We invite you to a series of interviews with inspiring experts and trainers who are especially valued by our clients. They share their knowledge and experience—but not only that. You’ll also hear some entertaining anecdotes. For the first conversation, we invited Emilian Wojda, a longtime sales director at leading organizations and an accomplished trainer. In the interview, you’ll find out why salespeople love selling, how to spot who’s telling the truth in a job interview, whether algorithms sell better than humans, and… why it’s not always worth washing your car at any cost.
Enjoy the read!
ON SALES WITH EMILIAN WOJDA
— People working in sales often complain—about stress, constant pressure, and performance targets—yet many of them genuinely love their job. Why is that?
Emilian Wojda: Motivations vary, but the common denominator is human interaction. In sales—especially B2B—you build relationships. Each one is unique, has its own dynamic, and leaves a mark. That’s the most interesting and fascinating part of sales.
— Throughout your career, you’ve switched roles—from sales director to external trainer and coach, and then back to frontline sales. Why?
EW: I love selling—it’s my element. That’s definitely the main motivation. But also, to be a good trainer, your knowledge has to be current. So, I regularly return to active sales. I’m a practitioner, not a theorist. The knowledge I pass on is rooted in reality.
Sales: Problems and Solutions
— What problems do clients usually bring to you? What’s most often broken in sales?
EW: The main problem is shallow diagnosis. For example, a sales director calls and says he wants his team to improve their negotiation skills. On the surface, it sounds straightforward. But once we talk, the real issue turns out to be something else—like a lack of motivation to protect margins. So before any training, I always take a step back to identify the true root of the problem.
— How do you diagnose the problem correctly?
EW: Clients—especially large organizations—must realize that sales is the final link in a complex chain. The whole company sells, not just the salesperson. Even the best rep can’t do much with a poor-quality product. Sustainable growth requires recognizing that nearly all departments impact results. It sounds obvious, but silo thinking is still widespread. Only a holistic approach will yield real results. Teaching a striker to shoot free kicks perfectly won’t change the outcome if we ignore tactics or team morale.
— How do you overcome resistance to change and convince people to act?
EW: If a sales director is calling me, they likely recognize there’s a problem. If it’s not addressed, the situation will worsen. Expectations always grow—during a boom, targets are raised beyond market growth to maximize gains; during stagnation, there’s pressure to grab a larger piece of a shrinking pie. In a crisis, the expectation is to maintain output despite reduced sales support. If issues remain unresolved, companies simply won’t manage.
The second point is internal motivation—people have to want to change. Many managers still use authoritarian leadership, which kills potential. When managers and teams are on opposite sides, there will be no spectacular results. A salesperson should see meaning in making more client visits. If they’re doing it just because they’re told to, they’ll find a way to avoid it. The sales manager should be on the field with them, playing for the same goal, offering real support.
— Were you that kind of leader when you managed large sales teams?
EW: Once, during a company event, a rep said to me: “Emilian, I hate you.” I was stunned and asked why. Eventually, he said that sometimes he wakes up and doesn’t want to go to work—but then he thinks, “I can’t let Emilian down.” That story is a reminder of how powerful mutual trust, shared goals, and collaboration are.
Why Authoritarian Leadership Fails
— If that’s the case, why do so many managers still choose an authoritarian style?
EW: Sales is heavily measured—everything revolves around KPIs. Metrics are essential, but they create pressure. Many resort to top-down leadership under that pressure. But Excel doesn’t sell—people do. You can’t be a slave to numbers. You need to manage each stage of the sales process, track trends, and adjust. If the process is solid, the result will follow. Authoritarian leadership often stems from insecurity or a rush to prove one’s authority. A good manager checks that things are on track. A bad one looks for slip-ups, which only demotivates the team.
— Aside from leadership style, what other issues do you see in sales management?
EW: Rigid thinking. Managers often cling to specific theoretical models. But success lies in adapting, mixing approaches, and staying rational. Sales is too complex to fit into one framework. I teach clients to stay flexible using real-life case studies.
Another issue is poor communication—directives must make sense and align with strategy. I recall one manager who was upset about dirty company cars. He told the team they’d face penalties if the cars weren’t spotless. Later, I saw a line of our cars at a car wash—drivers were wasting hours there to avoid punishment, instead of meeting clients. And the penalty for missing a sales goal was actually lower than for having a dirty car.
Why Salespeople Burn Out
— What causes salespeople to burn out?
EW: Pressure to perform with poor tools. A good product, solid CRM, and clearly defined negotiation leeway are essential. Even top reps won’t succeed without them. Admin work is another issue—salespeople hate paperwork. Organizations often pile on procedures that add no value. These need to be reviewed so salespeople can focus on clients. Also, misassigned blame is damaging—sales teams often get blamed for results beyond their control. That’s demotivating.
— Choosing the right team is crucial. In a job interview, how do you tell if someone’s a strong salesperson or just a smooth talker?
EW: The key is specifics. I ask about real situations. “When did you have to apologize to a client for something that wasn’t your fault? How did you handle it?” Their answers reveal whether they know what they’re talking about. You also learn about their thinking style, energy, and customer culture—all vital in sales.
People vs. Algorithms in Sales
— How much of selling is still done by people, and how much by tech? Who’s the better salesperson—a person or an algorithm?
EW: E-commerce is great for simple transactions. But for many purchases, people need a guide—especially when unfamiliar with the product or unsure. Forums and reviews help, but they’re not always enough. It’s like visiting a museum—you want advice on which painting to spend time on.
In B2B, the stakes are higher: more money, greater responsibility. Relationships and trust matter, and they take years to build. Algorithms can’t replace that, though they provide great support. And even in B2B, emotions play a huge role—and that’s where humans shine. In short: salespeople are—and will remain—essential. Sales teams should be strengthened, not cut.
— Thank you for the conversation.
We also asked ChatGPT the final question. Here’s what the chatbot said:
A human can be a better salesperson when products or services require a high degree of personal interaction. A person can tailor the offer, share valuable knowledge and experience, and help the client make the best choice.
However, algorithms can outperform humans for products or services that are easy to compare based on specifications. They can quickly process massive amounts of data and provide optimal offers based on customer preferences and behavior.
Especially in industries where price is the key factor, algorithms may have the edge. They can instantly compare deals and secure the best terms.
In the end, it depends on the case and the industry. Sometimes a human is better, sometimes an algorithm. The best approach is combining both to deliver the best customer experience.
