Viewing Posts for: David J. DiStefano
Big Data: How should a sales rep approach a customer with potentially sensitive data?
The availability of information provides many opportunities for sales and marketing to analyze prospects and create needs that they might not even know they have. However, sales reps must approach the conversation in a way that does not make the customer feel exposed or exploited. Join David DiStefano, President and CEO of Richardson, as he offers advice to sales reps about how to take valuable, but sensitive “big data” and present it to a client in a way that addresses their business challenges.
Video Blog from Richardson’s CEO David DiStefano, Sales Transformation: Can you take Control of a Customer Conversation?
In this video blog post, Richardson’s CEO, David DiStefano, discusses which resources sales reps should be leveraging to successfully navigate resistance from a client.
In today’s video blog, David DiStefano, President and CEO of Richardson, shares some of his best executive practices for participating in and improving the environment of negotiations.
If change were a gesture, what would it look like? Chaotic hand waving, totally crazy and out of control, according to Richardson President and CEO David DiStefano.
To try to visualize what change would look like as a hand gesture is an interesting concept. What is not surprising, however, is that the motion would not likely be a fluid, good natured, positive, or simple one. In this video interview with Selling Power TV, Mr. DiStefano talks about change in the workplace and offers Richardson’s model to help their clients successfully navigate the change process.
Written by David DiStefano, President and CEO of Richardson
As a sales leader, what’s your first impulse when you see a member of your sales team in trouble?
If you answered, “Take over and do it for them,” pause and think for a moment. As Lain Ehmann (Selling Power) and Colleen Honan (OneSource) recently agreed:
The hardest part of sales management may be knowing when to step in and when to take a back seat as your reps learn the ropes, particularly in front of the customer. As tough as it is, it’s often critical for the development of individual reps — and your team as a whole — to let them pave their own way.
By David DiStefano, President and CEO of Richardson
Effective sales coaching has been shown to significantly improve sales performance, but there are limitations to even the world’s greatest coaching practices. You can’t be with every rep all the time, so what happens when something goes either unexpectedly wrong or remarkably right when you’re not there? Is that coaching moment lost forever?
If you watched Super Bowl XLVI earlier this month, you might think that professional coaches, who manage winning teams, deploy a robust coaching strategy balanced between scowling and screaming. But look closer — professional sports coaches scowl and scream to motivate or “remind” their players of the need to execute the game strategy, in both real time (during the game) and beforehand in preparation for the game. While the game is being played, individual coaching does take place all around the head coach (on the field, in the booth, and on the sideline). It is no different in business, except maybe the screaming part. Business leaders know to use effective coaching conversations, not commands — and the fabric of effective coaching conversations is woven with questions.