Technology in sales is not a solution to a problem. It’s a means of solving a problem, and it hinges critically on how well you apply it as one part of your revenue generation system. Do it wrong and you’re spinning your wheels. Do it right and you‘ll sell to more customers in a way that’s faster and more effective.
Leaders develop trust (defined as “relying on others to do the right thing”) after observing people’s character and behavior over time and gaining confidence in them. They earn trust by consistently displaying personal integrity, accountability and concern for others.
I’ve worked directly with sales pros for a long time, helping them become top-ranked in their field. And one of the things I’ve noticed over the years is that most of them struggle to apply new concepts and practices if there’s a lack of context. Scenarios that get presented at workshops are too abstract or too distant for them.
…for leaders, pricing strategy isn’t a matter of whether or how you should get involved in it. You must. Consistently. Everything you do and every outcome you achieve as a leader is determined by what your price says about your brand, how you are positioned in the market, what your relationship with your customer will be, how long that will last and how profitable your company will be. Pricing starts with you.
Most employees favor consensus-run organizations, where a leader uses inclusion and feedback to manage democratically. A consensus-style leader is a refreshing alternative to the tyrant who issues stern orders. But democracy, taken to an extreme, creates numerous frustrations for direct reports.
Scientists are discovering how conversations cause a rapid cascade of neurochemicals in the brain, laying the foundation for trust or distrust.
To remain competitive, leaders must understand the powerful conversational rituals that prime the brain for trust, partnership and mutual success.
For Small Business Week, the 5/1/17 issue of Crain’s Chicago Business had an article on lessons learned from some of the most successful small businesses in Chicago. One of them was Naf Naf Grill, a Chicago-based chain of Middle Eastern fast-casual dining. Their lesson was on the importance of simplicity and focus, especially before expansion