Everybody in sales leadership knows that a bad hiring decision, or failed on-boarding, is a costly mistake. So why is turnover still so high in the sales industry? Maybe leaders feel like they can’t fix it, so why bother trying. Or they feel like they have more pressing concerns.
It’s pretty near impossible to find a negative opinion about the effectiveness of sales coaching on the top line performance of a company.
It’s no secret that human beings do not always make perfectly logical decisions. As much as we may try, our emotions frequently get in the way. To make matters worse, our brains can get in the way, too. We are quite literally wired to take “shortcuts” in thinking, called “heuristics.”
What I have to say probably won’t go down particularly well with a sector of the sales improvement community whose primary purpose seems to be to convert every sales person into a superhuman hero capable of leaping customer objections in a single bound.
All too often salespeople are told that in order to achieve their sales targets they need to network and build relationships, assist potential clients with decision making, or confirm joint commitments.
When I say “sales fundamentals,” what do you think of first?
Is it a sales process? Is it a CRM? Is it objection handling (or other similar skills)?
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