An Interview with Ingo Poggensee:
Ingo Poggensee, PAWLIK Partner and Senior Consultant, explains how sales managers can motivate themselves and their teams during challenging times and why individual development plans ultimately yield far more for companies than mere target setting.
What are your clients currently concerned about regarding people in companies?
On the one hand, finding, onboarding, and retaining good new employees remains a central challenge. On the other hand, protecting leaders and employees from potential health impacts due to the demanding times we live in is essential. Targeted corporate health management and individual coaching are becoming increasingly indispensable for making individuals and teams more resilient and robust.
In your opinion, what has changed the most in sales over the past few years?
End customers have become far more informed, less loyal, and above all, more demanding due to the digital transformation. When I can research everything online, I choose the offers and services that suit me best and are most affordable. This places sales teams under increasingly complex challenges with ever-tighter budgets. This includes, for example, the development of easily scalable, secure SaaS solutions with a user-friendly UI/UX that work even under high loads.
Sales and leadership training—what does this mean in daily business?
Leaders are currently under enormous pressure. They are often overwhelmed by the multitude of daily tasks and face feelings of growing fatigue and isolation. There is still far too little exchange of experience among them: people don’t ask how someone is doing or admit when they’re stuck. Trainings help reflect on individual thought, feeling, and behavior patterns, identifying both blockages and potentials. Many professionals only realize through these trainings how efficient and successful collaborative leadership cultures can be. Therefore, training is becoming increasingly important in sales as well.
Where do you see the greatest challenges in sales at the end of the year, and what levers can be moved this year?
Good salespeople don’t think in categories like “December is only half a month”—they think ahead. They keep their numbers in view and under control every quarter. However, in tough times, when target agreement discussions become mere target information sessions with statements like “These are your goals for next year. Any questions?”—this is, to put it mildly, not motivating and benefits no one. Leaders have the task of showing paths to reach targets.
Targeted coaching sessions can now support leaders and selected salespeople in reflecting on their roles and communication when agreeing on employee goals and planning sales. This can bring new momentum and fresh energy for the new year.
How can you prevent salespeople from “shutting down” at the end of the year?
An individual development plan instead of mere target setting ensures more commitment and prevents such fluctuations. It cannot be stressed enough: the right mindset makes the difference. The effect of bonus payments fades if goals are reached by fall, leading to less drive instead of more motivation. Therefore, such agreements should always extend to the end of the year.
What are the biggest mistakes leaders make balancing operational tasks and personnel management, and how can they counteract them?
Time is the most important resource we have. Leaders, who often rush from one meeting to the next, should carefully consider how they handle it. Many still invest more in technical and management tasks than in conversations with their employees. This is tied to an outdated mindset of seeing oneself more as a performer and less as a developer and coach of their team. Yet, people are always the most valuable resource of any company—and every leader should take enough time for them. This also applies to self-care. Many leaders do too little for themselves—keyword: building resilience—and their own personal and professional development.
What excites you every day about your work?
I find it incredibly satisfying to develop individual solutions with my clients—for example, learning architectures—achieving goals, and exceeding expectations. Additionally, our open, human culture at PAWLIK creates an environment where working is simply enjoyable.
How do you stay informed about current developments in your industry and continue your education?
Through my work with clients, I naturally learn a lot—I see this as an absolute vote of confidence and great privilege. Continuous learning is inherent in my job because everything is always in motion. That’s what makes it exciting! I read a lot, especially professional articles and literature on leadership and sales, watch videos, listen to podcasts and audiobooks, and exchange ideas with my colleagues.
Why is it worthwhile from a business perspective to invest in leadership, sales training, and leadership development?
Simply put: you get the employees you deserve. Those who invest little cannot expect much. In our dynamic work environment, marked by a shortage of skilled workers and new soft skill requirements due to AI, there is no alternative to personal development. When people get to know themselves better through training, they can change and realize their potential. This is priceless and worthwhile as it fosters stronger employee loyalty to the company. Without developing talent, there is no retention, and without retention, there is no future success.
What tip would you give CEOs for the end of the year?
Definitely plan time for self-reflection, focus more on company culture and not just the metrics, and switch off between the holidays with a good book to recharge.
#PeopleMakeItHappen:
What book has recently impressed you deeply, and what makes it so special?
“Humankind” by Rutger Bregman. The book argues that we are better than we think—and that the world and its people can be viewed with renewed optimism.
