Vol 24 \u2013 Issue 4: Grow or Die, 2.0: The Modern Sales Leader\u2019s Upgrade<\/p>\n
In This Issue:<\/p>\n
Drama, Drama, Drama<\/p>\n
By David Mattson<\/p>\n
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\u2019t happen?<\/p>\n
Sandler: It\u2019s Like Golf Lesson For Your Sales Game<\/p>\n
By Scott Bliss<\/p>\n
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 \u2014 in the real-world application of what you\u2019ve learned out on the practice course.<\/p>\n
Twelve Angry Buyers: The Modern Sales Jury<\/p>\n
By Michael Norton<\/p>\n
If you\u2019ve 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\u2019s 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\u2019s on trial for murder. Their verdict must be unanimous. Coalitions emerge and collapse. Tempers flare.<\/p>\n
Grow or Die, 2.0: The Modern Sales Leader\u2019s Upgrade<\/p>\n
By Craig Dempster<\/p>\n
Whether they realize it or not (and many don\u2019t), today\u2019s sales leaders find themselves at a crossroads. They must either adapt to a world of accelerated technological change and increased buyer-side complexity\u2026 or become outdated and ineffective. In other words, their team\u2019s performance, and their own professional survival, depend on their ability to adapt and transform.<\/p>\n
Sales Leaders: Is It For You Or Is It For Them?<\/p>\n
By Emily Shaw<\/p>\n
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, \u201ctough love\u201d approach.<\/p>\n
Today\u2019s Technology Is More Than Just A Sales Tool \u2013 It\u2019s A Teammate<\/p>\n
By Jordan Ledwein<\/p>\n
It can be easy for us to view the latest AI tool or sales technology as an added tool in our toolbox \u2013 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?<\/p>\n
Case Study: Twenty-Five Years And Counting<\/p>\n
By Ken Harris<\/p>\n
How did Sandler help accelerate growth from $10 million to $110 million in just five years? How did Sandler empower one of the world\u2019s biggest medical instruments manufacturers to expand market share \u2026 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 \u2026 at multiple organizations?<\/p>\n
Why Most Sales Teams Have No Idea What The Buying Criteria Are<\/p>\n
By Emily Yepes<\/p>\n
Whenever I start working with a new client, I see a few recurring, predictable reasons the team\u2019s sales process doesn\u2019t work as efficiently as it could. Perhaps the most common of these problems is the selling side\u2019s lack of clarity about the buying side\u2019s real-world criteria for approving the purchase<\/p>\n
decision. It\u2019s sad but true: Most sales teams have no idea what a given B-to-B opportunity\u2019s real world buying criteria are.<\/p>\n
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