A couple of people I deeply respect have written outstanding pieces arguing that we have take sales role specialization too far. Amy Volas wrote, “Is Sales Over-segmented,” Bob Apollo wrote, “Has role specialisation in B2B selling gone too far?” (There Bob goes with his “English” spelling.) Both articles are outstanding.
There’s no question 2020 has been a year for the history books, and not necessarily in a good way. The impact of the pandemic + political uncertainty and upheaval has taken its toll.
Ever wonder why people are resistant to coaching? Do you feel like people are telling you what they think you want to hear? The fact is, your people are scared of you; and coaching. If you want a team of coachable sales champions, here are ten critical questions every manager needs to ask to ensure people understand your positive intentions and the benefits of coaching, or run the risk of having your people hide from you.
If there’s one thing the pandemic has taught us, it’s that almost anything can be done remotely if it has to be. But is complex b2b sales an outlier? Can you really do everything in a virtual selling environment that you can in-person? And can you do it well?
I’ve been sitting in a lot of deal reviews recently. The clients are in varied businesses, ranging from software technologies, medical devices, capital equipment, electronic components, financial services, and so forth.
Empathy gets a lot of lip service in sales circles. We talk about how to transform sales with empathy. The importance of empathy in coaching. Whether some people have a sales advantage due to natural empathetic abilities. And the role of empathy in AI’s ability (or inability) to support or even replace salespeople.
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