PBTO3: What Matters is Execution, Not Ideas

Meron Bareket
Meron Bareket

In this episode, we host Meron Bareket, the host of  “Inspiring Innovation Podcast” and the person behind the Inspiring Innovation Podcast Incubator, where he walks through all the steps that one needs to go through to set-up and start a podcast of their own. I am bringing this podcast to you by following his instructions as well.

We had a very interesting conversation about entrepreneurship, his journey from making software to how he got a job at the local Israeli radio, his iPad only magazine –“Inspiring Innovation” and his current role as the host of “Inspiring Innovation” podcast.

He also talks about the pivots that he has had to make from being an editor for the online magazine to being a podcaster.

We also talk about entrepreneurship, the challenges of being an online entrepreneur and how he addresses them. We also talk about Mastermind groups and their significance in the life of an online entrepreneur.

He also shares his secret of getting interesting guests for the podcasts.

You can find more about Meron and connect with him @ http://www.meronbareket.com/.

The inspiring innovation podcast is at https://itunes.apple.com/podcast/inspiring-innovation-podcast/id638774259.

The inspiring innovation podcast incubator to learn podcasting @ http://inspiring-innovation.com/

Other Podcasts that were mentioned in the podcast:

Hope you enjoy the show. Please do share your love by giving us a rating or leave us a review on iTunes.


PBTO2: Changing Role of Marketing and The Importance of Building a Personal Brand

Sunder Madakshira
Sunder Madakshira

This is episode No 2 of “Pushing Beyond the Obvious”.

Today, we host Sunder Madakshira, who heads marketing & communications at SAP in India. He was recognized as “The Marketing Thought Leader” by Stars of the Industry Awards, constituted by the ABP group in Feb 2014.

We had a very interesting conversation about the role that marketing can and should play, both internally and externally.

He also shares a lot of interesting insights about the importance of building a personal brand; some do’s and don’ts about how you go about building your personal brand.

He also shares some insights on what leadership means and the role of leaders.

The books that he recommends are:


You can find more about Sunder and connect with him @ http://www.madakshira.com/.

PBTO1: Launching “Pushing Beyond the Obvious” Podcast

I had earlier announced that I will launch my podcast shortly. Today, is the day when I would like announce the launch of “Pushing Beyond the Obvious” podcast.

This is the first episode of the podcast. In this episode, I talk about what this podcast is about and whom is it relevant for.

This podcast is relevant to you if:

  • You are an entrepreneur or a CEO
  • You are a manager responsible for sales, marketing, innovation or strategy function in your organization.

The podcast provide you insights and strategies on how to push the boundaries of the following functions:

  • Sales
  • Marketing
  • Innovation
  • Leadership
  • Entrepreneurship
  • Strategy

The format of the show will be a combination of solo episodes where I share my experience and interviews where I host successful practitioners and thought leaders in these fields.

I am extremely excited about the journey and I hope you shall all join me in the ride.

I also believe that this podcast will play an important role in your success, whatever it is that you set out to do.

If you like the episodes, please share your love by rating, writing reviews and sharing this with your friends and colleagues.

You can provide your feedback or questions by writing to me at mgr at rmukeshgupta.com.

PBTO24: What’s the Measure of a Sales Managers Success

One of the most important pillar of building a high performing sales team, is the performance of your sales managers. So, how do you evaluate the performance of a sales manager?

If your organization is like most of the sales organizations, the answer is very simple – Does he hit his sales quota?

Sales organizations function like a clear top-down organization. The sales VP or CSO or whatever he is called gets a quota (based on the CEO’s commitment to the stock market or to the board members and investors), say $100 Million.

He then adds a cushioning factor and distributes this to his direct reports. Lets say he has 4 direct reports – the total sales quota for these reports add up to $110 Million. They then distribute this among their direct reports with a cushion added to their quotas. You get the drift.

However, the question is, if this is the best that we can do? Also, does this improve the effectiveness of the sales organisation or undermines it? Does it truly measure the sales managers effectiveness on what they are supposed to do?

In my opinion, this is not the right way to measure the sales managers success.


Because, sales quotas should be the measure of success or failure only for those who actually go out and sell for a living.

The role of a sales manager is to enable his team to exceed their sales quotas. The key word there is – ENABLE.

The primary responsibility of a sales manager should be the following:

  • Recruit well.
  • Ensures that they are become productive quickly
  • He needs to monitor their effort, attitude and performance.
  • He needs to coach his team as per each individuals requirement.
  • Reinforce positive behaviours and discourage non-positive behaviours.
  • Needs to help/coach each one of his sales executives to exceed their sales quotas

So, if they are responsible for the above, how should they be evaluated?

In my opinion, a sales managers success could be measured by:

  • Has everyone in his team exceeded their sales quota?
  • As they say, the strength of any team is equal to the strength of its weakest link. Who in his team is the weakest performer and by how much in comparison to his quota or the team? This should have a bearing on the sales managers evaluation.

This also means that all the managers of the sales managers should also be evaluated using similar metrics.

One drawback of this model is that this could tempt the sales managers to set low sales quotas for all their sales executives to ensure that they all over-achieve their quotas and hence the sales managers get good evaluations. The counter-balance here is for the CEO to achieve by setting the bar high for the sales organization quarter after quarter.