By Kelly Riggs | Sales + Leadership
If there is one comment or habit that is an indicator of future sales failure or mediocrity, this is it: “I don’t have time.” Learning is the preventative maintenance of the selling profession. It is the only predictable remedy for falling revenue and compensation erosion.
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By Kelly Riggs | Sales + Leadership
When a company needs a sales manager, the first place they typically turn is to one of their top salespeople. That’s no big revelation. I mean, who would we turn to – one of the bottom-dwellers?? As a result of this very common practices, I’m you’ve heard (and probably experienced) that promoting your top seller to the ranks of management is usually a disaster just waiting to happen. You lose your best salesperson, and get (more often than not) a mediocre sales manager. But why is that? Why can’t top salespeople become excellent managers?
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By Kelly Riggs | Sales + Leadership
As a manager, you surely have become aware of the importance of employee engagement in the workplace, and its impact on the critical metrics companies care about – profitability, turnover, safety, and customer satisfaction.
Hint: As it turns out, engaged employees do better work. Yes, I know. Absolutely shocking. But, it’s true; those employees that feel genuinely connected to the company, feel valued by the boss, and derive satisfaction from their work, significantly outperform their disengaged counterparts.
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By Kelly Riggs | Sales + Leadership
Immutable means “not subject to change,” which means that results have always been, and will always be, the barometer of success in business. Not those things you intended to do, or hoped to do, but what you actually accomplished. Those results may not be only financial, of course, but the principle holds. Success in not promises of performance. Not excuses for a lack of performance. It is performance. Period. The problem is that so many salespeople want to reinvent reality.
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