After a few too many conversations with business leaders about the interplay between their budget constraints and challenges finding/keeping good salespeople, I thought to write this -- from the point of view of THAT business leader.
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Everyone is in sales, whether they realize it or not. Sales, at its core, is about influence, persuasion, and the ability to convey value. It's about presenting ideas in a way that resonates with others and motivates them to take action. When viewed through this lens, it becomes clear that sales permeates every aspect of our personal and professional lives.
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One theme that arises when talking to Fractional Sales Leaders is the balance between a consultative approach and hands-on involvement in their client assignments. This delicate equilibrium is crucial for delivering value, driving results, and fostering long-term client relationships.
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What's the difference between a matchmaker and a recruiter in this context? And which path should you take to give your company the best chance at landing an A-player for those mission-critical senior roles?
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Sales success requires a major investment of time and resources from the top. Sales leadership is all about defining the sales strategy, developing the right processes, sales tools and collateral, building a sales-driven culture, coaching, training, and of course -- ringing the bell!
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There are many adages about asking the right questions. Basically, if you ask the right questions, you can learn a lot about people. This hits me every day in my conversations with prospects and clients. Slight changes to questions or much more direct questions can alter an entire conversation -- for the better.
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Many companies, in an effort to minimize costs, may be tempted to hire less experienced sales leaders or promote such individuals from within the organization. However, what they easily fail to realize is that the cost of hiring an amateur can far exceed the expense of investing in a professional sales leader.
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As a startup CEO, the decision to hire your first Sales VP holds significant weight in shaping the trajectory of your company. While personal chemistry between you and the finalists may seem appealing, it's essential to recognize the potential risks of relying too heavily on this factor in the final decision-making process.
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I hear a familiar theme in speaking with CEOs on the subject of making changes in their sales organizations. That is, the feeling that they have known for quite some time that organizational change was needed.
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Dear Clients and Prospects, here's my new year's wish. Please say "no" as quickly as possible after you've had the opportunity to learn about products and services -- and please don't "ghost" people who are trying to help you make good decisions.
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