Conversations at the intersection of sales management research and field reality.
Dr. Shelly speaks with practitioners, researchers, and revenue leaders about what the evidence actually says about building high-performing B2B sales teams — and what it means for the managers doing the work.
Sarah Chen, VP of Sales at Meridian SaaS
Sarah took a team with no defined process and built a repeatable, scalable sales motion in 18 months. Dr. Shelly and Sarah examine what she did, where the research supports her approach, and where the evidence suggests a different path.
Marcus Webb, Sales Director
Marcus shares why he reduced the frequency of his feedback and what the research on skill development and autonomy suggests about why it worked.
Priya Nair, Head of Revenue
After 200+ sales hires, Priya has one non-negotiable. Dr. Shelly and Priya examine what coachability actually means, how to assess it, and what the research says about its predictive validity.
James Okafor, Regional Sales Manager
The performance improvement plan is the most misused tool in a manager's kit. James and Dr. Shelly examine when the research supports its use — and when it simply delays an inevitable outcome.
Lisa Tran, CRO
Lisa turned a team that sandbagged everything into one that called their number within 5% every quarter. Dr. Shelly examines the organisational behaviour research that explains why her approach worked.
David Osei, Sales Manager
David made every mistake in the book in his first quarter as a manager. Dr. Shelly connects his experience to the research on leadership transitions and what it predicts about new manager success.
Rachel Kim, VP Sales Operations
Bad territory design kills motivation before a rep makes their first call. Rachel and Dr. Shelly examine what equity theory and motivation research say about designing territories that drive performance.
