Monthly Archives: April 2013

April 10th, 2013

Lessons from the Bully Coach


The scandal at Rutgers overshadowed most other sports news this past week.  Questions are still being asked.  How long had this treatment been going on?  Why did it take a video for someone to speak out?  The reputation of the university has suffered and four men so far have lost their jobs, starting with the dismissal of Mike Rice, the men’s head basketball coach, who had taken a downtrodden team to victory for the players and now disgrace for the school.   

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April 8th, 2013

You’ve Made your Final Presentation – Now What?


Great news! You’ve made your final presentation and your customer has let you know you are one of two finalists. The customer started with 38 providers, narrowed that down to six, and invited three to make presentations to a group of 11 stakeholders. The customer will advise you of the decision in one week. The opportunity is large and strategically important. What will you do over the week to increase your odds of winning?

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April 4th, 2013

Improving Executive Prospecting Effectiveness by Understanding Executive Prospect Behavior

Sales Prospecting

Improving Executive Prospecting Effectiveness by Understanding Executive Prospect Behavior

We all know that traditional prospecting today is very difficult. How many professionals do you know have the time and interest to willingly pick up the phone and engage in an unsolicited conversation? What executive cheerily works their way through their inbox responding thoughtfully to every e-mail? Sure, people pick up the phone and reply to e-mails, but there’s a triage method to when and how they respond.

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April 2nd, 2013

Communicating a Brilliant Idea that Commands the Client’s Attention

Communicating a brilliant idea that commands the client’s attention

Today’s Blog is written by Michael Dalis,  a Richardson facilitator & coach.

You know the look.  I’m the client.  You’re seated across the table from me.  In response to my question or request, you’ve begun laying out the details behind a brilliant idea that you are convinced will help my organization.  The problem is, the deeper you go into your solution, the more and more disengaged I become.  At first, there’s some eye contact, polite nodding, and the occasional grunt of acknowledgment.  Then, I begin looking at my watch and, longingly, at the door as I plan my escape.  What you hear as appreciation and agreement to your proposed next step is, in fact, an end to our discussion so that I can get back to my real work — and sincere doubt about whether I will subject myself again to this “death by 1,000 facts.”

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