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Get A Coach | Be A Coach the authors introduce a new framework for coaching that extends the benefits of this powerful tool to the masses. You will see how everyone, at every level of the organization, can get a coach anytime they need one, anywhere they are within the organization and for anything they are doing. Why? So that people can get better results in their job, more fulfillment in the workplace and more growth and development in their careers. For the organization there are also huge benefits: Facilitating knowledge transfer Fostering collaboration Closing the skills gap Establishing real time, on-demand learning
When you set out to target new business, you probably have an ICP in mind - your ideal customer profile. When you set out to recruit a new sales professional for your department, you should also have an ICP. In this case, ICP stands for ideal candidate profile. The individual you envision possesses nonstop energy and resilience, outstanding listening skills and can close deals faster than you can blink. Go ahead and blink. Then, pinch yourself. Because you are dreaming. These types of candidates don’t just sail into your organization. When you’re recruiting, you must look for candidates who are highly coachable. Using the right guidance with the right tools, over time, you’ll be able to develop your new rep into the polished professional you envision. Coachability is one of the top traits that sales managers consider when they’re hiring. In our Voice of the Sales Manager survey, respondents rated the most desired characteristics in their reps as follows: 1. Problem solver 69% 2. Confident 66% 3. Positive attitude / Optimistic 64% 4. Takes initiative 62% 5. Highly coachable 60% Click below to download this free White Paper from SalesFuel.
Why are some companies thriving in the current environment while others fall behind? The secret is modern sales enablement designed for virtual teams. Today’s winners are mastering virtual selling with an up-to-date approach to content, tools, and knowledge. Sellers are working harder than ever—and sales enablement has never been more important than it is today. At the start of the pandemic, you may have shifted overnight to virtual selling. But the processes and tactics you put in place in the Spring likely weren’t designed for the long term. Sales teams have had to learn on-the-fly how to succeed when in-person meetings aren’t possible. It’s time to figure out what works in this new world and what doesn’t. Sales enablement in 2021 will be very different from last year. But knowing how to pivot to a modern approach isn’t obvious. Download this eBook to learn the elements of modern sales enablement and how you can upgrade your current approach for long-term success. Get your eBook to learn: Best practices to accelerate results with virtual teams—and why traditional tactics are no longer enough 4 key capabilities of a holistic sales enablement solution How to build a powerful tech stack when your budget has been cut Plus, the 2021 Sales Enablement Checklist to help drive results next year and beyond   Don’t get left behind by relying on an outdated sales enablement approach. If you aren’t updating today, you don’t have a moment to delay.
How much time, money, and effort is your company currently investing in its digital marketing strategy? Every organization knows they need digital marketing, but for many it is just not a priority. There is either no budget, no staff to manage it, or the organization simply does not have the knowledge or experience to implement an effective strategy. If having a digital marketing strategy is not a priority for your organization today, you need to make it one. Download this white paper to find out why.
Measuring the impact of learning and readiness initiatives on revenue is the billion dollar question. In today’s uncertain environment, the answer is even more important. Rapidly changing markets, disrupted supply chains, and increasingly knowledgeable customers mean that companies must upskill employees to compete. But the ability to optimize learning—and maximize productivity—takes deep insight into how employees think, learn, and perform, insight which many companies lack. Today, there’s a new breed of platform that combines learning, communication, and collaboration tools with analytics for a holistic view of learning and development’s impact on results. Workforce readiness technology allows organizations to move beyond assessments and scores to understand how to target activities that move the needle.
There are no best-sellers written about middle performers who stayed in their lane. But there are libraries written about the well-loved top performers. And bottom performers get plenty of attention, in part because sales managers would rather drag them along than replace them.  Here is why the next chapter in your company’s history should focus moving the middle.
Managing remote workers has always been challenging, particularly with sales teams where everything is measured on productivity and results. With more employees working from home than ever, sales managers must learn to manage a distributed workforce from a distance. For those organizations new to the world of a remote workforce, managing from a distance has presented unforeseen challenges.  So how do we know, then, if our sales team is cut-out for remote work? How do you gauge how well your team will adapt? We don’t have all of the answers today, but we can take a look at what successes and challenges remote sales teams have experienced, what new challenges organizations are seeing and how they are addressing them, and how sales managers can support, engage, motivate, and assess their newly remote workforce. We can use this information to help our salespeople adjust and thrive in a remote environment. 
The world of business has changed — especially for salespeople. The better you are, the more likely you are to get fired or retired - especially if you’re at the very top of your profession. Robert Workman’s Hired Gun II is the sales bible used by salespeople who want proven methods to defeat industry politics and stay at the top of your game. As a #1 salesperson, sales trainer and entrepreneur for over four decades, Robert shows you step-by-step how to ensure that adversity and politics don’t destroy your high-performance salescareer. He locks and loads both barrels with invaluable tools and secrets like: The risks of being the best and how to use them to your advantage. How to choose a mentor or coach who will provide the most value. Identifying internal company changes that aren’t in your best interest and leveraging them for your benefit. Using your single greatest asset to achieve top sales status and stay there.   Hired Gun II is the ultimate resource for top performing salespeople to maximize sales, crush the competition and use today’s hardball business tactics to your advantage.
Companies around the globe have canceled sales meetings and training sessions and are enacting work from home policies to help prevent the spread of COVID-19. Yet sales enablement professionals must get new hires up to speed and keep teams on track in a world where face-to-face meetings are impossible. Traditional training and sales enablement approaches won’t solve this challenge. But building a virtual training program when you’ve relied on in-person sessions can feel like an overwhelming task. Fortunately, there are proven tactics that organizations can employ to train across geographies and time zones. Use this guide to learn how the right strategy and technology can help you manage high-performing virtual teams.
Welcome to the 100 Sales Enablement Best Practices! We set out to curate best practices from sales enablement practitioners in the trenches so we could publish them for the benefit of the sales community. We invited the community to submit their best practice suggestions. As we reviewed all the submissions, it was difficult to find ones to exclude, as so many contributed valuable tips. When we narrowed the submissions to the 100 best practices provided by actual practitioners, we found found they naturally fell into five categories: Strategy, Leadership and Management, Training and Development, Content and Cadence, and Sales Coaching. While there were common threads, each best practice is a unique perspective on what all sales enablement leaders struggle with: how to provide sellers the right tools, skills, methods, content and processes to enable them to create more pipeline, nurture prospects, and improve win rates. We sincerely thank all those who took the time to submit their best practice. We hope you find these sales enablement best practices as valuable as we did. Mario Martinez Jr. CEO and Founder, Vengreso  
Are your prospects singing the blues like Ray Charles and telling you, "Hit the road, Jack, and don’t you come back no more!"  Or are they screaming like James Brown, "You got, you got, you got WHAT I NEED!" Listen up! If you’re constantly turning people off and getting nowhere...and you’re not rocking the right approach to connecting with your buyers...you’re going to be hitting sour notes and going broke in a hurry, my friend! Fortunately, there’s a way to change your tune to one that strikes the right tone with your prospects. And it involves embracing just a few mindset shifts and learning a simple but powerful 3-step formula we developed called the PVC Sales MethodologyTM — which stands for: • Personalization • Value • Call-to-action Leveraging the PVC Methodology will turn you into a rock star connector, prospector and seller! But before we dive into the details of the PVC Sales MethodologyTM, there are a few other things we need to cover as we set the stage for your success. So sit up, and get ready to learn how to strike the right chord with your prospects!
A sales rep turns a corner while driving to one of the biggest calls of the year when a jolt from under his car forces a change of plans: he just ran over a pothole and now needs to swap out his tire, except he’s never actually done a tire change by himself before. There’s no time to wait for AAA so he must figure it out himself. What does he do? In 2019, he calmly pulls up YouTube and watches a user-generated video demonstration of exactly how to perform the tire change on the make, model and year of his car, before turning around, grabbing his tools, and successfully executing the task himself. Within twenty minutes he’s back on the road driving toward the meeting feeling ready for anything. This is what it feels like to be ready in a world where you can pull a device out of your pocket and extract whatever day-to-day lessons you need from somebody else’s life experiences. Sales reps already use consumer apps like Waze to learn about open routes in real time based on other drivers’ experience of current road conditions, or Duolingo so they can practice and learn new languages using friendly competition with other would-be travelers. But what about the tasks involving the actual substance of salespeople’s work? What if our rep were to hit a different kind of "pothole" that day: one in the form of a text message from his internal champion letting him know that the company’s CFO would be joining the call unexpectedly? He doesn’t normally call on CFOs, and would need a five-minute debrief with a colleague to understand the pertinent discussion points to use, but no one is available right now. Click below to download this eBook.
At one time or another, every sales manager feels like they are stepping into an abyss.   They have to replace the sales rep who just left. Or they’re tasked with expanding their department to meet the challenge of growing sales for the company. Either way, they have to make a big decision.The candidate sitting in front of them could be an outstanding addition to the team, or they could be the manager’s worst nightmare.   Hiring an employee who turns out to be toxic can cost the company lost sales, higher rates of sales rep turnover, and turmoil. Research shows 1% of people are psychopaths and 4% are sociopaths, while another 2-3% of the population might end up behaving in a toxic way in the workplace. When you add it up, that’s one out of 13 people.   In this book, we offer a glimpse at 13 types of toxic personality types we’ve identified in the workplace for sales teams. We have ordered the chapters by the most difficult and problematic, the Jungle Fighter, to the least likely to be problematic, the Martyr. Using documented case studies, we also outline the steps you can take to address toxic behavior and restore harmony to your organization. In some cases, you may be able to adjust the work environment and coach employees who exhibit toxic behavior. In other cases, the best strategy may be to avoid hiring employees with toxic behavioral tendencies. If they are already on the payroll, you’ll have no choice but to get them out of your organization.
How a Sale Was Lost Ann was not happy as she left the meeting with a long-term customer—now a former customer. "Ann, we have done business together for a long time," her customer started, "but we have decided to go in a different direction this time." Her customer went on to say how ABC Company, one of Ann’s biggest competitors, worked with them to integrate ABC Company’s solution into their own systems, resulting in faster inventory turns with fewer shipping errors. And they were able to demonstrate how this will increase margins and profit for the company. ABC Company’s salesperson sold value. The Selling to Value approach requires the salesperson to develop an ever-expanding mindset and skillset—and it requires a commitment to a purpose that goes beyond self-interest to include both the interests of the individual customer and the interests of that customer’s organization.  
The purpose of this paper is to explore the 17 innovations occurring to the methods of training and learning. Some are in their infancy; others are more mature. Additionally, we'll suggest some neuroscience-based practices to help you develop your organizational training.
In sales, we often find ourselves grappling with a false choice - do we focus on relationship building with the customer, or focus more on winning the deal at all costs? It can often seem like there is no middle ground, we have to either perform like a hardliner or try and gain the customer's favor. But it is not, in fact, an either/or situation. This white paper explores the middle ground between building relationships and winning the deal and offers helpful tips on ways to nurture both your relationship with the customer while keeping your eye on the prize. Read more to discover how it might be the way salespeople think about their customer relationships that prevents them from focusing on and winning the deal. JMReid Group is a training company that provides sales programs with this middle ground at top of mind. If you like what you read, contact us in the interest of your sales team at www.jmreidgroup.com.
Imagine your sales team gets invited to attend an exclusive networking event filled with senior decision-makers at companies that fit your ideal customer profile. Would you expect them to do their homework before they arrive at the event? How would you expect them to behave at the event? Would they grab a cocktail and stand against the wall for the entire event, quietly making comments to people as they pass? Or would they work the room, confidently striking up conversations with people they’ve researched online, connected with and began developing authentic relationships proving they have the experience these buyers are seeking from a seller? As a sales leader, you’d never hire a rep who couldn’t represent your brand at an important event without proven experience and know-how to conduct meaningful conversations with qualified buyers. This is precisely how high-performing and experienced sales professionals approach digital selling with LinkedIn.
THE KEY IS TO ADDRESS THE UNIQUE CHALLENGES OF SELLING OVER THE PHONE. There are two immediate challenges: Inside sales is different and selling over the phone is difficult. If you manage an inside sales or telesales team, you realize these as the unique hurdles to selling and managing customers over the phone. The purpose of this paper is to share with you experience gained from research in hundreds of organizations since 1996 that will help you respond to areas that are inhibiting the performance of your inside sales organization. By reading this white paper, you will learn: Three simple steps to tripling your success rate over the phone. The one reason a lower level of contact will sponsor you to a higher-level contact. The top two techniques for building value over the phone. Keys to leaving a highly-effective voicemail. How to overcome the five common challenges to discovering honest needs.
You are about to embark on a journey that is going to help you to book, sell, and retain like never before.  This book reveals: What has changed in our B2B industry/profession, how to cope with the change, and what skills should one acquire to thrive? What should you change/improve to book, close, and retain more than ever? What resources are valuable to keep on your road to success? "The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn." ― Alvin Toffler Click below to download this eBook.
Integrity Solutions partnered with the Sales Management Association to perform a sales coaching research survey of over 200 sales leaders at 193 organizations to answer these questions: Is the current approach to sales coaching effective? Does sales coaching impact a sales organization’s performance? How do high performing sales organizations differ in their approach to sales coaching?   Our research yielded definitive and sometimes surprising answers to these questions. Click below and get this Research Brief today!
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.
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."
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