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Collaboration is something very different. Collaboration involves deep alignment of goals, values, priorities and outcomes. Successful collaboration requires Shared Vision, Shared Values, Shared Risks, Shared Resources, and Shared Rewards. Each partner must be aligned across these dimensions for co Read More

I've been following a discussion on cold calling.  The topic of Interruption Based Selling came up, with several people taking strong stands against Read More

when we start looking at how sales people spend their time, increasingly we find more time is spent in non-selling related activities than in selling related activities. Surveys show time spent in sales related activities at a little more than 40%. In surveys we've done with a number of organizatio Read More

If you are struggling in making your sales performance improvement initiatives work, consider separating them--focus first on effectiveness, then focus on efficiency. You'll find you are accomplishing much more--faster. Read More

As sales professionals, we're all very goal directed and measurement oriented. Managers leverage numbers heavily in managing and coaching performance. But there's a fine line in using the numbers appropriately in coaching. Too often, coaching becomes about the numbers and not about what they mean. Read More

The other day, Charlie Green, Anthony Iannarino , and I had a discussion on handling the competition. Charlie posed the question, Is it ever appropriate to bash the competition. It was an interesting discussion, and I thought it worthwhile to share some ideas here. Read More

Challenging must have a foundation built on trust. Absent that, it's arrogance or insensitivity--even though you may be right. Think about it, what's new about approaching a prospect in a provocative way---ho hum, what's new! Read More

But the problem is, customers seldom see it the same way we do-which shouldn't be a shock to anyone. Too often, we're an interruption. We divert them from the stuff they need to get done today. We spend all our time talking about ourselves, our products, our companies. Read More

Hitting the number is how we tend to measure sales performance, but it's really a terrible indicator of whether the organization is performing to the highest level possible. Hitting the number only tells you that you've hit the number--but it tells you little about performance. Read More

The more I thought of this, the more I became convinced that while that may be the current answer, it really shouldn't be the answer. The answer really needs to be everyone in the company. Sales and marketing are really the last mile, or perhaps the most visible people within the organization, but Read More