Art Fromm of Team Sales Development On Five Things You Need To Be A Highly Effective Leader During Uncertain & Turbulent Times
Be flexible, but know your limits so you don’t overexert yourself or over-stress your team. I recall many instances when I had to say “not now” or “yes, AND I need the following resources” to commit to projects. Conducting a bit of discovery about what is happening or the need that arises will go a long way in helping determine how severe or urgent a situation is.
As part of our series about the “Five Things You Need To Be A Highly Effective Leader During Turbulent Times”, we had the pleasure of interviewing Art Fromm, author of Making SEAMless Sales: How presales and sales can work together seamlessly.
Art Fromm is a seasoned sales transformation expert, speaker, author, and the visionary behind the SEAMless Sales® methodology. With over three decades of experience in B2B sales and sales enablement, Art has dedicated his career to bridging the gap between presales and sales teams, turning disjointed efforts into cohesive, client-focused success.
He founded Team Sales Development Inc. (TSD) in 2009, where he serves as president, guiding organizations to refine their deal closure and client success strategies. Since 2005, he has served as a Principal Facilitator for the Sales Opportunity Snapshot methodology, creating the Salesforce and Dynamics 365 applications that support it. In 2013, he became a Principal Facilitator with John Care, managing partner of Mastering Technical Sales. In 2016, he joined Peter Cohan as a Certified Great Demo! expert. Partner. In addition, Art has a portfolio of related sales transformation offerings. Art is known for collaborating with industry leaders to elevate technical sales practices.
Art’s journey spans roles that honed his expertise in aligning Sales Engineers (SEs) and Account Managers (AMs), culminating in his acclaimed book, Making SEAMless Sales: How Presales and Sales Can Work Together Seamlessly (2024). Endorsed by luminaries like Steve Bistritz, John Care, and Peter Cohan, the book distills his innovative SEAMless Sales® methodology — a framework that unites SEs and AMs through shared purpose, structured collaboration, and trust. This approach has earned praise for boosting win rates, deal sizes, and customer satisfaction in complex sales cycles. A sought-after speaker and contributor to groups such as the PreSales Collective, Consensus, and the Sales Experts Channel, Art continues to shape the future of sales by championing teamwork and being laser-focused on client success.
For more information, please connect with Art here:
Thank you so much for your time! I know that you are a very busy person. Our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?
I had no idea when I graduated from the University of Buffalo in 1981 as an engineer that for the past 25 years, I’d be working with global Fortune 100 companies to transform their sales teams and businesses.
In 1978, I began my career as a draftsman, working on blast furnace retrofit and repair projects between my Sophomore and Junior years in college while pursuing my Bachelor of Mechanical Engineering Degree. After graduating and performing engineering design work for Linde, Union Carbide, I was appointed, after only one year, the on-site mechanical lead supporting the construction of a new air separation plant in Hatfield, PA.
Subsequently, as a promising new engineer, to protect a few of us from layoffs, we were transferred from engineering to the brand-new leading-edge Computer-Aided Design (CAD) system, where we worked on Process and Instrumentation Diagrams on the night shift. I became so enamored with the CAD technology that I shifted my focus and eventually became responsible for company-wide application enablement for the engineering teams. After working for a couple of other companies, including Moore Research (Moore Business Forms) to revolutionize their CAD systems and processes, I was recruited by Intergraph, the software company we used, and my career shifted again.
For the first time, I transitioned into a sales role as an Application Engineer (AE), working for the shipbuilding and design software division of Intergraph in support of a $264 million software contract — the largest ever awarded at the time — for NAVSEA. I eventually managed a team of AEs, and together we secured a contract providing Avondale shipyards with CAD and Product Lifecycle Management (PLM) solutions to design the first fully digital ship. This achievement enabled them to become the first commercial US shipyard to win a government shipbuilding contract — the LPD-17. After working for FORMTEK, a Division of Lockheed Martin, in CAD and PLM sales and sales management positions, my career changed again when I was hired by Parametric Technology (PTC).
After a stint as a principal sales Technical Specialist at PTC, I was promoted to manage a team of Sales Specialists. Unfortunately, the technical sales teams received only technical training, focusing on features and functions. Based on my previous experience, I began training my team to be more consultative. The company recognized a difference in the results my team generated and asked me to move into the Sales Enablement organization to implement consultative sales methods for the worldwide technical sales organization. That was 1999.
After implementing blended learning focused on consultative selling for a couple of years and being assigned to similarly streamline product services consultant onboarding, I went on to partner with a training provider that focused on Sales Engineers in 2004. We were quickly brought into a world-wide learning company based out of Sydney Australia, where I held sales positions, winning and implementing many large contracts including a sales transformation project for a $6 Billion Electronics Manufacturing Services (EMS) company, for which I partnered with Steve Bistritz to implement the Sales Opportunity Snapshot methodology. Amazingly, I’m still delivering consultative selling workshops for that EMS company today.
In 2009, I went on my own again, forming Technical Sales Development (which became Team Sales Development in 2020). I addition to the ongoing relationship with Steve Bistritz, through the years I added other offerings to my portfolio through partnerships with leading methodology providers such as John Care (Mastering Technical Sales) and Peter Cohan (Great Demo!).
In 2024, I distilled everything I had learned during my sales career and wrote the book “Making SEAMless Sales: How Presales and Sales Can Work Together Seamlessly,” blending the methodologies into a cohesive framework. Currently, I’m focused on delivering seminars and speaking at events to share my extensive experience and help increase win rates, margins, deal sizes, and client satisfaction for global B2B sales organizations.
It has been said that our mistakes can be our greatest teachers. Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?
Usually, when mistakes happen, they aren’t funny; however, looking back, I do remember the time I had to cancel a Purchase Order with an external vendor for a training rollout just hours after I placed it because executive management decided that morning not to allow the use of any outside services. It wasn’t funny for me or the vendor, but it was funny how that happened right after I placed the order.
Another amusing aspect of this turn of events is that it ultimately became a success story in 2004, when I went on my own and worked with the vendor I had wanted to bring in to deliver the training.
None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story?
Well, the external vendor I was mentioning would be my most significant influence — the brothers Dave and Phil Janus. I found their workshop STOTS (Strategy and Tactics of Technical Sales), while searching for consultative training during my sales enablement role at PTC (the project I had to cancel hours later). I distinctly remember the first meeting where Dave and Phil gave a sample of their workshop for a small group of us. One activity in particular, involving selling a drill to a prospect, was the lightbulb moment. Since technical sales specialists love details and technology, most who tried to sell the drill expounded on the drill’s features and functions. The correct approach, which was natural for me at that point in my career, was to ask the prospect what they were trying to achieve, the urgency of the situation, and the desired outcome. The punch line was that understanding the client’s needs must come first, and only then can the appropriate details be discussed about the drill or if the drill was even the right tool for their needs. Their workshop taught how to do that. This inspired me to hire them to train the worldwide SE team.
So they sent a quote, I got a PO, and I excitedly anticipated proceeding with the program. Unfortunately, as I just mentioned, a funny thing happened. That afternoon, word came down from upper management that all outside 3rd Party training was curtailed, and I had to cancel the plans to proceed. This turned out to be a sign of things to come. After a few years successfully revamping Sales Enablement for the technical sales specialists, I was moved to the professional services group to help them revamp their onboarding program.
During this period, the company underwent numerous rounds of layoffs and downsizing. In the sales organization, I was seen as essential. However, in the professional services group, because I was not a revenue-producing asset, I was eventually laid off.
It was the best thing that ever happened: I had a decent severance package and could finally pursue my dream of being on my own — forming Technical Sales Development in 2004, which later became Team Sales Development. I immediately called Dave and Phil Janis, and they brought me on board to deliver the very workshop I had intended to implement at PTC.
In late 2005, after delivering numerous workshops for approximately a year, Dave and I were hired by a global learning organization. We wrote a new and improved version of the workshop, which we called TOP-SE — Technical Opportunity Planning for Sales Engineers (SE) that was delivered to thousands of SEs for many years. There, among other clients, I began working with a global EMS company to transform their sales organization using Sales Opportunity Snapshot (SOS), and I continue to work with them today.
Suffice it to say that this was a pivotal turning point that had a significant influence on my career!
Extensive research suggests that “purpose-driven businesses” are more successful in many areas. When your organization started, what was its vision, what was its purpose?
My vision when I began my business in 2004 was to continue what I was doing at PTC — to equip presales SEs with the consultative selling skills required to be more than a “demo monkey,” doing show-up-and-throw-up demos and talking about features and functions. Through the years, my vision expanded to the entire sales team, helping transform sales organizations from tactical and reactive to strategic and proactive. I witnessed this vision come to fruition, ultimately benefiting hundreds of clients and thousands of presales and sales individuals, as well as management, worldwide. Initially, I partnered with the Janus brothers. Subsequently, I collaborated with leading methodology providers, which enabled me to work with them and incorporate their offerings into my portfolio, ultimately benefiting my clients.
Thank you for all that. Let’s now turn to the main focus of our discussion. Can you share with our readers a story from your own experience about how you lead your team during uncertain or difficult times?
The most difficult time was during the layoffs at PTC. Key personnel who were known as high performers were being let go, and morale was suffering. As a team, we continued to focus on what we knew would have the most significant impact: winning deals. We also maintained a good relationship with our sales partners, which helped increase our value as they recognized the benefits of the consultative selling mindset we employed to ensure the best outcomes.
It boiled down to the basic tenant of controlling what you can control and doing what you can with your circle of influence. Many people, including myself, got caught up in the layoffs; yet, often, as in my case, the result is a better outcome.
Did you ever consider giving up? Where did you get the motivation to continue through your challenges? What sustains your drive?
When you’re a sole proprietor and have to learn everything from scratch and do everything on your own, you can’t help but think that it would be so much better to be doing something else or working for a company again. However, those thoughts quickly dispel with the thrill of the chase and the ability to blaze your own path.
Many times, working nights or weekends or on long trips with almost insurmountable logistics, it occurred to me that if I were working for someone else, I’d probably be really frustrated and mad. But because I work for myself, I have a completely different mindset. The challenges become learning opportunities and stepping stones for continuous improvement, and when the thought of giving up creeps in, I’m motivated more than ever to press on to the next adventure.
I’m an author and I believe that books have the power to change lives. Do you have a book in your life that impacted you and inspired you to be an effective leader? Can you share a story?
There are so many. SPIN Selling, Good to Great, and other books are the foundation of consultative selling and building high-performing sales teams. Getting to Yes, by Fisher, Ury, and Patton, a book about negotiation skills, had a profound impact on the way I work with my teams, partners, and clients. The key concept of the book is to shift from negotiating over positions (where one party must lose for another to win) and instead focus on addressing the common interests of the parties involved, which is more likely to result in a mutually beneficial outcome.
The methods taught in Getting to Yes can be applied to various situations, including sales, interpersonal conflict, and, of course, team management. As a leader, there are many things that team members are dealing with or may not like (such as watching layoffs occur), but they need to continue doing their jobs to the best of their ability. Coercing compliance is never good for anyone.
I recall a time when I acquired a new team member who was known for their tendency to consume a liquid lunch and return to work one or two hours late, if at all. They were regarded as highly intelligent and crucial to the company’s success, working on key projects. I hadn’t established much of a relationship with them yet, but I knew I had to address the issue immediately. I approached the situation with openness and a focus on common interests — theirs, the client’s, the company’s, and mine. This disarmed them, as they were sure that when I initially approached them about the situation, I’d demand that they fall in line and comply. It was clear that this would have made things worse.
We discussed the company’s interest in having a successful project and the key role they play in client success. We discussed their interest in being perceived as a thought leader and the hero of the project, as well as exploring new and exciting opportunities. We discussed my interest in being seen as a manager who treats team members with honor and dignity to achieve win-win outcomes. Using this approach, rather than pushing back or defending their position, we were able to focus on the problem and implications rather than the person. They began to break down a bit and confessed that no one had ever treated them like that; they were used to being chastised for their behavior, which made them want to do it more. They stated that they appreciated being respected, acknowledged that our common interests were at risk, and committed to modifying their behavior.
And they did! People noticed. The project was a success, the client was happy, and they received the recognition they deserved. Several years later, before I left to take a position at another company, I was making the rounds to say my goodbyes. When I got to this individual, they broke down again and told me that I was the most impactful manager they ever had and that they sincerely appreciated the talk we had, which turned things around.
Key takeaway: Focus on interests, not positions.
What would you say is the most critical role of a leader during challenging times?
Be there. Be steady. Be transparent. Empathize. Stay connected with the individuals on your team — check in with them regularly, especially if they’re remote. Embrace differing perspectives. Let your team members know that you value them and that you’re all working together to overcome the challenges. Watch for signs of conflict, confusion, division, withdrawal, and other indicators that the situation is negatively affecting them.
When the future seems so uncertain, what is the best way to boost morale? What can a leader do to inspire, motivate, and engage their team?
Work together to support one another through it. We’ve all heard the analogy that a piece of string by itself will break, but when woven together with many other strings, it can become a rope that is capable of carrying a heavy load. As a leader, we are one or more strings, know the strengths of each team member, and can bring in other reinforcements, while at the same time we’re responsible for spinning the strings together to make the rope.
The mere act of working together and being interdependent will make the team stronger and boost morale.
What is the best way to communicate difficult news to one’s team and customers?
Be direct and timely. Be honest — “I have some difficult news to share.” Do it in person, or if that’s not possible, on a webcam where you can both see each other. The longer the issue goes unresolved or unaddressed, the worse it will get. Take responsibility when it is your fault, have a plan to rectify the problem, and be willing to compensate for any adverse effect or help the other party through the situation. Begin with a sincere and positive affirmation, and explain the change or issue in a way that is constructive and provides a clear path for the person to process it accordingly, with the best possible outcome. Be ready to listen, empathize, and support.
How can a leader make plans when the future is so unpredictable?
By definition, the future is unpredictable. If we let that be our guide, we’ll never make any plans. Use the best available information, evaluate the pros and cons, and take action. Often, the act of moving forward will positively impact our future, bringing us closer to our desired state.
In the 1980’s there was a publication or book I recall called “Danger in the Comfort Zone.” It was about the inaction of the US automobile industry and its complacency as it dominated the world market. They thought they had accurately predicted the future. Their inaction led to dire consequences as Japan and other countries began to emerge as market leaders. It was too late to react, and we know what the result was.
After getting going, be ready to pivot as needed. We learn as we go. Having a spirit of no regrets, learning from our mistakes, and continuous improvement will ensure the best journey toward our goal.
Is there a “number one principle” that can help guide a company through the ups and downs of turbulent times?
In the immortal words of Roseanne Roseannadanna from Saturday Night Live: “It’s always something.” I’ve used this to help keep me centered and sane my whole career. Know that nothing is certain in this world, especially in business. Things will happen, and when they do, we can choose to complain about them or take action. Proper risk mitigation strategies, financial stability, and a clear plan to achieve a goal are all essential. Know that things will change, most often precisely when we don’t expect it or when it is most inconvenient. Plan the work and work the plan through changes and challenges. When something unexpected happens, recognize that there is a reason for it and make course corrections. Learn from it and keep moving.
Can you share 3 or 4 of the most common mistakes you have seen other businesses make during difficult times? What should one keep in mind to avoid that?
- Lack of situational awareness. Busyness leads to tunnel vision. Being aware of what is happening and the implications is half the battle. Having advisors and partners who help identify threats or opportunities is key. You can’t react if you don’t know what’s going on around you.
- Not reacting soon enough or burying one’s head in the sand and hoping the issue goes away. With proper planning and realizing that “It’s always something,” we can be better prepared to act at the right time. In many situations, the timing is critical. Sometimes, the best way to heal is to rip off the bandage.
- Over reacting. I frequently observe this with sales enablement organizations. There is a little downturn in sales, and they immediately cancel all sales enablement training. This is the worst thing to do. Up-scaling the team when times are slow is ideal. The most successful businesses emerging from COVID-19 took the downtime to invest in improvements to their processes and assets. When COVID-19 restrictions were lifted, they were among the first to come back online in new and better ways than ever before.
Here is the primary question of our discussion. Based on your experience and success, what are the five most important things a business leader should do to lead effectively during uncertain and turbulent times? Please share a story or an example for each.
- You never know where an opportunity will arise. Be open and aware of new adventures and pursue them for you and your team. Over the 42 years that my wife and I’ve been married and had our two children, we’ve moved 14 times and lived in nine houses across four states. We didn’t set out to do that; we went with the opportunities that were presented to us. The many challenges along the way helped us grow closer together, and today, we’re very blessed with a close-knit family — our kids actually like being around us! I’m not suggesting that, as a business leader, you move your team around the country. The main point is that working through opportunities and adversity together will not only make for a better team but also make you a better leader.
- Be flexible, but know your limits so you don’t overexert yourself or over-stress your team. I recall many instances when I had to say “not now” or “yes, AND I need the following resources” to commit to projects. Conducting a bit of discovery about what is happening or the need that arises will go a long way in helping determine how severe or urgent a situation is.
- Be there for your team. Just like kids look to their parents when something bad or challenging or even good is happening to gauge their reaction, your team is looking at you. Sometimes we need to have a cool outside when inside we’re boiling or dealing with a hundred issues. You set the pace and tone for the team, and you will be noticed for it. I have a fantastic video of my grandson and me when he was about four, going on a Ferris wheel for the first time. I maintained a positive and fun attitude, even though I knew he was initially becoming scared. As we continued to go around and around, I kept having fun and encouraging him. You could see him slowly realizing that the ride was quite exciting, and eventually, he was waving to his mom and Nana, saying, “Look at me, I’m having fun.” We need to do the same thing with our team as we ride through challenging times.
- Help your team feel safe and appreciated. The worst kind of bosses I’ve ever had were those who told us what to do without regard for the implications. Perhaps they were trying to teach us by doing, but more often than not, it just felt uncomfortable and intimidating. One of the primary roles of leaders during uncertain and difficult times is to serve as a safety net for the team, ensuring that they know you have their back and that they have a safe space in which to perform to their fullest without risk of serious injury. Part of this trait is to let them know it is ok to make a mistake or even fail as part of the process of growing and working through difficult situations. Without this safety net, the team will feel stifled and stuck or lost and despondent.
- Enable the team and provide them with the necessary resources. Many leaders came from the field, often promoted because they excelled at their job. The problem with this is that they can’t let go of the desire to do instead of enable. We’ve all seen this or done this. It simply seems better to jump in and help because we know we can get the job done. While that may be true, unfortunately, in the process, we have most likely made the person feel inadequate and certainly missed a teachable moment. And perhaps they have a way to do it better than we do. One of the key skills of a leader is to help team members excel, and the best way to do that is to coach and guide during preparation while encouraging from the sidelines during the game. Another key trait of an excellent leader in this regard is to provide exceptional resources, serve as the primary point of contact for what the team needs, and clear away roadblocks that are holding the team back. This is especially critical during challenging times when everyone is overburdened and operating in triage mode, as it enables the team to work together toward the most beneficial and desirable outcomes.
Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?
In addition to “It’s always something,” one of my favorite and most helpful life lesson quotes is “It doesn’t hurt to ask.”
Too often, there is that one thing we want to know, or help we need, or curiosity we need to satisfy, but we don’t ask. Often, it’s because we’re scared of what the answer might be or we think we’ll be rejected.
This is especially prevalent in sales. We’re too afraid to ask for the commitment, or during a demo, we’re too scared to ask if the client sees what they want, like what they see, and can see how it will help them and their business. But leaving these questions unanswered means we’re living in the land of hope and uncertainty. Knowing the answer will confirm our current standing, guide us on how to proceed, or identify what is needed so we can respond accordingly.
Asking a question has one of two results: we get what we want, or we don’t. But an unasked question will always result in the status quo.
If we get what we want because we asked the question, great! We probably should have asked sooner. Often, it is our own reluctance that prevents us from getting an answer, not the other person’s willingness to answer the question.
I’d rather ask the question and get an answer that isn’t what I wanted than not know the answer at all. At least, even if the answer is no, or not now, or full of objections, I’ll know where I stand and what to do about it.
Next time you’re reluctant to ask a question, ponder what’s the worst that can happen, and then ask it.
How can our readers further follow your work?
Thank you so much for sharing these important insights. We wish you continued success and good health!
Art Fromm of Team Sales Development On Five Things You Need To Be A Highly Effective Leader During… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.