Category Archives: Linda Richardson
Sales: Do This, Not That!
I have an astonishing appetite for candy, and it probably would have done me in long ago if not for the “Eat This, Not That!” series. Thanks to the book, I can still eat a sizable amount of candy without having as disastrous an impact on my waistline. ETNT prompted me to make the switch from Butterfingers to fun-sized York Peppermint Patties.
After the first few days of no longer indulging in my favorite treat, the initial shock was gone, and with Yorks in hand, my mood stabilized (I am now a confirmed junkie). My sweet tooth was still getting fed, just with not quite as many calories.
Maintaining the Sales Machine
In their November 2013 Harvard Business Review article Dismantling the Sales Machine Brent Adamson, Matthew Dixon, and Nicholas Toman of the Corporate Executive Board (CEB) assert that “Leaders must abandon their fixation on (sales) process compliance.” In place of “disciplined sales process” they favor a flexible approach to sales in which salespeople rely on their own insight and judgment. That they find sales process discipline and a sales force capable of insight and judgment incompatible seems untenable.
Would Your Sales Training Earn Your Customer’s Seal of Approval?
The Customer is King
This is still true, right? The phrase seems less than politically correct these days (with “king” versus “queen” or “royalty”), but if you conduct an internet search for “the customer is king,” you’ll find over 201 million returns in about 0.62 seconds. It’s still a popular phrase.
I don’t find myself quoting the Urban Dictionary much in my business life, but I have to admit, I peeked at their search return
What Can We Learn from Sherlock?
In a self-diagnostic, I would categorize myself as a multi-tasker and believe (ed) that I was pretty good at it. A juggler. But Mastermind: How to Think Like Sherlock Holmes — and who wouldn’t want to be capable of that kind of insightful thinking — has caused me to reconsider the wisdom of the approach.
What the World of Selling Can Learn from Watching Netflix
In the new world of selling the ability to see into the future to recognize the needs that customers have not identified or have undervalued is the new currency. But, is that really possible?
Feedback with Feeling
Feedback can be hard to give and hard to get. Almost everyone tenses up when the words “I have some feedback for you” are spoken. But in organizations where feedback is a part of the culture, people ask for feedback if it is not forthcoming. It’s people’s feelings about feedback that is the problem. We all give ourselves feedback and instinctively know we would benefit from an outside view to make up for blind spots. The question is, feedback from whom?
17 Rules for Giving Developmental Feedback
As business and sales leaders, we all know the importance of giving developmental feedback to our people. As we’ve mentioned in earlier articles, developmental feedback is a gift that many leaders find hard to give, but when done properly, it can make a huge difference in the performance of individuals and the organization. Here’s a quick list of some important guiding rules for giving developmental feedback that support the coaching process.
Dear Challenger: Sincerely yours, Willy Loman
In their article, The End of the Solution Sale, Matthew Dixon, Brent Adamson, and Nicholas Toman explain that there is no longer a need for salespeople to uncover customers’ needs because customers define solutions for themselves. They propose that salespeople “altogether change how they sell;” for example, deliver a teaching pitch that enlightens customers and tells them what they need and what they should do. The authors assure us with their research that this is how the new breed of successful salespeople win.