Viewing Posts for: David J. DiStefano

March 5th, 2014

Big Data: How should a sales rep approach a customer with potentially sensitive data?

big-data

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.

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January 15th, 2014

Sales Transformation: Can you take Control of a Customer Conversation?

customer converstation

Video Blog from Richardson’s CEO David DiStefano, Sales Transformation: Can you take Control of a Customer Conversation?

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December 20th, 2013

How can sales reps prepare for resistance from a client?

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.

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December 18th, 2013

Consultative Negotiations: What Roles can a Senior Play in Negotiations?

consultative-negotiations

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.

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September 12th, 2012

SellingPower Video: Change Management Basics for Sales Leaders

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.

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April 18th, 2012

When Stepping in Does More Harm Than Good as a Sales Manager

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.

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March 20th, 2012

Train Sales Reps to Coach Themselves

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?

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February 22nd, 2012

Questions: The Fabric of Effective Coaching Conversations

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.

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