Through our blog posts, we are looking to share not only the value that interim and fractional sales leaders bring to an organization. We also cover a variety of topics and share our experiences, all of which are part of the “day-in-a-life” of a sales professional.
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Truly successful people don’t merely tolerate discomfort—they embrace it and seek it out again and again. Business founders and university students, top athletes and couch potatoes, meditation gurus, and military leaders all have very different ways of coping with discomfort.
Read MoreRespect time, yours, and others. If you tell someone you can meet at a certain time, you have made a promise. Being on time shows others that you are a person of your word, that you are dependable, and your word can be trusted.
Read MoreBacking it with evidence is very important. Data from the MIT Sloan School of Management determined that companies that utilized data-driven decision-making saw a 6% increase in productivity compared to those organizations that did not.
Read MoreManaging up doesn’t mean sucking up. It means being the most effective employee you can be, creating value for your boss and your company. That’s why the best path to a healthy relationship begins and ends with doing your job, and doing it well.
Read MoreWithin a business, an individual sales opportunity can be evaluated against all other past and current opportunities, those lost and those won. These metrics allow us to estimate the close probability. Not as a guesstimate, but rather with statistical probability.
Read MoreToday’s job descriptions for Sales Executives: (1) they are ambiguous and nebulous; (2) they are a reflection of diverse corporate cultures; and (3) they may/may not resonate with the reader.
Read MoreToo many companies and too many executives like to describe themselves as Thought Leaders. They want to be recognized as an authority in their field, as the one with the original thinking that others follow.
Read MoreThe OECD defines a scaleup company as a company having an average annualized return of at least 20% in the past three years with at least ten employees at the beginning of the period.
Read MoreIn mature markets and interchangeable products, in disruptive businesses and first-to-market situations, …when you need salespeople to do incredibly hard things, when they need to overcome rejection every day, they need to be bought into the vision. That is the fuel that keeps them going.
Read MoreNow, why are there so many businesses that have a CFO, CTO, and COO, three internally focused functions, reporting to the CEO, but not a Chief Sales, Chief Commercial, or Chief Revenue Officer?
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