardwith your folks number, yourdirect reports, but doing, I guess, skip over levels. So I will set timeand just do fifteen minute, quick...

...meetings with my people, a couple stepsdown for me right and okay, that's a Redo! I know hit Tai I're going to do aRedo, maybe because I don't like the way O frase that so when you havepeople reporting up to o multiple levels, you want to be able to havecontact all of them, and I don't like the way I phrased it before, so thatit's just important to keep on the pulse of your team, and you can do thatby calls- and I think- and in this time too it's important to do up with yourvideo open because they can see Yourin if you're genuine in your expression,it's and it's been really helpful, iting for ateam to get through this and to go back to our pint on talent, retendantion,yeah yeah. You know it's funny through video. I feel, like we've beenable to get an even more intimate. You know little zone into everybody's worldright so often you're, seeing people's kids in the background you know you'reSeeng, it was actually funny. Yesterday I saw someone the o. There were likethey were in a suit jacket, they're, actually wearing a tie for the meetingand they drink out of a Spider Man Cup. I Tony Ou know they have kidseverywhere, O it's just such a great way. You kind of take off the mask, odsay I'm a real person. You know I put on my panntsas like everybody else, andyou know I can be a little vulnerable and it's not hiding that. I think it'sunbele valuable and if you are the type of leader where it's all about we're,going to crush it, let's be optimistic. Everything is great. Yeah, that's greatto a point, but people are real know. People want the vulnenability andthere's an extent to which maybe you can go too far, especially if you areleading people. You know you there's a certain amount of need to stillmaintain the we got this, but there is a point of hey. I'm struggling just like everybodyelse, like I remember in the middle of...

...the PINDEMIC ISS like middle of thesummer or CEO Manny, got on in all hands and just told teverybod's, likehey guys, I'm struggling like this is really hard me not being in the office,and it felt like Whennie said that it felt so great, like I felt like aweight kind of lifted off my shoulders. I was like. Oh It's, okay, not to becompletely okay, all the time, and I think that's really what this hasprovided us. The opportunity to do is learn and grow, and you know learn from your failures just as muchas from your success as if not more yes and with many. I totally understandin that, because part of keeping a pulse in your team and just on thetalent and how everybody is doing within the organization and keep themfocused on the path forward. I feel like it takes more effort now onlybecause you have to plan out these fifteen minute conversations with everysingle person. It's rolling up to you with my direct reports. It's no problembecause we talk all the time, but when I used to visit the officesand I used to be in an office, I could easily leave my office walk around thefloor at a different Hubicle, say hi to people be visible, wit, someone neededsome assistance great and I'm right there, if not they're. Seeing me in aregular basis, now it's much more difficult to keep that up with agreater audience because they're not on one place, so we've done it differentways. We have Ms Tams. Of course we do teams calls and but it's different thanbeing there, specifically in their space at their time when they, whenthey need it D, we're done zoom calls to we've done a mixture of team Tan Zoncalls, because teams is more of our what our corporate is using for kind ofour meeting space right. So it's more wore related that pulled zoom calls tobe not work related, so he created that difference between H M when hi zoomcall is and and...

...teams called. But what's really funnyis my zums calls, my personal one and reps have fun on it, and I didn'trealize this, but people I didn't put any parameters on my zoom meeting, soyou could go in and Change People's names how it appeared. So people woulddo that on the call, and then we had a call without rage and they're like. Whydoes your name say this d? I was like oh my gosh, so just if anybody out thereis doingthat, maybe just make sure that, if you're having fun zoom calls with yourteams that they're not changing your name you're getting on a professionalcall, then all this sudden you have, I think we went through a game of thronesnames or people working with Romes characters or Harry Po Ner, so it gotkind of fun and interesting and like. Why are you Hemini and, like I don'tknow, I love that though I love the the teams is business and the zoo, personal,more fun, wor play kind of helps to Doana. I just a tiny bit there. Si Lovethat Hiti this. This has been awesome, I'ethoroughly enjoyed this conversation. I really like your that process around.You know when you are rebuilding or going to change. How do you supportyour team? You know. How do you support yourself? How do you support yourleaders and just kind of making sure everybody is feeling a part of it iscontributing towards? It is a part of the solution versus being told what thesolution is and just kind of learning from. Mostimportantly, your failures more so that time than your successive, so I reallyappreciate you showing up and share that before I kind of turn it ovr to you forrany LASTPEC wissm. I really just want to acknowledge it for, for he o showedup, and I also do want to think all of our listeners once again for joining usfor the sales and gated podcast and hide last question for you. If you hadto impart any last pieces of wisdom upon any of our listeners today or me beingon this call, if you hear what would that wisdom?...

May I be so Bolus just ask if I cangive you to veses one kind of business, one personal okay,so I would say to keep a competitiveadvantage, always span your environment and have a clearpicture of it. I think when we have a clear path to a goal, that tendency is to laser focusing inthat goal and we lis perepheral and there could be a stumbling block. Youdon't see so it's always with your competitive environment. Looking aroundyou and making sure you're aware of all of your environment, and sometimes it'sokay to slow down and to take it all and from a personal standpoint it andwould say something you know I sure with others is to be beautiful. Youhave to see beauty in others, so go appreciate, humanity see the beauty inothers, and- and I think well have a fun life and a successful career very very well said good jolon. Do ittoo, because those ere both a thanks? I appreciate it awesome. Well,how do you thank you so much, and if anybody wants to get in contect, hidifinder on linked in he's a great person to gain some wisdom from Games ofperspective? So how do you think so much wour be nol show all of ourlisteners. Thank you. Once again, I DPREA DAD in Yore as well. I this was another episode of the SalesEngagement podcast to help this get in front of more eyes and ears. Pleaseleave us a shining five star with you join us at sales, engagementcom for newepisodes, resources in the book on sales engagement to get the most out ofyour sales engagement strategy, make sure to check out out reached Lio. Theleading sales engagement platform, see you on the next episode.

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