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  • Duane Cashin

Create a Culture of Growth In Your Sales Organization




Feast or famine. This is how too many sales organizations operate. They are either in a period of breakneck closings or none at all, wondering where their next opportunities will come from. That’s why, without a doubt, the following question we hear most frequently from sales leaders is this: How can we achieve rapid growth and sustain it over time?


Most sales consultants will sell you on a new system… Those things don’t always constitute bad advice, but they do fall short of good advice.


What they’re ignoring is the importance of culture, and, more specifically, growth culture.


The aggressive, sustainable growth so many company leaders seek, but few can achieve, lies in creating and sustaining a growth-driven sales culture for their organizations.


The following three steps are essential steps to achieving that shift:


  1. Think beyond “product mentality”. You may have a wonderful product or service to sell, but you must understand it’s not great enough to sell itself. What that means is that you must have both clear leadership and a clear sales process in place because, at some point, you will have to “work” to make sales, and those systems and processes will need to be in place.

  2. Know what your true product is. This is part of getting beyond a product mentality. It’s easy to think that the tangible item you’re selling -- be it software, legal services, consulting, you name it -- is your actual product, but that’s not true. Your true product is your people. If you are going to establish true leadership of the sales team and scale growth over time, you need to understand that the physical objects and services you ask salespeople to sell aren’t really your product. Your product is actually salespeople who are both willing and able to do their job because that’s what will determine whether or not your growth curve is scalable. Salespeople who are both willing and able are the ultimate competitive advantage—and finding them, hiring them, and holding onto them must be your top priority.

  3. It’s all in the coaching. How many of us have faced the challenge of having a salesperson who clearly understood the problems their product or service solved, who understood how to add value to someone’s day, who was technically able to do the things that would allow them to develop a base of new business opportunities, but who was, for some reason, consistently unwilling to prospect for business at that level? Anyone who has ever led a sales team has had that experience. If we can’t coach, support, and lead such salespeople in a way that inspires them to move their daily and weekly routine toward “willing and able,” not just in terms of prospecting but in every critical area, then we’re not supporting a growth culture (and we’re not doing our organization, our team, or our own careers any favors by keeping the person in a sales role). Not only that—we’re also failing to deliver the product that makes sustainable, scalable growth possible.


A growth culture is critical to long-term success. Can you honestly say that your organization has one? If not, what changes are you willing to make to institute one?

We can’t wait to hear from you.


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