Developing a High Performance Sales Culture

Developing a High Performance Sales Culture


Once you make the transition into leadership, you now have a duty of care to those you have the honour to lead. To enable them to be the best version of themselves and help them be more successful.

Alex Dawson


Selling happiness was a lot harder than Alex thought it would be; this might have something to do with the fact that humans possess something called a negativity bias. Our brains are actually wired to more readily see and respond to negative, rather than positive, things in our environment. 


Considering that a positive salesman will outperform their neutral/negative colleagues by 35% to 55%, Alex sees developing a positive culture has the most direct benefit in a sales organisation. 


Related Post: How to Build Organisational Culture – Elizabeth Houghton


Alex Dawson believes happiness is the key to personal and organisational success. He uses the Science of Happiness (positive psychology) to drive better personal and business performance through his consulting business called Positive Scenario. As a Senior Consultant in the Asia-Pacific region for RAIN Group, a global sales training and performance improvement company, Alex brings his passion for people and growth together with his experience and skills in sales and sales leadership.


The primary focus of RAIN Group is working with companies to deliver profitable growth through impactful sales and transformation programs. Alex’s role involves guiding sales leaders and senior executive leaders towards building high performance sales organisations with positive cultures, that allow their salespeople to thrive. An outcome which ultimately makes everybody happy.


Culture is the result of the behaviour and attitudes of all employees within a business and Alex believes that developing a high performance sales culture begins with how leaders ‘show up’ and cascades down from there. The central tenets for an effective leader are that they operate with the key theme that your salespeople don’t work for you, you work for them and this duty of care is approached with the perspective of ‘servant-leadership’ as opposed to ‘self-serving leadership’. It’s interesting to note here that Alex refers to empathy and compassion as the core fundamentals of great sales.


Related Post: How a Leaders Motive Impacts Team Dynamics – Tracey Dean


Effective leaders strive to be the best version of themselves and deliver the best outcomes they can, personally as well as for their organisation and customers. This involves transitioning into more of a coaching mindset. 


During our conversation Alex unpacks the attributes that enable leaders to invest and help others thrive as well as the effectiveness of value-driven sales. He discusses:

  • The differences between ‘performance management’ and ‘managing performance’
  • Key conversations which are necessary during the mission of discovery
  • Five key components framework
  • The importance of a regular rhythm of high-quality communications, conversations and interactions which add value and elevate success
  • The Three Buckets: knowledge, skills and attributes/character traits.


Join us here as we break down how to develop and strengthen each of these components and to learn more about the biggest mistake an organisation can make when transferring the person with the highest sales results into a leadership role.


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