“I just can’t seem to motivate my people,” is one of the most common laments I hear during my conversations with CEOs, presidents, and vice presidents of sales. They talk about their salespeople being complacent, unable to get to the next level, being stuck, not looking for new business, not having a sense of urgency, and a host of other symptoms. And, they blame themselves for the mess. “What’s the best way to motivate them?” is a question I get asked over and over.
If it’s any consolation, sales motivation is a really good thing to worry about. Kudos to all who understand its importance.
Motivation is critical to a salesperson’s success because sales is a really tough job. Many days, it just plain stinks. Showing up day after day to hear ‘no’ more often than you hear ‘yes’ requires a person to have a huge “why”, and that’s what sales motivation is. It’s the incentive to do what is required in sales. A salesperson’s motivation, their “why”, might be rewards, recognition, personal satisfaction, or a host of other things -- it differs by person -- but what’s important to understand is that, without it, absolutely no one will pour themselves into selling each day.
If desire is how badly a person wants to achieve greater success in sales, motivation is the “what” behind that desire.
Of course, neither desire nor motivation matter without commitment, but that’s a topic for another day.
What’s worth noting about sales motivation is how dramatically it has changed in recent years and how those changes impact salespeople, leaders, and organizations.
Objective Management Group (OMG), of which I’m a certified partner, has been measuring both intrinsic and extrinsic motivation in salespeople for years, and it’s reported a tremendous shift over a relatively short number of years. Consider the following:
We could come up with a host of reasons for these numbers, but that’s really not the point. The point is that, where motivation is concerned, it’s not usually a question of whether salespeople are motivated but how they are motivated: intrinsically or extrinsically. Perhaps even more important is how CEOs and sales leaders can craft incentives that speak to both extrinsically and intrinsically motivated individuals.
Spending the time and energy trying to come up with a single, unique, “perfect” thing that the whole team will embrace will likely backfire. While some team members may be motivated, your plan could serve to deflate others. Part of your job will be determining what each of your employees seeks as a reward for great performance. With most salespeople now intrinsically motivated, most compensation plans won't work the way in used to. Companies must get help from sales experts who understand the new trend, understand accounting, and have the ability to help you develop a new plan.
As an OMG partner, we have access to tools that can provide real insight into your team, including 7 additional ways in which salespeople are motivated: whether they love to win or hate to lose, spend to perform or perform to reward, want recognition or self-satisfaction, want to be closely managed or self-manage, want to be pressured or apply self-pressure, have something to prove to others or to themselves, and whether they prefer competition with others or to compete with themselves.
Still, the best way to determine the real cause of poor sales performance is to have your sales force evaluated so that you can provide the right motivation and avoid the vicious turnover cycle. Give us a call to get started.
There are several common mistakes made in talent management. One of them is the promotion of a top producer to the position of sales manager based solely on his or her sales success. The second one is asking an “account manager” to function as a “hunter”.
Albert Einstein wrote, “Everybody is a genius. But if you judge a fish by its ability to climb a tree, it will live its whole life believing that it is stupid.”
Einstein’s quote clearly articulates the issue. I realize you know this but I’m going to remind you, if it’s your goal to build a sales team that consistently hits its numbers, you’ve got to get the right people on the bus and in the right seats! (Good to Great, Collins).
When it comes to the art & science of selling nothing squelches the fires of motivation and performance more thoroughly than a poor job fit.
And, if you own a company, you already know that hiring wrong comes at an extremely high price -- in the cost of training, salary, benefits, lost opportunity and potential damage to your brand.
On the flip side, having the right person in the right role can be extremely impactful. So, why do so many organizations get it so wrong?
At first glance, account managers and hunters appear to have similar skills and goals -- to build strong relationships based on trust, close deals and increase profitable revenue.
Because they are so similar it’s easy to confuse the two roles or say that a person successful in one role will naturally be successful in the other. That just simply isn’t the case.
Both job functions are different and important for your organization to be successful, and both require two different sets of DNA and selling competencies. Understanding those differences and the needs required for each role are key elements to your financial success.
The Hunter vs. The Account Manager
These two sales roles require different DNA, skills, and strengths.
The hunter, often referred to as a “new business development representative”, specifically deals with “new prospects”.
These are the reps that get jazzed and literally experience an adrenaline rush when they battle through the sales process with a new prospect and ultimately come out victorious. This is how they are naturally wired!
These are the salespeople who move from deal to deal and remain thirsty for the next win. Successful new business developers/sales reps are wired to always be networking, prospecting and mining golden referrals. They’re multi-faceted individuals who love to win and hate to lose and they are comfortable taking risks.
By contrast, the account manager builds long-term loyalty and repeat business with existing clients. They are comfortable maintaining relationships and meeting with the same people on a weekly and monthly basis. Their “new business” comes in the form of incremental revenue identified and secured within existing accounts.
Successful account managers are able to be advocates for their clients. They are patient and persistent, good at managing their time, and possess strong interpersonal and team building skills.
Why you need both.
It’s an unfortunate common practice that many CEOs do not see the difference between the two roles in question and often attempt to increase sales by reassigning an account manager to the role of hunter. This typically is a desperate move to increase sales and often ends up doing the exact opposite: reducing revenue, increasing discounting and reducing profitability.
Now, we understand that a startup or smaller company, still in its initial growth phases, often has no choice but to ask a sales rep to function as a “hybrid” who hunts for new business and also maintains a set of existing accounts.
That’s part of the business growth cycle. We just want to emphasize that this approach requires a significant amount of support from management, an understanding and focus on behalf of all parties to pull this off successfully, and a focus on only doing this for a short period of time until the team can hire another rep and separate the roles.
If you now realize that you made some mistakes in placement based on a misunderstanding of the role of hunter vs. account manager, you have a few solutions available to you:
1. Use evaluation data and predictive talent analytics to restructure your sales force.
If you think you have multiple sellers in the wrong roles, a DNA & selling skills evaluation can provide you the visibility you need to understand the competencies of your entire sales team – along with predictions of each person’s capacity for different sales roles. (This is also relevant if you only have one salesperson.)
2. Re-assign people to roles that are a better match.
If they are the right people but simply in the wrong role, develop a transition process. With this decision, you can leverage the seller’s talent by reassigning them to a role that complements their strengths and skill set. Of course, you’ll then have an empty position to fill, but a right recruitment and selection process can help you avoid placing an individual incorrectly again.
3. Commit to Never Putting the Right Person in the Wrong Role Again
To ensure you put the right people in the right roles in the future, the best strategy is to look at your data and develop ideal profiles for each sales position. Assessment and performance data can help you determine the competencies you need for each of your sales roles. Actively use the right role profile each time you seek to fill a sales position. A structured interview process coupled with assessment data ensures the best chance at putting the right person in the right role.
If you’re ready to get started analyzing your existing talent and potentially reorganizing and rebuilding your sales team for growth, give us a call.
87% of training knowledge is wasted without further coaching or reinforcement activity. That’s according to a 2013 article in Forbes. In return on investment terms, that means 87% of every dollar you spend on formal training is, in effect, a waste! Despite your best efforts to create high quality, interesting, and relevant training sessions, your salespeople just don’t retain the information.
I say this not to discourage you from creating powerful training sessions (they are important) but to prompt you to ask yourself, “Why it is so difficult to turn training into real learning?” Take a moment to think about that.
I believe the answer lies in the impact of ongoing, post-training coaching and reinforcement. Learning how to do anything exceptionally well involves two key factors: the first is the initial training on how to do it, and the second (very critical) piece is to practice the new skill, often under the guidance of an “expert” in the field, over and over until it becomes an automatic, natural part of your day. Every athlete in the world understands this; you don’t just learn how to throw a perfect spiral as a kid and then expect to win the Superbowl in your 20s without running countless throwing drills and playing Pop Warner, high school, and then college football. Greatness takes time, lots of practice, and a series of exceptional coaches working in your corner to make you better. The sports world knows this. I wonder why the sales world so often misses the concept.
The good news is that we now have hard data on companies that employ continuous coaching and reinforcement trainings, and the results are very good! Salespeople get better when they are continuously “coached up”. Companies are achieving a positive ROI on their trainings, and you can, too.
Objective Management Group, of which I’m a certified partner, compared the performance test results of roughly 85,000 salespeople over the course of a year (2017-2018) who had received professional training using OMG tools. A measurable improvement in overall scores was found: An average improvement of 2% by “middle” salespeople in just one year! That may sound small, but if 80% of revenue comes from the top 20% of salespeople, then the middle we are talking about here produces about 20% of the revenue. A 2% increase in effectiveness yields a 6% incremental increase in revenue. Supposing you run a $20 million company with a 33% margin, and you improve revenue by 6%, you’ll see an increase of $1,200,000 on the top line and $400,000 in gross profit. I don’t consider that small.
Bottom line: Process development and coaching work -- and in a big way.
If you’re ready to get started on improving your sales force in a truly data-driven way, we’re here to help. A good coaching program makes all the difference.
What does a “world-class sales organization” look like to you?
I ask this question of business leaders often when I conduct seminars and workshops, and I can almost guarantee the responses.
Those are all right answers. So too is Dave Kurlan’s response, though it’s more complex (Dave is president of David Kurlan & Associates and a principal of The Objective Management Group, of which I’m a certified partner.). Kurlan posts that there are actually 6 components to a world-class sales organization, each with multiple functions that must be tended to by multiple people in multiple departments. Check out his graphic on world-class organizations:
I respect Dave immensely, and he’s 100% right here. These are all the bases you should strive to cover.
But, what if you can’t?
What if, right now, you can’t afford these multiple people to tend to these multiple tasks? What if, right now, all the organization building is upon your shoulders (or you only have a very small team of leaders to help)? What if, right now, you have gaps? Is building a world-class sales organization beyond your reach?
I say no.
Over the last two decades I’ve had the pleasure of working with companies of all sizes in the capacity of sales organization building. And, while I can tell you that building something as huge as Kurlan’s “great” organization takes time, you can make your smaller organization great right now. You just need to focus on 3 things.
Focus your efforts on the following 3 components to make your sales organization world-class right now -- no matter its size.
The biggest mistake plaguing failing sales organizations is hiring the wrong people at the sales management level. It's super easy to blame poor sales numbers on the salespeople in the trenches, but when it happens, leadership at the sales management level is almost always at the heart of the problem. Hiring great salespeople is important, yes. But, it doesn't matter how talented, trained, or hungry your team is if they are being managed by a mediocre boss who doesn’t “coach up”.
Once you have the right people on your team, what are the actions and activities that you expect them to take? How many calls are they going to make to your prospects? How many appointments are needed to identify a qualified opportunity? How will they follow up while continuing to provide value? What other channels are they using to reach out? What are they saying when they talk with prospects or face objections? What problems do you solve for your customers?
The answers to those questions get at your process, and far too many organizations lack a formal one. That’s a huge mistake. The "wing it" method just doesn't work in sales.
Once your process is created, figure out how you are going to formally train and coach your team to implement and execute the process and who is going to hold them accountable. They aren't going to figure it out on their own. Your managers should be the hardest working people in your organization, performing constant coaching and holding the whole team accountable to the process you expect them to follow.
The third area of focus is your culture. Culture does not mean you have donuts in the break room or ping pong tables in the common area. Those things are cool, but they’re not culture. Your culture is defined as the set of rules and values that your organization embodies, established from the very top down.
If, as the CEO, you’re the most disciplined person in the room, the culture of your sales team will follow. If your sales manager is committed to continual self-development, so too will your sales team. If the sales manager holds himself accountable to a high level of achievement and a strong desire to win, so will the culture of the sales team. World-class organizations have leaders who come in early, stay late, and roll up their sleeves to help the team.
There's nothing out-of-reach about finding the right people, building a solid process, and establishing a strong culture. You just have to be willing to do the work and follow the guidance on building an excellent sales force.
The curse of failure in the small business world doesn't have to be your reality.
Reach out to us for further guidance on how to establish your company as a world-class sales organization -- regardless of its size.
What comes to mind when you picture a great leader? Is it your football coach from high school? A great boss? Maybe it’s your superior officer from your career in the military. Lots of people come into our lives and are placed in positions of leadership, but only a few are great. Who are they to you?
Whether we’re talking about sports coaches, military officers, or senior executives in business, strong leaders are hard to come by and make all the difference.
The same is true in business. Strong and effective sales leadership is the most critical piece required to build a high performing sales team. In fact, a study published by Harvard Business Review found that 69% of salespeople who exceeded their annual quota – top performers – rated their sales manager as being “excellent” or “above average.”
However, hiring sales managers, the leaders of your sales team, is one of the most frequently botched tasks in all of recruiting. People have a tendency to want to promote superstar sales reps into manager positions thinking the competencies of a good salesperson naturally translate into the competencies of a good sales manager. They don’t. Sales rep and sales manager are two vastly different roles with two vastly different skill sets. If you rush the hiring process, you’re destined for trouble.
We know the cost of a bad sales hire is enormous and reverberates across the company in a myriad of ways from lost market share to damaged sales team morale. This is not a mistake you want to make.
Thankfully, there are ways to mitigate this risk, and it starts with knowing the competencies possessed by the world’s best sales leaders.
Here are the top 5 competencies of great sales leaders:
Don’t make the mistake that too many companies make: equating a person’s individual sales success with their ability to recruit, train, and lead a sales team that consistently achieves and exceeds budget. Consider these 5 competencies and utilize the right tools in the hiring process. We’re here to help you build a strong sales organization.
Every company tries its best to recruit, interview, and vet salespeople before hiring them. But way too many weak salespeople still get through the hiring process, end up on the payroll, and do not produce.
As Seinfeld would say, “What’s the deal with that?”
A full roster of salespeople is the goal for many business owners and sales managers, but it can be a dangerous one. The sense of urgency to hire more salespeople often leads to rushed decision making and a changing or lessening of the criteria for hiring -- a “good enough” mentality if you will. Sales leaders start out saying they want “strong” salespeople, and they settle on having just “more” salespeople. There’s a huge difference between the two realities.
Hiring bad salespeople is unbelievably expensive and frustrating (you can find out just how expensive here). Bad salespeople tank the productivity of others and waste the time of the truly strong members of your team with repeated attempts at training them to perform better. The reality is that bad hires often cannot be taught to produce. Sales just isn’t a fit for everybody.
That’s why we are so adamant about using proven assessment tools to properly screen candidates, like the Sales Candidate Assessment by Objective Management Group. This tool eliminates 96% of the mistakes made when hiring salespeople (and sales managers, too), mistakes like getting fooled by applicants’ charming personalities, perfect track records, or exaggerated resumes.
Our clients are often surprised by the small number of candidates that actually come back from the assessment process qualified for the job. As a percentage, it’s often very low, especially if the job is difficult or the client had many custom requirements that weren’t made clear to the candidate before applying. Other reasons for a low return are:
Above all, exhibit patience in the hiring process. Attracting and assessing the right candidates takes time, but it’s worth every second. Don’t rush it!
One of the important areas we focus on when coaching sales managers is helping them teach their salespeople how to sell “value”.
The importance of selling value is a concept that has been bandied about quite a bit in the context of selling, however, the vast majority of salespeople struggle to understand and apply the techniques necessary to build value in the mind of their prospect or buyer.
The first step is to get clear on the fact that the seller does not define value, the buyer does.
The problem starts when a company attempts to define value for their salespeople and then trains them to articulate value through the features and associated benefits of their products and services.
The problem with this approach is it creates “misalignment” between the rep and the buyer and as a result erodes credibility.
The salesperson shows up and launches on a feature dump in an attempt to impress the prospect and build interest. Unfortunately, the vast majority of the information the rep is providing is usually of little interest to the prospect and not relevant to their situation.
As a result of people having little to no patience, and a very short attention span, it’s imperative that we only present what we know to be of interest to the buyer. This creates and maintains alignment.
The key to selling value is to ask enough relevant questions to unveil the prospect’s compelling reason/s to buy.
This is the phase of the sales process where many salespeople miss the mark. Instead of teaching salespeople to how to pitch the features of products and services let’s teach them the intelligent business questions to ask. This is guaranteed to create involvement on the part of the prospect and alignment.
A common mistake made by salespeople is to assume they know what the prospect’s definition of value is without asking.
When that incorrect assumption is made the salesperson then focuses all of their questions and presentation highlights on incorrect information which prevents them from building the level of credibility and trust necessary to differentiate themselves and close sales.
This is a really important concept to understand because it changes the way your team should be selling: away from feature and price-focused discussions and toward linkage and expressions of value.
If you focus on what the prospect defines as “value”, the price becomes less and less important. If you neglect to focus on the prospect’s vision of value, they will default to price each and every time.
If you find your team putting too much emphasis on price, and discounting, here’s what we suspect is happening:
That’s not an exhaustive list, but you get the idea.
Now, for the good news: You can teach your team the principles, strategies and tactics inherent in selling value through proper training, coaching and role-playing. Often it’s not their fault; they don’t know what they don’t know.
If you would like to discuss these concepts in more detail please contact us via email or phone.
We’re here to help you get started on the process of consistently selling value.
We know that asking a series of relevant and meaningful business questions is key to uncovering a prospect’s intentions, definition of value, and their compelling reason to buy.
But equally important, is the placement and timing of key questions within the sales process.
For example, a very popular question among salespeople is: “What’s keeping you up at night?”
The timing of this question is very important. If asked at the appropriate time in the relationship, and conversation, it can unveil insightful information around how the prospect’s business issues are impacting them personally. This knowledge can be powerful to know and understand.
(You might enjoy this Harvard Business Review article: “What keeps you up at night?”)
But, leading with a question like that when you don’t have an established relationship? It turns the customer off. It’s irrelevant and utterly out of place, and it comes across as a desperate, cliched sales pitch when asked at the wrong time.
Ultimately, customers want salespeople to bring intelligent insights to the table, help them understand their options and the direction that will be most valuable to them personally and to their organization as a whole. Prospects don’t want to feel as though they are being “sold”.
Questions like, “What keeps you up at night?”, when asked prematurely, make customers’ antennae go up, and not in a good way. “Here comes the ol’ sales pitch!”
The issue of asking the right questions at the right time is one that has a significant impact on moving the needle on sales performance. And, there’s lots of room for improvement as indicated by the followingdata provided by the Objective Management Group:
Taking the concept of timing a step further, here are two excellent questions that elicit concise information that can be further leveraged in the sales process:
In the second example, the salesperson is able to pinpoint an exact time to get started. The sales process is shortened rather than lengthened.
In short, what salespeople really need to get at are questions that assess their customers' needs and timeframe while also asking the questions at the appropriate juncture in the sales process. And, all this needs to take place while maintaining a conversational tone and pace.
If you’re having difficulty getting your team down the path of asking the right questions, give us a call.
“Why aren’t they doing better?”
This is the question we get in nearly in every interaction we have with sales managers -- leaders who know their salespeople should be doing better by closing more deals but who just can’t seem to effectively coach them up into doing so. National reports confirm what we already know from this personal experience: Only about ⅓ of reps consistently make their quotas. Take a moment to let that sink in for a second. One-third. That statistic shows that many organizations are struggling.
Of course, you have to ask yourself why this is so.
In general, we find most sales managers to be bright, talented, and experienced leaders of good and reputable companies. They were once fantastic sales reps themselves. Yet, the vast majority of them are unable to “coach up” their salespeople to hit the big numbers -- the kind of numbers they did when they were in that role! It really is perplexing. Why are such superstars of sales plagued by underperforming teams once they assume leadership roles?
In life, we’re conditioned to look for the “one reason” things are amiss. It certainly makes finding a solution easier! Find what’s wrong, fix it, and move on to better days. In sales, we often try to do the same. Unfortunately, it doesn’t always work. This is one of those times.
There is no one reason your sales team is consistently missing its mark. Likely, there are several reasons, and you’ll have to address them all to see your numbers improve.
Our experience tells us the following issues are holding back your team:
Prospecting is like being at the beach and relaxing in the warm sun as you work on psyching yourself up to go into the icy cold water.
You finally get up off your cozy blanket and begin walking toward the water having second thoughts with each step you take.
You put your toe in the water and jump back as you shout: “Man, that water is freezing!”
Usually, at a friend’s insistence, you begin to wade into the water feeling discomfort as the cold water shocks your legs, chest, and most painfully, your back.
Finally, you go for it and dive all in!
As you wiggle around in the cold water in an attempt to warm yourself you finally realize your body has adjusted and you no longer feel the pain.
I find prospecting to be very much the same.
In the beginning, I dread it, but once I jump in and get going I feel a thousand times better about myself and my business. I get appointments, close deals, make money and wonder why I procrastinated.
I feel at peace as a result of taking action. Taking the action that I know will get results. And I feel at peace knowing that I’m doing all I can. It doesn’t get much better than that!
The thing I’ve learned about prospecting is the fact that you will feel discomfort.
You will either feel some pain as you push to get the ball rolling or you will feel pain later when you have a dry pipeline and you realize you’re not going to hit your number.
Obviously the latter hurts much more and is the type of discomfort that lingers and makes it significantly more difficult to swing back into action.
Here are 5 suggestions for you which will enable you to take your prospecting effectiveness up to the next level:
Be a Specialist - Focus on vertical markets:
As a result of buyers having easy access to lots of information today, and perceiving themselves as being informed, the expectations they have for you are much higher than in years past.
Specifically, they expect you to have knowledge of their industry, their company and of them as it relates to the role they play.
In addition, they expect you to ask intelligent questions, listen extremely well, know your products and services inside and out and make the experience all about them and their world.
They want to deal with “specialists”.
When it comes to being knowledgeable about their industry the best way to meet that expectation is to focus your prospecting efforts by specializing in several vertical markets.
If you’re going to get on LinkedIn, email and the phone to prospect for 2 hours and you’re calling into medical on one call, insurance on the next call, then a distribution company on your third call it will be very difficult for you to get in the “zone” and present yourself as knowledgeable while switching from vertical to vertical.
Select 3 or 4 vertical markets that your company is known to excel in and do enough research on each vertical to prepare yourself to have an intelligent business conversation.
Then, when you set aside 2 hours to prospect, focus on one or two verticals in that particular session. Exhaust your calls into one vertical then focus on the second vertical.
With this approach to prospecting each contact you make will get better and better as you get in the groove, present yourself as a “specialist” and build momentum.
Make Contact at the Right Level:
When you focus on several hot vertical markets and do the appropriate amount of research on each, your level of preparation will strengthen your confidence to call higher in the prospect organization.
The number one reason Salespeople do not call on executives is that they are not confident in their ability to engage an executive in a relevant and meaningful business conversation. Focusing on verticals will help you in this area as well.
Calling higher in the prospect organization enables you to better qualify the opportunity, identify the decision-making process and ask a few questions to uncover the company’s main objectives.
The Magic is in the Mix:
Having a process in place where you leverage several prospecting methods is the way to go.
Use a variety of touches to capture attention and build interest. And make sure that the messaging from one touch to the other links in a logical fashion. Tell a story; build a business case. This approach pulls the prospect in and increases the likelihood they will want to meet with you.
This is another area where your focus on several verticals will help you gain credibility and engage your prospect. Focusing on verticals also enables you to be very efficient as you use the same process with all prospects within the same vertical.
Make Multiple Touches - Persistence Wears Down Resistance
Some people paint a picture of doom and gloom and will tell you that if you don’t have a referral you can leverage you might as well give up because you’re not going to get in.
That is simply not true.
I work with companies across the US in multiple industries and I consistently see top producers being very successful in getting appointments with net-new prospects without having the benefit of a referral.
As I pointed out above they present themselves as a specialist in the industry, use multiple methods to touch the prospect and they are extremely persistent.
Today it takes more touches than most Salespeople realize to first get on a prospect’s radar and then schedule either a phone appointment or face to face appointment. You need to build familiarity and credibility with your prospect and today that takes some time.
You must be prepared to follow up with a prospect 6 – 10 times.
The key to not being viewed as a pest is to deliver value in each touch. Provide information that is relevant and meaningful to the person you are trying to see. Focus on their industry issues and their role within the company. Only send them information that you believe will be viewed as relevant and insightful. This is how you build credibility and stand out.
Schedule Blocks of Time to Prospect:
You will fill your pipeline with qualified sales opportunity when you prospect consistently.
They key word here is “consistently”, and the best time to prospect is first thing in the morning. Get it done and out of the way!
Top producers block out the time to prospect. They put it in their calendars well in advance and then schedule around that sacred time.
Rarely will you hear them say: “I had to schedule a meeting with a prospect or customer in the time I slotted for prospecting. There was no other time they could meet”.
On the other hand, you will hear Salespeople that are struggling say this quite often. Clearly, it is a sub-conscious defense mechanism to avoid prospecting and the rejection that comes along with it.
I have realized that intelligence, talent, and skill do play a role in reaching Peak Sales Performance.
But, there is one thing that is more important than all of those 3 things put together, discipline.
Discipline is not sexy. We blow it off because ever since we were children our parents and teachers wagged their finger at us saying: “You need be more disciplined”, but it’s true.
If you will consistently prospect, and consistently tweak your messaging so it resonates with your prospects you can and you will reach a new level of sales performance.
Sales management expert Duane Cashin has lead award-winning sales organizations and trained sales teams for companies of all sizes. He’s earned membership in Presidents Club and Circle of Excellence, successfully built and sold his own multi-million-dollar business, and enjoys sharing his passion for sales.