Learn more about my work with sales teams in Asia.
April 2009 in Korea
August 2009 in Shanghai
December 2010 Kuala Lumpur
March 2011 Singapore
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It would hardly be unusual for someone within a sales organization to feel as if too much was being asked of them. We encounter teams all the time who are rife with excuse-making and a lack of personal responsibility. But, what about the expectations which sales or executive leaders might place on their sales enablement teams, internal trainers or outsourced sales trainers? Are their expectations and demands ever too much or unreasonable? Often they are and could be caused by a few different misconceptions:
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This is the first in a series of posts for the month of January. The series will feature articles by Dave Kurlan, Dennis Connelly, Chris Mott and yours truly. The focus will be on creating world-class sales organizations. We will all be writing three posts to cover a number of important aspects related to that. The series will lead up to a live webinar which we invite you to attend.
Inc. Magazine recently posted this interview with Malcolm Gladwell where, amongst other things, he discusses the definition of “talent” and what that means in corporate America. One of his points (also in his newest book) is that sometimes we focus too much and too singularly on a particular aspect which becomes what we call "talent". In reality, we should be considering many factors contributing to that definition.
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What is the biggest issue facing your sales team as you head closer and closer to 2014? What kind of leadership is needed to ensure that you succeed in spite of that challenge? What are you doing to provide that type of leadership?
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