In the sales industry, we talk a lot about best practices and how to apply them inside our organizations. But what if applying best practices isn’t actually the best way to improve sales performance?
If you’re like most sales organizations, 2016 is unlikely to go down in history as a banner year for you. We’ve seen declining effectiveness across the board for nine years running, and there have been no major shake-ups to reverse that trend.
For managers, developing others' abilities is indeed critical - it's the emotional competence most frequently found among those at the top of their game. This is a person-to-person art and the effectiveness of counseling hinges on empathy, as well as the ability to focus on our own feelings and share them.
It’s that time of year again: goal setting. We do it every fourth quarter, and every first quarter we launch into the new year with high hopes. On what basis do we place these high hopes? Certainly not on past attainment, if industry-wide statistics are to be believed.
“I’m sorry but we’ve decided to go with Company X, instead of you. Thanks for all your hard work”. As a sales professional, hearing this statement from a prospective client can be a bitter pill to swallow, particularly after a long and complex sales cycle.
Early in my career as an entrepreneur, I struggled to improve performance on my sales teams. Like many people responsible for sales teams, I hired and fired repeatedly, looking for the rock star performers who could make the organization succeed.
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