Vol 24 – Issue 4: Grow or Die, 2.0: The Modern Sales Leader’s Upgrade
In This Issue:
Drama, Drama, Drama
By David Mattson
Have you ever noticed how most issues that cause major problems in your world could have been solved faster, or avoided entirely, if there had just been solid communication up front? Have you ever wondered why that communication doesn’t happen?
Sandler: It’s Like Golf Lesson For Your Sales Game
By Scott Bliss
Like a lot of great golfers, many salespeople operate with natural talent. But even the best golfers, and the best salespeople, need training and coaching to refine their approach, stay consistent, and perform at an optimal level. This is where Sandler comes in, offering a structured, behavior driven approach to selling and leadership. Clients tell me that taking a Sandler session is a lot like taking golf lessons from a pro, in that the real challenge comes after the lesson — in the real-world application of what you’ve learned out on the practice course.
Twelve Angry Buyers: The Modern Sales Jury
By Michael Norton
If you’ve ever seen the 1957 Henry Fonda film Twelve Angry Men, you probably remember just how intense this classic courtroom drama gets. As the story unfolds, we see and hear the entirety of a twelve-man jury’s emotional deliberations in a difficult criminal case. Most of the motion picture is set in a single room, a room in which tension and disagreements escalate with every passing second. The decision of the jurors will determine the fate of a young man who’s on trial for murder. Their verdict must be unanimous. Coalitions emerge and collapse. Tempers flare.
Grow or Die, 2.0: The Modern Sales Leader’s Upgrade
By Craig Dempster
Whether they realize it or not (and many don’t), today’s sales leaders find themselves at a crossroads. They must either adapt to a world of accelerated technological change and increased buyer-side complexity… or become outdated and ineffective. In other words, their team’s performance, and their own professional survival, depend on their ability to adapt and transform.
Sales Leaders: Is It For You Or Is It For Them?
By Emily Shaw
Sales leaders are often caught between what may sometimes seem like two conflicting forces: the responsibility to ensure the team hits its numbers, and the responsibility to engage constructively with individual members of the sales team on a personal level. Many sales leaders try to balance these responsibilities with what they tell themselves is a critical, but necessary, “tough love” approach.
Today’s Technology Is More Than Just A Sales Tool – It’s A Teammate
By Jordan Ledwein
It can be easy for us to view the latest AI tool or sales technology as an added tool in our toolbox – as something we might occasionally use to help us improve our odds of closing the deal. But is that really the best way to look at these brand-new resources? Is that how we should be thinking about AI? As another tool?
Case Study: Twenty-Five Years And Counting
By Ken Harris
How did Sandler help accelerate growth from $10 million to $110 million in just five years? How did Sandler empower one of the world’s biggest medical instruments manufacturers to expand market share … in a shrinking market? What makes a guy with a reputation for turning around troubled teams decide to work with Sandler for a quarter of a century … at multiple organizations?
Why Most Sales Teams Have No Idea What The Buying Criteria Are
By Emily Yepes
Whenever I start working with a new client, I see a few recurring, predictable reasons the team’s sales process doesn’t work as efficiently as it could. Perhaps the most common of these problems is the selling side’s lack of clarity about the buying side’s real-world criteria for approving the purchase
decision. It’s sad but true: Most sales teams have no idea what a given B-to-B opportunity’s real world buying criteria are.
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