In business and, yes, in many other areas of life, one truth remains constant: the pursuit of improvement is endless, and it needs to be. This is particularly true when we talk about conversion rates, a vital metric that serves as a barometer for business success and efficiency.
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In our modern world, we are blessed with an abundance of choices. From the variety of toothpaste brands at the grocery store to the vast array of career paths available, options surround us at every turn. However, this abundance of choice has given rise to what psychologists call the "Paradox of Choice."
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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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In the world of sales, the pursuit of perfection is an endless journey. An almost infinite number of experts have delved into the subject, each offering their unique insights and strategies. But why is this topic so crucial? The answer is simple: "Perfecting your sales process and perfecting the management and repeatability of that process leads to more deals and more revenue for your business."
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Feeling disappointed in oneself is motivation to change, maybe the strongest motivation of all. And as a leader, how do you trigger this in a team member that is underperforming and who you want “to see the light?”
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Much has been written about the difference between management and Sales Leadership. While many professionals experience management during their careers—setting goals, evaluating performance, and establishing work rules—true Sales Leadership is something entirely different.
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Navigating the nuances of communication can sometimes resemble a puzzle, especially when prospects offer the ambiguous directive: "Reach out again in about 6 months." It's a phrase that's both promising and enigmatic, often leaving individuals pondering its true significance in the context of professional relationships and opportunities.
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I recently ran the NYC Marathon, crossing the finish line in seven hours after a 26.2 mile run through that world-class city. I'm still riding the "high" of this exhilarating experience, and thinking a lot about the analogies of a marathon and lessons in other parts of our lives -- like business building.
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Partner/Channel programs fail for a variety of reasons, and the specific causes of failure can vary depending on the strategy or lack thereof. Based on my 30 years of partner/channel program strategy development and execution, here are the top five reasons why partner/channel programs fail:
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I have conversations on a regular basis with business owners and founders who expect much more magic on the sales side of their businesses than they would otherwise with other functional areas like HR, Finance, or Engineering.
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