Ceo

One of the most important aspects of human development is that we can be very good at learning from our experiences. Unfortunately, when it comes to sales, people don't often document their successes AND failures...

Most sales leaders believe that building a great sales culture means something like instituting a new policy or creating a fun place to work...but in reality, it means creating a place where salespeople can GROW.

When prospecting, how often are you able to reach a decision-maker? And, even whenever you do, how often do they simply refer you to someone else?

Depending on the kinds of question you ask, you might be referred back to what we call an "order-taker", or your call will simply be ignored altogether. At Sandler, we categorize prospecting questions as either being strategic or tactical.

One of the things I talk about often with sales leaders who are eager to maximize their team’s performance is the principle of reinforcement. All too often, we think of training for salespeople as a one-and-done initiative, as something we can check off a list once the "training" event is over and consider finished.

As a sales leader, you will ultimately be judged on your ability to hire and retain people who are both willing and able to do the job of selling. All too often, we fall prey to the “great interview” syndrome.

We're almost halfway through 2019, so...how is your business doing? Did you create a plan to follow for the year, and if so, have things turned out the way you wanted them to? If not, are you looking to create a plan for 2020?

Did you happen to watch The Masters over the weekend? If so, then you witnessed one of the greatest golf comeback stories of all time...and if not, you have at least probably heard about it.

Too often sales leaders don't look for new employees until there's a position available...which means it's pretty likely they're hiring based on their emotions...