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  • Sales Hiring: How to Hire Sales People Who Were Born to Sell  By : Nancy Ness
    Does your organization struggle with hiring great sales people? Does your sales department suffer low productivity or high turnover? This article is designed to provide you with some useful tips for hiring sales people. Specific job requirements may vary; however, the following information includes helpful and important guidelines from which every sales organization can benefit.
  • Motivating your Team in Direct Sales  By : Robert Williams
    Your Direct Sales Team will need a boost in morale with lots of encouragement. Time to get the rah rah going on and more.
  • A Top Sales Speaker Tip for Sales Effectiveness  By : Jeff Hardesty
    A Sales Speaker advises you to ‘Run your Numbers’… don’t ‘Run After’ Sales Quota.
  • How To Recruit Sales Distributors  By : David Gass
    Explains how to recruit reputable sales distributors and the role that these distributors play in business.
  • Sales Prospecting and a Targeted Selection Process  By : Jeff Hardesty
    Who Are You Calling On and Why?
    What’s a Targeted Selection Process? As related to prospecting, it is a process or system of defining whom you want to call on and performing the due diligence of data procurement to understand who you are calling on and why you have chosen them.
    Learn how to get more in less time.
  • How to Recognize Your ‘True’ Sales Performance Competencies  By : Jeff Hardesty
    “Run your Numbers…don’t chase after Quota”

    How do you currently define a “Sales Performance Competency?”
    Let’s take a look at (3) essential sales competencies that will dramatically increase your success and take the guesswork out of month-end.
  • 5 Tips for Finding Your Core Competencies  By : Jeff Hardesty
    Imagine if during an interview process, you could tell a sales recruit what sales performance competencies are needed and measured... and what levels are necessary to be successful at the sales poistion being considered. All based off of real performance numbers and average benchmarks. Before you can do that, learn how to boil the fat off of mere sales activities and define what legitimizes a 'Sales Competency'.
  • Fishy Salespeople? How to Finally Stop Handing Out FREE Fish to Your Sales People  By : Jeff Hardesty
    Do you remember the good ole days when sales managers used to just sit back and wait for their salespeople to come into their offices and ask for help? Maybe they needed the old veteran to come in and nail down the close. Well, we all know you just can't do that any more. Sure, that would put a few more sales in the win column (in the short term). But in the long term what are you creating? Nothing but needy, dependent salespeople without an ounce of personal selling confidence. Show your sales people HOW to prospect, HOW to set appointments and HOW to close sales makes your job easier and everybody's paycheck fatter.
  • What a Nice Thing to Say; How to Give Daily Feedback for Sales Performance Improvement  By : Jeff Hardesty
    Daily feedback and improvement is all about developing the right culture. And professional selling has its own common language and culture. We use terms like "hourly rate," "definition of insanity," "circle back around," "lay the obvious on the table," "soup to nuts" and "who's got the 'R'." So, how do you give daily feedback? Read on.
  • What's Your Magic Number?  By : Jeff Hardesty
    Setting and Exceeding Sales Goals through Key Performance Indicators (KPI) The most successful businesses — and certainly, sales departments — have identified their Key Performance Indicators (KPI); individual gateways that directly effect the outcome of a particular process. Then they measure the competency ratios in line with them. Have you identified the KPIs in your sales process?
  • Characteristics of a True Sales Leader  By : Jeff Hardesty
    In the average sales organization, successful sales reps get promoted to managers. These "new" sales managers are suddenly tasked with leadership and training. In these situations, there is one common liability. The salesperson's biggest strength now becomes the sales manager's biggest weakness in leading a team. Here are some steps to take to avoid sales leadership transitional mis-steps.
  • Stop Pointing at Me! Which Way Do You Point Your Accountability Finger?  By : Jeff Hardesty
    There are two kinds of people when it comes to accountability. •Those who point their index fingers outward •Those who point their index fingers inward We all know too well that most people are quick to blame others and slow to take responsibility. They make excuses or tell a long-winded story about what went wrong and why. Obviously these people feel their success or failure is "outside of their control." The more powerful belief is that things are within our control. It then follows that we are, in fact, responsible for what happens around us and to us. Here are some ways to help 'Stay in Control'.
  • What to Do When You Hit the Invisible Sales Revenue Ceiling  By : Jeff Hardesty
    Have you ever hit a level of revenue that you just couldn't seem to break through? If you have, then you know how frustrating it can feel. You may even spike above this ceiling periodically. But, like water seeking its own level, your revenue results seek a sub-par level. Sales leadership had failed to understand their meaningful business metrics. This was the primary reason, as it is in most cases. They hadn't isolated the essential competencies and components. Therefore, their people couldn't self-compete to reach and maintain revenue goals. They failed to develop practices and processes that allow an individual to identify, train to and measure their own competencies and performance metrics.
  • Powerful Routines; Identifying Sales Scenarios and Developing Best Practices for Improvement  By : Jeff Hardesty
    There are only a finite amount of scenarios in any selling process and if you identify them, train to them and measure your results you are on your way to excellence. This article will help you do just that.
  • 5 Keys to Building a Dynamic Self-Management Sales System  By : Jeff Hardesty
    Can you diagnose your business on a 'Single Sheet' of paper? Here are some key steps to help identify your essential competencies and performance metrics. Because numbers don't lie.
  • The 10 Most Important "To-Do's" of Any Successful Salesperson  By : Jeff Hardesty
    Whether you are a veteran sales rep or just starting, find out if you are following the basic laws of running a successful sales business.
  • 6 Danger Signs You May Be Headed to Micro-Management  By : Jeff Hardesty
    Do you 'manage people' or Mentor and support competencies and activities? Here are some 'Macro' tips to avoid the pitfalls of sales micro-management.
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