accountability
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Sales Force Development – Is it Training?
- May 31, 2007
- Posted by: Dave Kurlan
- Category: Understanding the Sales Force
What is Sales Force Development all about? Sales training? Coaching? Sales Force Automation? Sales Selection? Sales Assessments? Compensation? Incentives? Performance? Sales Management Effectiveness? Mapping the Sales Process? Documentation? Having a Play Book? More?
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Mavericks on the Sales Force
- May 17, 2007
- Posted by: Dave Kurlan
- Category: Understanding the Sales Force
I was speaking at PAC Park in Pittsburgh this week when an audience member asked what he could do about Mavericks. Since this is a common issue and I haven’t previously addressed it here, I’ll do so today.
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What Do Sales Managers Do with Their Time?
- May 12, 2007
- Posted by: Dave Kurlan
- Category: Understanding the Sales Force
If you’ve been reading my Blog for a while you’ve probably learned that sales managers should be spending about 85% of their time on Accountability, Coaching, Motivation, Growth and Recruiting. We mined some of our never ending data to see what sales managers actually spend their time on.
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When Management Gets Push Back
- May 10, 2007
- Posted by: Dave Kurlan
- Category: Understanding the Sales Force
It’s not unusual for management to get push back during the sales development process. Whether it’s during the evaluation of the sales force, raising expectations, initiating accountability, when coaching, modifying compensation or during training, push back is the one thing you can count on.
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Salespeople – The Difference Between Over Achievers and Under Achievers
- March 9, 2007
- Posted by: Dave Kurlan
- Category: Understanding the Sales Force
I often post about overachieving and posted a comprehensive article on over achieving a few weeks back. I’ve also written about under achieving and, for the first time, want to draw some comparisons between over and under achieving.
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Top 10 Rules for Successfully Building a Sales Culture
- March 3, 2007
- Posted by: Dave Kurlan
- Category: Understanding the Sales Force
More and more firms that aren’t traditionally sales-driven are finding it necessary to finally build more of a sales culture. They know they need to do a better job at selling in order to deal with increasing competition, fewer call-ins, commoditization of their products and services, aging rainmakers looking at retirement, etc. Management seems to understand that they need to be more proactive bringing in business, cross-selling and up-selling. They’re saying the right words. They’re asking the right questions. But can they pull it off?
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What Can a Trip to Cancun Teach You About Managing Salespeople?
- February 25, 2007
- Posted by: Dave Kurlan
- Category: Understanding the Sales Force
One of my most popular posts, from September 2006, What Can a Trip to Italy Teach You about Managing New Salespeople. Well we just returned from a trip to Cancun and I have some new lessons to write about today.
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How Salespeople Contribute to Losing Accounts – Post Mortem
- February 13, 2007
- Posted by: Dave Kurlan
- Category: Understanding the Sales Force
Last week I posted an article about horrific customer service and non-existent follow-up by salespeople. Today, I offer you the post-mortem, the “I can’t believe this is still not completely resolved after everything that happened in the last two weeks” post.
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Top 10 Factors for Getting Salespeople to Overachieve
- February 4, 2007
- Posted by: Dave Kurlan
- Category: Understanding the Sales Force
There isn’t a single key to overachieving, so I’ll list my top 10 factors for helping salespeople overachieve. I’m sure I’ve written about each of these topics at some point in the past, but I’ll put them all together here.
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CEO Alert – What’s Wrong with Your Sales Management Team
- January 25, 2007
- Posted by: Dave Kurlan
- Category: Understanding the Sales Force
Yesterday, I was the keynote speaker at an Executive Luncheon, addressing around 175 CEO’s. It was a typical audience that responded in a typical way – except for a couple of them. One attendee (not a CEO) wanted to know how his large company could be more effective getting people who appeared to be a good fit to actually succeed. He also said that while they wanted to improve in that area, he wasn’t willing to change their processes, tools, sequence, management involvement, etc. Consider this analogy: You’re sick, taking medicine and the drugs aren’t working. The Doctor suggests changing meds to help you him get better and he prefers to continue using the drugs that aren’t helping. Stupid? Only if we grade him.