Sales Leader of the Month June 2025 – Würth Industri

From words to action – this is how Würth truly leads change

As sales leaders of the month, this time we highlight CEO Annelie Andreasson and Marketing Manager Maria Miasnikova at Würth Industri Sverige – two leaders who, with courage, structure and presence, have driven a change journey that really makes a difference. Together with Mindit, they have implemented a purposeful shift, with a focus on concrete behaviors, follow-up and the active presence of leadership. The result? A stronger collaboration, clearer offers and a culture where change not only inspires – it is realized.

From inspiration to transformation

When Würth Industri Sverige wanted to take the next step in its development, they chose to focus on sales development – not as a project, but as a strategic shift. With CEO Annelie Andreasson and Marketing Manager Maria Miasnikova at the helm, the organization has taken clear steps towards stronger collaboration, better offerings and a culture where leadership makes a real difference.

We are all salespeople – regardless of title

“The interest in sales development was sparked when I took over as CEO in 2021,” says Annelie. “I saw a need to combine theory with practice, and to create a shared understanding of the business. But the organization wasn’t ready then – we were in the middle of a major change journey.”

The time was not ripe until June 2024. That's when the collaboration with Mindit began, with a clear ambition: to create a long-term transition, not just an education.

“We are in a company where we are all salespeople,” says Annelie. That is why it was important that key people other than the sales department also participated.

Maria fills in:

– Many were initially strongly anchored in their existing roles and didn't really see how they could contribute to sales. But during the process, a new understanding emerged: “We actually have sales in us!” It was an aha moment that opened up a shared responsibility and commitment.

Structure, courage and collaboration

Maria started her role as marketing manager at the same time as the process with Mindit got underway.

– I was a pure marketer back then, but today we work according to a smarketing concept where sales and marketing work in symbiosis. Mindit has opened my eyes to how we can collaborate all the way – not just between sales and marketing, but between all functions.

Annelie agrees:

– We have a completely new structure. We now go into the customer meeting with a purpose and a plan. If there is no potential, we move on. We have become better at opting out – something we were previously bad at.

Better quotes and stronger teams

An important success factor has been that new behaviors have actually begun to take hold in everyday life – at the same time as old patterns, such as ad hoc sales and price focus, have had to leave.

“We have already seen the effects,” says Annelie. Our sales manager recently received praise from a potential customer for how clear and value-adding his quote was – compared to the competition.

Maria adds:

– Our quotes are no longer just price lists. We build in value and are clear about what the customer actually gets.

It's about creating new habits that last over time – through reflection, follow-up and shared learning.

New behaviors – and old patterns that have had to be abandoned

An important success factor in the shift that has taken place is that new behaviors have actually begun to take their place in everyday life – at the same time that old patterns have had to leave.

“We have become much better at going into customer meetings with a clear purpose,” says Annelie. “If we notice that there is no potential, we move on. Previously, we could get stuck in contacts that led nowhere.”

Maria fills in:

– We have also become braver in how we ask questions and argue. It is noticeable that more people dare to take a place in the customer dialogue. And we are no longer afraid to challenge our own processes.

Another clear shift is that the teams themselves have started to articulate what they are doing differently. This creates an awareness that in itself reinforces the change.

– It's no longer just something we talk about – it's something we do, says Maria.

A more open culture between colleagues has been created where feedback and evaluation of work is part of the working method.

At the same time, old patterns such as ad hoc sales, price focus and “holding on” to customers who are not ready have given way. Instead, new meetings are booked later – and the time is used to find new business.

This is how they keep the change alive

Together with Mindit, they have implemented a purposeful transition, focusing on concrete behaviors, follow-up, and the active presence of leadership.

To ensure that the new behaviors do not go to waste, leadership has taken clear responsibility.

“We have introduced development meetings every six weeks,” says Annelie. “There we evaluate how we work, what works and what we need to adjust.”

The sales manager also has an important role in following up on how quotes are formulated and whether the new working methods are used in practice.

“We have gone from just having kick-off meetings to also having regular reflections throughout the project,” says Maria. This means we learn faster and stay focused on the right things.

Leadership is present, curious and consistent – and that is precisely what makes change not stop at inspiration, but transformative.

The crucial role of leadership

“I have been very active in the training,” says Annelie. It was important to show that this is something we live – not just something we send people on.

Maria has had a key role in coordinating the entire process:

– Maria made sure we kept to the times, that everyone knew what to do, and that we used what we learned.

The trainer Björn Forssén also receives great praise:

“He was fantastic,” says Annelie. He created a climate where everyone had a say and felt involved.

Würth – Way of Selling

During the training, Maria created the team's own method: Würth – Way of Selling , based on Mindit's model. It focuses on identifying, formulating and training the team's best way to work with sales – with goal management and a focus on change at the center.

“It became clear that we needed a common direction,” says Maria. And now we have one.

Insights and lessons learned

“At the beginning of the project, we were asked: ‘What are we selling and what is its value?’ Then there was silence,” says Maria. Eight months later, the whiteboard was full of insights.

Annelie fills in:

– It has been a journey of feeling pride in what we do. It creates security in customer meetings.

Challenges and next steps

The biggest challenge now is to keep up with the new.

“It's easy to fall back into old patterns,” says Annelie. That's why we have introduced development meetings every six weeks, where we evaluate and follow up.

An important part of staying on track is for team leaders and managers to actively support the new way of working in everyday life.

“We have become better at evaluating throughout the project, not just at the end,” says Maria. This means we learn faster and keep the change alive.

Business value of the investment

“We have already brought in new customers with our new method,” says Annelie. And even though our sales cycles are long, we are already seeing increased business value.

– Internal communication has also become much better, which saves time and creates efficiency.

Tips for other leaders

“Don't move too fast,” says Annelie. “This is a journey. People need time to think and reflect. That's when change really happens.”

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