Mindset is the missing piece to grow and sustain performance. 80% of success is based on mindset; while only 20% is based on skillset. This webinar is designed to help us achieve higher levels of success by modeling and adopting the mindset of excellence. You will become highly aware of and be able to harness the power of your Inner CEO - the key center of the brain that regulates and improves what we do on a daily basis. 

Sales manager and sales leader jobs are similar, overlap, and are often conducted by one person. Yet there is a huge difference between a typical sales manager and the ultimate sales leader. The sales manager’s position is largely daily management including coaching and directing the sales team. On the other hand, sales leadership is long term, focusing on strategy, planning, making future, long-range decisions. The successful sales manager must grow and eventually transform to a sales leader who can execute both jobs together.  

Coaching is the most effective mechanism for accelerating human performance. So, why doesn’t everyone have a coach?  

The days of "sales" being assigned to just one individual or team are GONE---in a typical transaction in today's market, literally every member of your team may come into contact with a client or prospect. And every one of those moments is a selling opportunity...making EVERY job a sales job! Dr. Cindy McGovern will show you how to take the "ick" out of selling and adopt a new and energized sales mentality. Everyone in your organization is capable of playing a part in elevating the customer experience.

We say that our sales reps should diagnose first, then prescribe. But as sales enablement and sales effectiveness leaders, are we doing the same, internally? Are we really using a data-driven approach to determine our next performance improvement initiatives, to help our sales force move the needle? Would you like to know what levers to pull to have more reps hit quota?

Companies spend millions if not billions of dollars on software tools such as salesforce automation or CRM platforms and they are valuable; nevertheless, what's valuable is the information often not sought that resides in the middle of the sales process or approach. 

Here’s a statistic that will boggle your mind: Humans consume 74 gigabytes, the equivalent of 175 newspapers of content, per day. Customers are assaulted with facts, pseudo-facts, white papers, media and statistics all posing as relevant information. Much of the well-sourced information is contradictory. Sorting the "need to knows" from the "nice to knows" can be exhausting. Add to this a new average of ten stakeholders and more and more customers are defaulting to the status quo or a no-deal.  

Sales coaching desperately needs help: sales managers average only 10% of their time coaching, 50% of new sales managers fail in two years, 65% of sales reps miss quota, turnover for many sales forces is 20% or more. The culprit is not the sales manager but methods and training to improve performance. The new gold standard for high-achieving sales manager has arrived with, new skills and, strategies:  in book format, comparable workshops, and this SMM webinar. 

Strategic account planning. It’s an annual exercise, right? A time-drain that produces a document that barely gets used and adds no value.

Traditional linear demos are a thing of the past. New research from 67,000+ demos by Gong.io shows that starting with the conclusion - as opposed to ending with it - is one of the keys to delivering a winning demo.  You’ll learn: Why you need to Flip your Demo with today’s prospects What an "Upside Down" demo looks like Simple steps to build and deliver a results-first demo How to make your demo more conversational  

It’s not enough to ‘set it and forget it’ when it comes to sales readiness. Learning must be agile and continuous to ensure salespeople remain equipped to succeed in an ever-evolving world.  

We know that sales messaging matters. We know we should personalize for personas. But how do you develop messaging that works and actually get your sales force to use it? This is a perplexing two-pronged problem, but it is solvable.

This session will address the why and how for B2B companies to develop a clear content strategy to enable sales teams to start more conversations and guide buyers throughout their journey for improved win rates.   

Selling to C-Suite executives in the healthcare industry is no different than selling to C-Suite executives in other industries - it’s still just as important that you’re calling on the relevant executive for your sales opportunity.  The first thing salespeople need to do is "sit on the other side of the desk" and view their sales opportunity from the perspective of the health care executive.  

Uncommunicated expectations are often unmet expectations. That won’t fly when you are trying to talk with your customers’ executives! With complex solutions, often it becomes clear that higher-level support is required to make the sale. What does it take to engage your customers’ executives in a meaningful way? C-suite executives are busy and hard to reach. They are, however, willing to meet with salespeople but with very specific expectations. In order to be effective, your salespeople need to plan carefully for the call, do their homework, and, most importantly, understand those "secret" expectations.

You want to be more coach-like. Your organization is expecting it, and you can see how this will elevate your leadership to the next level. But it's difficult. Even with the best of intentions, you slip back into telling people what to do: it just feels faster and easier to do it like that. 

It is foundational that sales professionals leverage their profile to attract, teach and engage buyers. We will guide the participants to convert their profiles from a resume to a resource, providing so much value that your prospective partners or customers will be excited to take the call.   

When hiring a salesperson, things are not always what they appear. They’re quick to tell you about the companies they’ve worked with or all the contacts they’ll bring. They may even have some positive numbers from their past. You might think you’re hiring a rainmaker, but if you’re not careful, all you'll get are storm clouds. 

It’s Q4. Your sales team is down to the wire, looking for last-minute opportunities to close. But prospecting and closing business around the holidays presents a challenge. What can your sales reps say to get people to take their calls, agree to meet, and close a sale with only weeks left in the year?

"Work Made Fun Gets Done" The FISH! Philosophy shows you and your management team how to create a culture where people can’t wait to come to work and be their best--a culture with people looking to make a difference for their customers and each other. A culture that nurtures flawless execution of work, promotes teamwork and is fulfilling and fun. The FISH! Philosophy is based on the book FISH! and the fishmongers at the World-Famous Pike Place Fish Market in Seattle, Washington. The fish market is one of the most profitable retail spaces in America. Yet it is located right near three other fish markets that sell the same fish for the same price. The market doesn’t trade on product or price; they trade on creating unique customer experiences. The fishmongers at the market work in a culture where they bring passion, energy and enthusiasm to work every day.

Agile learning carries the promise of producing more skilled, efficient, and effective sales teams. Yet because it can be difficult to quickly assess its business impact, sales leaders often underestimate the ROI potential of putting an agile model into place. Most limit their tracking of sales training activities to easy-to-gather activity metrics like usage or adoption, or how a recent training directly contributed to closing a deal.

Negotiating. It’s tough, right? How do you do it in a way to maintain your margins without destroying client relationships? It definitely requires a buyer-centric, win-win approach, focused on understanding your buyers’ interests and what they value, rather than just their positions.  

People are fractured. Our audience must navigate competing, often real-time demands with fewer resources. Efficiency becomes critical. For this reason, participants lose interest and refocus on other problems—if they aren’t engaged. That is a big problem because no one learns if they aren’t engaged. 

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