Skip to content

Archive for

29
Jul

Selling in a Digital World

Well there is no question about it: the Internet is swallowing the universe. I just read yesterday that a group of scientists are warning that we need to begin planning on how to control artificial intelligence in weapons systems or the weapons may turn on us . . . can the Terminator or the Matrix be far behind? And will this brave new world even need salespeople . . . to buy real estate, cars or insurance? Read more »

23
Jul

Mentoring vs. Management Feedback

We received some great feedback last week to our questions about management vs. mentoring.

We asked salespeople, “If you could ask your company for one resource that would help you sell more/better tomorrow, what would it be?”

The responses to this question concentrated on a number of different topics. Read more »

14
Jul

Mentoring vs. Managing (Continued)

We had an unusually strong response to last week’s column when we suggested the difference between mentoring, which is guiding salespeople toward their highest potential with innovation, ideas and wisdom, versus more clinical sales management, where goals are set and salespeople are basically pushed to hit them on their own. Naturally the salespeople who read our column appreciated the nuance, but even many sales managers commented that the best management approach combines both mentoring and structure.

Anyway, this week we thought it might be interesting if we took a poll which might result in some good information for anyone interested in selling through relationships.

So here are our questions: Read more »

7
Jul

Sales Management vs Sales Mentorship 

One of the things we like to ask managers when we are invited to advise sales teams is whether they are sales managers or sales mentors. We are not just arguing semantics . . . the difference can be profound in terms of salesperson development and production.

Sales managers can tend to see their jobs as trying to drive a team to higher levels of production, a bit like a jockey tries to whip another two lengths out of a racehorse. The idea is that if the manager can just get the salespeople to make more calls, try a little harder, push a little further, the numbers will take care of themselves. The irony is that high-Drive salespeople do not need to be pushed . . . they push themselves, relentlessly. What they may need is new ideas, new ways of approaching their craft, different combinations of resources . . . in other words some coaching and mentoring. Read more »