How big is your frying pan?

Nick Saban – A Leadership Icon I Deeply RespectNick Saban is not just one of the greatest coaches in American football history. For me, he is one of the most impressive leadership personalities of our time. Seven national championships are not luck. They are the result of discipline, uncompromising standards, accountability, preparation, and relentless execution.That is exactly what I admire about him.Saban does not tolerate excuses. He does not manage by hope. He does not lower the standard because circumstances become difficult. His philosophy is brutally simple: ‍Do your job. Own your responsibility. Execute. Every single day.And most importantly: Stop staring at the scoreboard.‍You cannot control the final result. But you can control your preparation, your actions, your intensity, and your next move.:devider:That philosophy applies to football. It applies to leadership. And it absolutely applies to sales.Win the next play. Win the next customer. Win the next opportunity. Then do it again. Relentlessly.‍That is why I deeply respect Nick Saban.:devided:Ulvi's 10 Leadership Principles – Inspired by Nick Saban’ - Applied to SalesTrust the Process‍Don’t obsess about the final result. Focus relentlessly on the actions that create it.‍Dominate Your Assignment‍Know your responsibility. Own your territory. Execute your job better than anyone else.‍Standards Over Motivation‍Motivation comes and goes. Standards remain. Perform at your standard every single day.‍Execution Wins‍Strategy gives direction. Execution delivers results. Great plans mean nothing without great execution.‍Never Become Complacent‍Yesterday’s success guarantees nothing. Yesterday’s customer does not guarantee tomorrow’s order.‍Measure What Matters‍Don’t just measure results. Measure the behaviors that create results. What gets measured gets managed.‍Correct Mistakes Immediately‍Losing is information. Understand what went wrong, correct it quickly, and make sure it does not happen again.‍No Excuses – Take Ownership‍Stop blaming the market, competitors, prices, products, or customers. Ask instead: What can we do differently?‍Create AccountabilityEvery action needs an owner. Every owner needs a commitment. Every commitment needs a deadline and a measurable result.‍Win the Next Play‍Don’t mourn yesterday’s loss. Don’t celebrate yesterday’s win for too long. Focus on what comes next: ‍Win the next customer. Win the next meeting. Win the next opportunity. Win the next order. Then do it again.:devider:Don’t obsess about the scoreboard. Obsess about the next action. Execute relentlessly — and the scoreboard will follow.‍How big is your frying pan? Bad - average - good - excellent or elite - your decision!

SALES IS A CRAFT. MASTER IT. Everybody talks about sales strategy. Market strategies. Growth strategies. Customer strategies. Go-to-market strategies. Fine. But even the smartest strategy is worthless if the execution is poor. Sales is not only strategy. Sales is craftsmanship. And craftsmanship means doing the basics exceptionally well. Every day. Again and again. 1. SHOW UP. Go and see your customers. Not only on Teams. Not only by email. Not only when there is an RFQ on the table. Get in front of them. Show genuine interest. Understand their business. Understand their problems. Build relationships. And make one thing unmistakably clear: We want your business. Customers should feel that you are willing to work hard for the relationship. 2. PRIORITIZE YOUR CUSTOMERS. Not every customer deserves the same amount of your time. Cluster them. A. B. C. Know which customers generate your business today — and which customers could generate your business tomorrow. Define priorities. Then define the right actions for every cluster. Who needs a personal visit? Who needs management attention? Who needs technical support? Who needs a call every month? Stop treating every customer the same. 3. PUT A NUMBER ON EVERY CUSTOMER. What is the potential? €500,000? €1 million? €5 million? Define it. Then define how much of that potential you intend to capture. Because if you don't know where you want to go, don't be surprised where you end up. Or, as the old saying goes: “No wind is favorable to the sailor who does not know which port he is heading for.” Customer potential without a target is just a number. Give every important customer a destination. 4. BE RELENTLESS. Sales requires persistence. Especially with customers who are not buying from you yet. And especially with customers you have lost to competitors. My rule is simple: Approach them ten times. Call. Visit. Follow up. Bring an idea. Bring an expert. Bring a solution. Come back. Again. Again. Again. Not because you want to annoy them. Because you want them to understand: We want you as our customer. And we are willing to fight for your business. 5. WORK. WORK. WORK. There is no sophisticated substitute for hard work in sales. Do your homework. Prepare your meetings. Know the customer. Know the decision-makers. Know the competition. Know the opportunity. Follow up. Keep your promises. Document what you agreed. Define the next step. And then execute it. That is what I mean by clean sales craftsmanship. Sales success is not created in PowerPoint. It is created through hundreds of disciplined actions in the market. Step by step. Customer by customer. Opportunity by opportunity. Strategy tells you where to go. Tactics get you there. And execution separates those who talk about growth from those who actually deliver it. Show up. Be prepared. Be persistent. Execute relentlessly. That is sales. SALES IS A CRAFT. MASTER IT. Everybody talks about sales strategy. Market strategies. Growth strategies. Customer strategies. Go-to-market strategies. Fine. But even the smartest strategy is worthless if the execution is poor. Sales is not only strategy. Sales is craftsmanship. And craftsmanship means doing the basics exceptionally well. Every day. Again and again. 1. SHOW UP. Go and see your customers. Not only on Teams. Not only by email. Not only when there is an RFQ on the table. Get in front of them. Show genuine interest. Understand their business. Understand their problems. Build relationships. And make one thing unmistakably clear: We want your business. Customers should feel that you are willing to work hard for the relationship. 2. PRIORITIZE YOUR CUSTOMERS. Not every customer deserves the same amount of your time. Cluster them. A. B. C. Know which customers generate your business today — and which customers could generate your business tomorrow. Define priorities. Then define the right actions for every cluster. Who needs a personal visit? Who needs management attention? Who needs technical support? Who needs a call every month? Stop treating every customer the same. 3. PUT A NUMBER ON EVERY CUSTOMER. What is the potential? €500,000? €1 million? €5 million? Define it. Then define how much of that potential you intend to capture. Because if you don't know where you want to go, don't be surprised where you end up. Or, as the old saying goes: “No wind is favorable to the sailor who does not know which port he is heading for.” Customer potential without a target is just a number. Give every important customer a destination. 4. BE RELENTLESS. Sales requires persistence. Especially with customers who are not buying from you yet. And especially with customers you have lost to competitors. My rule is simple: Approach them ten times. Call. Visit. Follow up. Bring an idea. Bring an expert. Bring a solution. Come back. Again. Again. Again. Not because you want to annoy them. Because you want them to understand: We want you as our customer. And we are willing to fight for your business. 5. WORK. WORK. WORK. There is no sophisticated substitute for hard work in sales. Do your homework. Prepare your meetings. Know the customer. Know the decision-makers. Know the competition. Know the opportunity. Follow up. Keep your promises. Document what you agreed. Define the next step. And then execute it. That is what I mean by clean sales craftsmanship. Sales success is not created in PowerPoint. It is created through hundreds of disciplined actions in the market. Step by step. Customer by customer. Opportunity by opportunity. Strategy tells you where to go. Tactics get you there. And execution separates those who talk about growth from those who actually deliver it. Show up. Be prepared. Be persistent. Execute relentlessly. That is sales.

Diese fünf unterschiedliche Managementbegriffe werden (sehr) oft vermischt und dadurch entstehen falsche Entscheidungen .Jede Ausgangslage verlangt andere Maßnahmen, Prioritäten und Führungsmethoden.Wer wirtschaftliche Probleme mit wohlklingenden Begriffen beschönigt, verzögert notwendiges Handeln.Die Kernbotschaft lautet: Probleme klar benennen, konsequent handeln und Ergebnisse nachweisen.:devider:Kurze Übersicht:Die fünf Begriffe nach der AbgrenzungWarum Führungskräfte die Begriffe Change-Management, Transformation, Restrukturierung, Sanierung und Turnaround sauber unterscheiden müssen. Wer sie vermischt, riskiert falsche Entscheidungen und verschleiert die tatsächliche wirtschaftliche Lage. ‍‍Change-Management ...... bedeutet, Prozesse, Systeme oder Arbeitsweisen in einem grundsätzlich funktionierenden Unternehmen zu verändern, während das Geschäftsmodell weitgehend bestehen bleibt. ‍‍Transformation ...... verändert dagegen die wirtschaftliche Logik und beantwortet die Frage, womit das Unternehmen künftig sein Geld verdient. ‍‍Restrukturierung ...... passt Strukturen, Kosten und Abläufe an veränderte Marktbedingungen an und sollte möglichst stattfinden, bevor eine Krise entsteht. ‍‍Sanierung ...... wird notwendig, wenn die Existenz bedroht ist und Liquidität, Handlungsfähigkeit und Überleben gesichert werden müssen. ‍‍Turnaround ...... bezeichnet die nachweisbare, nachhaltige Wende zum wirtschaftlichen Erfolg als Ergebnis wirksam umgesetzter Maßnahmen. :devider:Jeder dieser Begriffe steht damit für andere Anforderungen an Führung, Prioritäten und Umsetzung. Die zentrale Forderung lautet: Probleme präzise benennen, konsequent handeln und den Erfolg an tatsächlichen Ergebnissen messen.‍

China: A strong market. A key pillar of Innomotics. China is of central importance to Innomotics—as a market, a production hub, and a vital part of our global organization. Our sites in China embody the local roots of our business and our industrial expertise. To me, one thing is clear: success here requires staying close to the customer, understanding the market, reacting quickly, and delivering outstanding performance every single day. Market potential alone doesn’t secure orders; we have to turn that potential into business through a strong local presence, clear accountability, and consistent execution. Our Chinese team plays a crucial role in this. Our colleagues know the customers, understand their requirements, and bridge the gap between our global expertise and the local market. This connection is what makes us strong. My goal is for us to make greater use of the knowledge and experience held by our team in China across the entire Innomotics organization. Collaboration means learning from one another and improving together. Thank you to our colleagues in China for your dedication and your contribution to our shared success. China is a key pillar of Innomotics. Let’s build on this strength. Let’s win customers. Let’s deliver results. Together.