At a time in the sales profession when only 50-60% of reps make quota and over 20% of opportunities end in No Decision, there is massive room for performance improvement and growth in most sales forces. In many organizations, the Pareto Principle is alive and well-meaning that 80% of the revenue is delivered by the top 20% of sales reps.

Building and maintaining a qualified, correctly sized pipeline is the key to sales success because no problems = no sales. Your sales pipeline is a collection of other people\'s; problems, worries and struggles. There are many reasons why sellers and their managers struggle or fail to do so.

The Sales Difference is a strategic system that educates sales reps and how to sell and win more business by the experience they create versus just focusing on their product or service benefits and features.  The "Sales Difference" is a specific strategy in a system that is used to provide differentiating factors that position sales reps to emotionally win over customers who ultimately want them to win more business.  This webcast will teach very specific strategies of how to win more business opportunities not by what you sell rather on how you sell.   

Sales training is a process, not an event. And it\'s purpose is to get results. That means that results are dependent not just by what happens during the training, but also before and after. Bob\'s ideas are being used by 800 of the Fortune 1,000. And more than 150,000 trainers on five continents are graduates of Bob\'s 2-day train the trainer program.

Join us to learn how Hudson\'s Spot Coaching approach equips managers and leaders with a simple, 3-step coaching method to support just-in-time development of their people. The approach includes elements of feedback, goal-setting, building a plan and establishing follow-up to provide support and track impact.

Every salesperson knows that important buying decisions and complex sales are rarely made by an individual—multiple decision makers are the rule rather than the exception. Yet few salespeople know how to effectively untangle the complexities associated with influencing multiple people, who have multiple priorities, in order to make a single buying decision.

Inside organizations coaching has become common practice to address issues such as developing talent, ‘onboarding’ key leaders and supporting senior executives. Yet, there is clearly widespread opportunity to integrate some of the skills and competencies inherent in coaching into the roles of managers and contributors at all levels in an organization. We call this: the Coaching Mindset. Click below to download this White Paper.

WHAT IS A COACHING CULTURE? Culture shapes behaviors inside the organization and a coaching culture is one deliberately focused on growing and nurturing talent in order to deliver key results, strengthen leadership capacities, increase retention and deepen engagement. A culture that has cultivated a coaching approach to development often demonstrates some of the following characteristics: • Giving and receiving feedback in the service of being at one\'s best • Focusing on opportunities to help members of one\'s team grow • Operating in teams with clear goals and roles • Developing others when it matters most • Asking and empowering more than telling and fixing When coaching is embedded through all levels of an organization it becomes the predominant approach to working and leading together with a goal of building a best-in-class organization by building great leaders. Click below to download this White Paper.

ASK MORE, TELL LESS Many of the skills of a great coach are equally effective for a great leader – emotional intelligence, able to provide feedback, capable of creating strong working relationships, comfortable challenging the thinking of another, willing to ‘speak the truth’ when it’s most important, and the list goes on. Of course the question is which coaching skills might a leader adopt to get the best results in these all-important human interactions. Click below to download this White Paper.

As a manager, you can\'t fix what you can\'t see. How much easier would it be to help sales reps overcome what keeps them from selling more, if you only knew: What motivates their decisions and behavior? What are their hidden weaknesses in the sales process? Do they have It inside them to be successful in the job? Are they a potential flight risk?

Getting sales onboarding right is an on-going challenge. Do any of these issues sound familiar? There is so much to teach, and pressure is high to get new reps selling faster. The “forgetting curve” weakens the effectiveness of training. Rep failure rates and turnover cause a revolving door of onboarding.

How does being a strong leader equal a boost in sales? What sets you apart as a sales manager? Or maybe you’ve made a costly hiring mistake, and aren’t sure how that happened!? To discover more about your management strengths and how to have a rock star sales team, check out SalesFuel’s free white paper: “The Best Sales Manager I Ever Had.”

LinkedIn isn’t just for business professionals and job seekers. It is the best platform to grow your business and network with your clients/prospects. Generating leads, brand awareness, building relationships, and making connections is just some of the value it provides.

Do you run incentive programs - or sales contests? How effective are they? Do you conduct sales training and meetings for your salespeople (of course you do!)? Are you getting all the results that you should from what is a significant investment? In this session, you\'ll explore 3 formulas that companies are using in trying to create sales results -- and learn why one of the three outperforms the others by more than two to one!

Everyone wants good sales coaching, but it\'s not easy to get stakeholders aligned on how to do it. Where\'s the disconnect, and what can you do about it? Join Henry Bruckstein, Founder of Canam Research, and Jake Miller, product marketing manager at Allego, to learn important insights from the new 2019 State of Sales Coaching survey. Our speakers will compare survey responses from sales reps, managers and sales enablement pros to uncover:

Why do executives test and screen professional salespeople? How can your salespeople circumvent that process and develop trusted advisor level relationships with those executives?

94% of buying executives expect salespeople to have business impact discussions with them. But only 19% of salespeople are effective at this.

Management can be, well, difficult to manage. In too many organizations the term itself is a synonym for unnecessary paperwork and uninformative meetings, conjuring an image somewhere between befuddled bureaucrat and dominating parent. But the real function of management - it\'s highest function - is to keep the organization on track, constantly adjusting resources, activities, and priorities so that the highest priority outputs are delivered despite significant, unforeseeable changes along the way. If you\'re running a management team you need everyone working together on your higher-level goals, not creating silos and arguments among themselves.

High-quality coaching requires not only effort and collaboration between sales managers, reps, and sales enablement professionals, but also agreement on coaching effectiveness and best practices. Without agreement, it’s hard to make improvements and drive increased sales success. To find out how these stakeholders feel about coaching effectiveness, we surveyed nearly 300 sales reps, managers, and sales enablement professionals, asking them fundamental questions about their perceptions and preferences. While we found alignment in some areas, reps, managers, and sales enablement leaders differed in their opinions about coaching quality, coaching needs, and even the impact of coaching on results. Left unchecked, differences between key stakeholders on coaching quality and value can pose a significant risk to revenue goals, and even threaten the relationship between reps and managers. Click below to download and learn what the data showed, what it means, and how you can use this information to improve coaching efforts at your organization.

This preview chapter will allow you a peek into this guide to the iterative organization, the only kind of organization that can learn and adapt fast enough to keep up in today’s world. For anyone running a team of managers, or advising someone who does, it describes the fundamental behaviors that create iteration, explains how to implement them, and includes videos and online assessment to get the process started. Iterate defines what management really is and helps readers create a fast, flexible, focused management team that does it well. Ed Muzio, award-winning author, CEO, and “one of the planet’s clearest thinkers on management practice,” provides a research-based blueprint for a management team that will take the next best step for the organization in any situation. This book enables senior leadership, front line and middle management, and human resource executives to equip their teams with both knowledge and practical skills so that they not only understand their own purpose but also perform that purpose well amidst ever-changing conditions. Iterate will help readers create measurable business results on any management team, of any size, in any industry where complex work and frequent change are the norm. Click below to download this preview.

Frequently selected for their ease of use and accessibility, gift cards are a tried and true incentive often used to encourage sales teams to meet and exceed their goals. However, many people think gift cards can be impersonal, and that the recipient may not feel truly recognized. When managers and executives shift their view of gift cards to branded currency, these simple rewards can quickly energize the sales team\'s engagement and performance.

Most sales training ILT has never been effective, if we consider “effective” to mean “changes behavior, improves results, or produces a ROI.”

Companies spend around $90 billion dollars annually on non-cash incentive programs.  Yet, even among the most admired companies, satisfaction with recognition is almost always among the lowest rated items on employee opinion surveys.  With so much investment, why is there so little return? 

According to research done by the Bridge Group, annual turnover in sales positions ranges from 20% to 34%. A recent study by the Society of Human Resource Management estimates that every time a business replaces an employee, it can cost, on average, 6 to 9 months\' salary. This means that for a sales representative making $40,000 a year, it might cost $20,000 to $30,000 in recruiting and training expenses to replace them if or when they leave.