Sales professionals often refer to their line of work as a "numbers game." At first glance, this phrase might sound like an excuse for failures or, even more so, a justification for relentless pursuit.
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In the exhilarating universe of startups and glamorous founders, Sales Leaders are often unsung heroes, guiding businesses through the tumultuous journey of hyper-growth. Their innovative strategies, customer focus, process-centric approach, adaptability, and team leadership form the backbone of a startup's success story.
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The basic dictionary description of a client is someone who engages the professional advice or services of another. A business partner, on the other hand, is someone who works together with another to further a common goal.
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Effectively apologizing to a disheartened customer transcends its basic function—it becomes the linchpin that reduces product returns, amplifies brand reputation, secures the allegiance of steadfast patrons, augments recurring revenue streams, and, in certain instances, even circumvents potential legal entanglements.
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When both sales reps and sales leaders are held accountable for their actions and results, it fosters a sense of ownership, trust, and transparency within the team. How do you build an accountability culture in a sales team?
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Seasoned salespeople understand that success in this field is not merely about making a pitch but rather about building relationships, understanding customer needs, and using a proven process. However, even the best sales professionals can stumble and make mistakes that hinder their progress.
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Identifying your superpower is even more important as a Fractional Executive. How do you stand out from the crowd? Not by stating that you can do anything for anyone. Even though, after several decades of professional growth, many Fractional Executives have done nearly everything in their profession, to the point that many resumes look alike.
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Making decisions can be tricky – and there can be difficult decisions we sometimes wish we didn’t have to make. A systematized approach for clarity, consensus, and confidence can be powerful and valuable when making decisions.
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Their future work relies upon referrals and a successful track record. Interim and Fractional Executives are paid on the understanding of goals and objectives being performed and delivered, and not merely based on attendance.
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A rejection is an outright dismissal or refusal of the proposal. It does not require a reason, it is not negotiable, nor is there a future or next step. Rejection is the worst.
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