Category Archives: David DiStefano
Richardson Named to Selling Power Magazine’s 2014 Top Sales Training Companies List
Richardson, a leading global sales training and sales force effectiveness company, today announced that it has been named to the 2014 list of the Top Sales Training Companies by Selling Power Magazine. The list appears in the July issue of Selling Powermagazine and recognizes those sales training companies that excel in helping sales leaders improve the performance of their sales teams.
Video Interview with SellingPower: Managing Change in a Sales Organization
Today’s BLOG, Managing Change in a Sales Organization, appears Courtesy of SellingPower Magazine.
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We most certainly live in an age of accelerated change. In this interview, Former Richardson President and CEO of Richardson David DiStefano shares with you Richardson’s view on change management. Change is often tied to chaos and uncertainty, which makes implementing change difficult. Richardson responds with a change model outlined by A.D.K.A.R. – Awareness, Desire, Knowledge, Ability, and Reinforcement. These components help to build a process and a platform for leading a successful change initiative. As stated by DiStefano, when a company is in sync with change, the outcome is a smooth, continuous course toward achieving greater operational effectiveness.
Richardson QuickCheck™ Wins Two Gold Medals
The Brandon Hall Excellence in Technology Awards recognized Richardson’s QuickCheck™, an innovative sales training reinforcement tool, with two gold medals: one for Best Advance in Unique Sales and Marketing Technology and the other for Best Advance in Sales Training Software Platform.
As a subscriber and reader of the Richardson Sales Excellence Blog, we would like to invite you to attend the upcoming SellingPower Marketing & Sales 2.0 Conference in San Francisco on October 22-23, 2012.
Written by David DiStefano, former 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.
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.
By David DiStefano, former President and CEO of Richardson
Your sales proposal may be your only foot in the door to a potential client. Here are 6 tips to make sure your sales proposal engages, educates and convinces from start to finish.
Last week, I shared how sales organizations can stop driving with their rear-view mirror and turn on their headlights with predictive analytics. At Richardson, we call them verifiable outcomes.