By Kelly Riggs | Sales + Leadership
All things being equal, when faced with a “very important” task, most companies will choose a person with successful experience to take it on. Whatever that task looks like – a big project, an important new customer, a critical product launch – most leaders will choose experience to get the job done. No question about it, experience counts. Until it gets arrogant. The arrogance of experience can be quite costly.
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By Kelly Riggs | Sales + Leadership
According to one study, 43 percent of all salespeople fail to reach their revenue objectives. That is a systemic sales failure. In some industries, it’s even worse. Way worse. And every so-called “expert” can tell you the reason. But are they right?
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By Kelly Riggs | Sales + Leadership
Leading a “change” initiative in the workplace is influenced by the same exact psychology that salespeople encounter in selling – a fact not readily apparent to the vast majority of managers. But, the truth is, if you don’t understand how to sell, you’re going struggle to implement change effectively in the workplace. Because leading change is “selling.”
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By Kelly Riggs | Sales + Leadership
What counts in business is performance – not promises of performance, not excuses for a lack of performance, and certainly not mediocre performance. It’s the results that matter; what people actually produce in the workplace. The problem is that sub-par employee performance is often created by MANAGERS. Yes, that is correct. Poor performance is often a result of what the manager does – or, more accurately, does not do.
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