Sales Candidate Shortage - More Proof That Sales Isn't Dead Yet

Posted by Dave Kurlan on Thu, Nov 07, 2013 @ 06:11 AM

Death Of SellingAs you probably know, many people have been writing premature obituaries about the impending death of selling.  Of course, that's been going on since at least 2006 when I posted my first rebuttal to this silly claim, and as recently as last month when I posted my latest rebuttal.  It's being perpetuated by extremist marketers who are claiming that inbound will become the be-all end-all.  

It's simply not true.

The latest proof can be found in this July 2013 USA Today article.  I'll give you the important facts, but you should shoot over there and read the entire article.

The article said that in June, "the number of jobs in sales and related occupations jumped a whopping 445,000 to a four-year-high of 15.8 million."  That's in the USA alone.  Those numbers are trending the wrong way for the pro-death-of-selling folks.  Not only that, our company, Objective Management Group, will need to change it's BHAG from 14 million to 16 million salespeople evaluated! 

The article also said that "Thirty-five percent of sales managers couldn't find qualified candidates for open positions."  That's consistent with what clients have been seeing.  

Another important point from the article was that it is now taking three months to fill a sales position.  I should add that that's when standard quality sales managers look for standard quality salespeople.  If we raise the bar and look for high quality salespeople, the timeline can extend to six months!

These developments place an even bigger emphasis on the importance of using a best-in-class, sales-specific, accurate and predictive sales candidate assessment early in your sales recruiting process.  When there is urgency to fill positions and most of the candidates aren't very good, even your hiring managers will have to deal with the case of happy ears.  Consistent use of the assessment will alleviate that.

While this is all disappointing and frustrating news for companies that need to hire salespeople, and especially for those who want to hire great salespeople, it's really bad news for the people who have been holding those messed-up crystal balls!

Topics: Dave Kurlan, sales hiring, Inbound Marketing, sales candidates, omg, sales recruiting sales assessments, death of selling

Inc Magazine Misses on the 13 Traits of an Outstanding Salesperson

Posted by Dave Kurlan on Thu, Mar 14, 2013 @ 10:03 AM

inclogoI just read the 13 Traits of An Outstanding Salesperson, an article that appeared on Inc.com.

As usual, I had several thoughts about this so, in no particular order...

  • Note that it isn't "The" 13 traits; it's simply 13 traits, implying that there are others;
  • It's also not "The Top 13" traits;
  • These are not in any way, shape or form, expert opinions;
  • Charisma?  Really?  If the salesperson will be presenting to audiences, sure it would be a nice plus for them to be charismatic but if you read the actual explanation,  the contributor is simply talking about someone who is likable.  Likable is good, but hear this:  All of the mediocre and horrible salespeople - almost the entire 74% - are likable!
  • Laziness?  Seriously?  A great example of how an executive confuses a behavior with a result.  Great salespeople aren't lazy, they simply know which opportunities to pursue and don't waste their valuable time chasing low percentage, low profit opportunities!
  • Hunter's Mentality?  That's the correct phrase but if you read the contributor's explanation, he got the mentality part wrong.  He's more focused on whether the salesperson is excited enough about a huge opportunity to pursue it.  A true sales Hunter's mentality is to actually find as many sweet spot opportunities as possible and not waste time pursuing those with low odds of closing.
  • Intelligent Fighter?  This contributor mixes motivation with what he calls politely persistent, or assertiveness.  Motivation and assertiveness are not the same things.  There are plenty of highly motivated salespeople that are not nearly assertive enough, and plenty of assertive salespeople who are not very motivated.
  • The Trifecta?  This contributor says it's a combination of Drive, Personality and Intelligence but he describes someone who has the ability to get in front of a buyer and close the deal.  Not so again.  The real requirements for that are Strong Commitment, No Need for Approval, Rejection Proof, and Supportive Beliefs around Prospecting!
  • Existing Relationships and Product Knowledge?  All that will accomplish is assure that there are plenty of prospects who value a good presentation and product knowledge.  We don't need more friends and presenters, we need hunters, consultative salespeople, and closers!
  • People Skills?  This contributor is really describing someone with great listening skills - that's the ticket.
I think Inc. published these because they were the most interesting of all the submissions.  However, because Inc. is a respected business publication, readers are likely to take this crap to heart and actually go out and look for salespeople who exhibit these traits.  Most of these young business people either don't know what they don't know, or know they know it all.  Most importantly, if you are going to be hiring salespeople, it's more important than ever to not make costly mistakes.  Even if their 13 traits were predictive of sales success - and they're not - how would you really know if a candidate had them?  That's why it's so important to use Objective Management Group's Sales Candidate Assessments - legendary for their accuracy and ability to predict sales performance.
Earlier this week, I hosted a 45-minute interactive Webinar and shared the magic behind our assessment.  If you are interested in seeing it, you can click here.

Topics: sales assessment, Dave Kurlan, sales hiring, Sales Candidate, sales personality, sales traits, sales test

Sales Hiring Chronicles: The Doctor, The Drug Dealer and The User

Posted by Dave Kurlan on Wed, Jan 30, 2013 @ 23:01 PM

drug dealerGot you on that title, didn't I?

Did you ever find yourself in a position where you needed to hire salespeople?  Of course you did.

Did you use Objective Management Group's (OMG) incredibly accurate and predictive sales candidate assessments as part of your filtering and selection process?  Perhaps you did.

Did you decide to augment the candidates whom you were finding and hire a recruiter?  Perhaps you did that too.

That's when all the fun starts!

Recruiters think that all of their candidates walk on water.  Clients think that because of our assessment, quality advice and guidance that we walk on water.

So the recruiter sends 5 of the best candidates ever to the client, who has them assessed, and 3 are not recommended.  The recruiter is upset, "Why are you using that stupid assessment? You don't need that! I know these candidates and they're awesome."  

We simply explain to our client why the recruiter has such a high opinion of the candidate (they represent a commission) and why we don't share that opinion.  There are always excellent reasons why a candidate may not be recommended for a particular client, and in some cases, for any client.  

The client feels stuck between a rock and a hard place.

It's just like the title of this article.

You hurt your back and feel tremendous pain.  Your doctor tells you that you'll require surgery to repair a bulging disc.  He suggests bed rest until the following month's surgery.  A friend introduces you to his brother-in-law's, girlfriend's, cousin's nutritionist, who has a yellow pill that will make all of your pain go away.  Today.  Right now.  Decisions, decisions.  Do you listen to your doctor who knows what's best or go for the drug dealer's quick fix? 

To complete this sales analogy, OMG is the doctor, the recruiter is the drug dealer and the client is the user.  It's so easy to get and take the drug for temporary relief.  It's only money.  But the surgery provides the proper long-term solution.  If you take the drug (recruiter's candidate) which wasn't recommended by the doctor (OMG), you'll be back for more when the euphoria wears off, realizing that you still have the disc problem (ineffective salesperson) and ultimately need the surgery (be selective and listen to the expert advice).

I don't mean to upset recruiters, but let's face it.  They don't go nearly as wide and deep on their candidates as we do.  Most aren't sales experts, and really don't know if the salesperson who succeeded at XYZ can succeed at ABC.  We, on the other hand, do know and can show you why, explain the science and provide accurate advice 95% of the time.

The doctor or the drug dealer?  The choice is always yours!

Use this free tool to calculate the cost of your sales hiring mistakes.  If you aren't already an OMG client, you can get a free 72-hour trial of our award-winning sales candidate assesment.  OMG was awarded the Gold Medal for Top Sales Assessment Tool in 2011 and 2012.  And if you'd like to see what hiring salespeople looks like when you work with us, compared with doing it the traditional way, check out this infographic.

 

Topics: sales assessment, Dave Kurlan, sales hiring, sales management, omg, hiring salespeople, sales candidate assessment

Sales Assessment Findings - Another Preview of the Interview

Posted by Dave Kurlan on Tue, Oct 02, 2012 @ 23:10 PM

business relationshipsJohn Musser, an OMG Partner in Atlanta, recently shared an observation with me.  He found that when his clients didn't care for a candidate who was recommended by our Sales Candidate Assessment, he was able to correlate his client's perception to a single finding: Won't Develop Relationships Quickly.

A number of clients misinterpret this finding, thinking it means that the candidate won't develop relationships at all.  But it's not that they won't develop relationships, it's that it won't happen quickly during the first meeting.  When the client is left feeling indifferent, it's often because the candidate wasn't successful at making a connection in that first interview.

There are two ways in which one could look at this:

  1. Knowing that the candidate is a bit slow to warm up, cut him some slack, bring him back for a second interview, give him another chance and overlook his performance from the first interview.
  2. Know that what you see is what you'll get and his inability to quickly develop a relationship will prevent him from making prospects comfortable enough to answer the types of good, tough, timely questions which are the hallmark of effective consultative selling.
Obviously, you'll want to follow option #2.
 
Observing assessment findings manifested during an interview is a very common occurance, but it's more likely to occur when a candidate has some of the following findings:
 
Finding What You'll See
Tendency to Become Emotional Defensiveness, panic, louder volume,
rash, sweat, etc.
Need for Approval Saying what you want to hear, fear of 
pushing back, fear of tough questions, trying to make friends
Too Trusting Optimistic when you give the candidate a put-off like, 
"We'll be back to you next week." 
Uncomfortable Talking About Money Stuttering, lack of confidence when asked about earnings history
 

Of course there are many more, but this gives you a sense of it.  If you would like to see more examples or read more, click for some assessment case histories.

Topics: Dave Kurlan, sales hiring, sales management, Sales Candidate, sales interview, sales assessment findings, sales assessment test

Compromises in Sales Candidate Assessments Compromise Revenue

Posted by Dave Kurlan on Tue, Sep 18, 2012 @ 20:09 PM

compromiseWhen I first began to evangelize the importance of sales force evaluations and sales candidate assessments in the early 90's, no other assessment company was focused on the sales force or developing a sales-specific (built for, rather than modified for, the sales force) assessment.  22 years later, my message has been so well-received that it spawned a sales assessment industry.  Most of the so-called sales assessments are from companies and individuals which have modified or created derivative works, based on existing assessments to make them appear to be sales-specific.

Experience has demonstrated that there are three areas where companies tend to compromise with sales candidate assessments and those compromises always lead to revenue shortages:

1. Compromising Assessment Choice  -  Other than the sales-specific assessments developed by Objective Management Group (OMG), assessments generally fall into the categories of personality tests (like Caliper), behavioral styles assessments (like DISC) or sales aptitude tests.  Personality tests and behavioral styles assessments are not predictive of sales performance and, as much as their marketers would suggest otherwise, the only things that are sales-specific are their marketing materials and the names of some of their findings.  They report on what they measure and they measure what they collect which are answers to questions asked in a social context rather than sales context.  Sales aptitude tests measure only what an individual knows about transactional (not consultative) selling, but not how they are likely to perform.  The compromise takes place if a company chooses an assessment for one of the following five reasons:

    • Familiarity - A company has successfully used a personality test or behavioral styles assessment to better understand their employees.  While it seems to make sense to expand its use to sales selection, these assessments do not accurately predict performance or success in a sales role.
    • Faulty Assumptions - An executive receives a referral from someone who has used personality or behavioral styles assessments and recommends them, incorrectly assuming that they would be equally effective for sales selection.
    • Misled - A company chooses a sales aptitude assessment because the name implies fit and alignment when it only measures interest, knowledge and awareness.
    • Price - An assessment may cost less, but the savings are dwarfed by the cost of a hiring mistake.
    • Comfort - An executive may be more familiar with a particular assessment, but knowing the assessment language, buzzwords or reporting format doesn't magically make that assessment more accurate or predictive.

2. Compromising Assessment Timing - Assuming that you've selected the best assessment for sales selection (OMG's highly-accurate and predictive Sales Candidate Assessment), it must be used at an optimal point in the sales recruiting/interviewing/hiring process - the first step.  When a resumes arrives, candidates should receive a reply with instructions to take the assessment.  The completed assessment quickly eliminates those candidates whose sales capabilities don't meet the customized requirements for the role.  These include criteria based on the difficulty of the sale, length of the sales cycle, title of the decision-maker, price point, competition, locale, management supervision, average sale price and more.  The Compromise takes place when a company doesn't wish to purchase a license for unlimited use and chooses to pay-per-use instead.  With pay-per-use, the company can't assess every candidate and they waste tremendous amounts of valuable time on unnecessary interviews and misguided inclusion.  This nearly always results in the wrong candidates advancing through to the interview, the wrong candidates being chosen to take an assessment, and findings of "not recommended" being the rule rather than the exception.

3. Compromising Assessment Use - Assuming that you're assessing everyone in the first step with the best sales-specific assessment available, the manner in how you use it is important too.  Your assessment is configured to recommend only those candidates who will succeed in the role as described above.  The proper way to use the assessment is to conduct a short phone interview with only "recommended" candidates, assuring that they sound great and meet the required experience.  Only the best of those you've called should receive an interview.  The Compromise takes place when an executive does one or more of the following six bad things:

    • Interview even though a candidate was "not recommended".
    • Automatically hire because the candidate was "recommended".
    • Interview prior to the assessment, leading to the executive falling in love with that candidate, usually "not recommended" after being subsequently assessed.
    • Use the assessment only as a data point, ignoring the recommendation.
    • Lower the assessment standards and criteria to allow more candidates to be recommended.
    • Make exceptions.

Obviously, there is more to the successful use of a sales candidate assessment than the actual assessment and candidate selections.  Many companies get it wrong at every step.  The companies which do get it right get very consistent results.  By following the process and not making exceptions they always get top-notch salespeople, leading to revenue increases.

Want to learn more?  I'll be discussing What's Preventing Your Sales Force From Over-Achieving in an SMMConnect Webinar on Wednesday, September 26, at 1:00 PM ET.  Learn more here.

You can try OMG's Sales Candidate Assessments with a 72-hour Free Trial.

Topics: sales assessment, Dave Kurlan, sales hiring, Sales Candidate, Personality Tests, sales aptitude test, predictive, behavioral styles assessment

When are Salespeople Too Old to Sell Effectively? 10 Conditions

Posted by Dave Kurlan on Wed, Jun 27, 2012 @ 09:06 AM

the beach boysFirst, let's acknowledge that EEOC guidelines in the US demand that you not discriminate against candidates based on age (40 and older), gender (non-males), race (non-Caucasians) or disability (Americans with Disability Act).  This article isn't about that, but I wanted to make sure that I put that out there before going any further.

Last night, we attended a concert in Boston.  On stage, 5 guys in their 70's, backed up by a younger show band, played and sang the songs made popular by a group of teenagers about 50 years ago.  When we closed our eyes, they pulled it off.  They sounded the same, perhaps better than the teenagers!  With eyes open, they demonstrated the same energy and showed that they really enjoyed performing and recreating that sound.  The only things different - and I mean the only things - were the wrinkles and sags on their faces and bags under their eyes.

I'm referring to the Beach Boys 50th Anniversary Reunion Concert and it was a terrific show.

When it's time to recruit salespeople, clients have often told me that they want a "less mature, more energetic, and fit" salesperson - code for "younger".

Like the Beach Boys, who can still pull it off with ease, salespeople can still pull it off with ease as they age, well into their 70's, as long as the following ten conditions exist:

  1. They have the same energy.
  2. They have the same work ethic.
  3. They retain the same motivation and urgency to succeed.
  4. They continue to enjoy selling.
  5. They have adapted to the changes of the past 5-10 years, including selling consultatively, using technology and working harder.
  6. They are fine being held accountable to a potentially younger sales manager/sales leader.
  7. They interviewed well.
  8. They are still quick on their feet.
  9. The OMG Sales Candidate Assessment has recommended them.
  10. They have prior success doing what you need them to do.
The interesting thing about this list of conditions is that it's not age-specific and should be used with all salespeople.  If they can still generate new revenue for your business, why would you care if their skin is wrinkled?  If the choice is between a performer with wrinkles and a smooth-skinned pretender, the choice should be a no-brainer.  Watch this video on Sales Recruiting Best Practices.
Best Practices for Sales Recruiting Process and Tools

Topics: Dave Kurlan, sales hiring, sales recruiting, sales management, sales competency, sales candidates, sales assessments, beach boys, eeoc guidelines

More Sales Assessment Imposters Exposed

Posted by Dave Kurlan on Tue, May 29, 2012 @ 06:05 AM

When I call a sales assessment an imposter, I am usually referring to a personality or a behavioral styles assessment that has been adapted for sales.  The adaptation is usually quite spectacluar with their marketing as the assessments always sound like they were built for sales.  When they rename some findings on their reports to appear more sales-specific, the adaptation is complete.  However, the actual assessments remain essentially the same.  The questions that people are asked and the internal analyses remain unchanged, but the assessment company swaps some of the findings for personal traits and behaviors that have been traditionally associated with selling.  These traits and behaviors are uncovered by asking questions in social settings rather than business or sales settings.  As a result, the translations to sales are often inaccurate, meaning that the findings are not predictive of sales performance.  If you want to read more about the difference between personality and behavioral styles assessments compared to OMG's sales-specific assessments, you can find many examples here.

Last week, I received an email promoting one such assessment.  This was their headline:

headlineThey provided five examples and because two were companies that increased sales, we are led to believe that this company's predictive assessments are for sales roles.  When you visit their website, you learn that they have assessments for nearly every role in nearly every industry.  For the offerings to be this broad, only a personality assessment could be this flexible.  And while the information in personality assessments can be helpful, they have absolutely no correlation to sales, sales success, or sales performance.

Upon further investigation, the site provided these options for sales (emphasis on retail and B2C):

drop downIf you choose Sales Engineers, they recommend two of their assessments - neither of which has anything to do with selling:

recommendation

For those of you who employ Sales Engineers, the two assessments listed above can help you determine how effective they could be at problem-solving, but not engineering or sales.

If you choose Financial Services Sales Agents or some of the other options provided, they recommend this personality assessment:

Recommendation

Apparently, they believe that the personality traits required for customer service are the same as those required for sales success.  If that was true, then you would be able to move your entire customer service team into sales roles, not only with success, but without push back.  You already know that your customer service people have no interest whatsoever in selling!

Assessments can have a huge impact on selection, diagnosis and development of the sales organization.  However, if you choose the wrong assessments - imposters - you won't receive any of the powerful intelligence or predictive benefits that OMG provides its users.  

Topics: sales assessment, Dave Kurlan, sales hiring, Sales Candidate, Personality Tests, predictive

Another Sales Assessment Takes on OMG - What Does it Reveal?

Posted by Dave Kurlan on Wed, Apr 04, 2012 @ 08:04 AM

comparisonToday, we have another rare opportunity to compare a personality assessment, masquerading as a sales assessment, to OMG's sales-specific assessment.  A candidate took the test with which the recruiter was familiar, Sales Achievement Predictor (SalesAP), while the client asked the candidate to take OMG's assessment.

I later received an email asking if I could explain why OMG's assessment said "Not Recommended" and the SalesAP said "Highly Recommended".  In general terms, SalesAP, like all personality assessments, makes assumptions about its sales findings. 

  • SalesAP states that the candidate had the ability to make cold calls, but how do they know that?  The candidate had Initiative and Extroversion as findings, so they incorrectly assume that translates to cold calling.  But that isn't necessarily so.  OMG found that the candidate also had strong Need for Approval and Difficulty Recovering from Rejection - two conditions that actually hinder cold calling.
  • SalesAP states that the candidate had the ability to close, but how do they know that?  The candidate has Competitiveness and Goal Orientation as findings, so they incorrectly assume that translates to closing.  But that isn't necessarily so.  OMG found that the candidate has only 11% of the attributes of the Consultative selling skill set and 11% of the attributes of the Closer skill set.  In addition, he had 4, out of a possible 5, Major Weaknesses with a High (bad) Severity - all factors that inhibit effective closing.
  • SalesAP states that the candidate had a Strong Disposition to Selling, but how do they know that?  I believe it's simply a sum of the first two findings!  OMG found that while the candidate Enjoys Selling, he had a very low Sales Posturing Score, so he'll struggle making good first impressions.
  • What SalesAP is completely unable to identify are specific selling skills that are relevent to the sales specific role that this salesperson would fill.  OMG found that this candidate would be unable to Sell Value, a requirement for a company that has either a complex sale or products that are priced higher than the competition.
This personality test, and others like it, simply look at ranges of scores and if the scores are similar with those of successful salespeople, they assume that this person will be successful too.  But unsuccessful salespeople regularly score high in these dimensions too!  Personality tests are great when you simply want to know more about an individual.  However, when it comes to salespeople, there are three things that personality tests are not:
  1. Role-specific,
  2. Sales-specific, and
  3. Predictive of sales performance.
It's not practical to use personality tests as a sole hiring or development tool, but it's fine to use them as a complimentary tool, as long as you completely ignore the recommendations.  Why?  Personality tests can only report on what they can measure and they can only measure the responses to their questions.  Unfortunately, the questions are asked in social settings, rather than sales settings, and the findings have very little relevance to sales.

Topics: sales assessment, Dave Kurlan, sales hiring, Sales Candidate, Personality Tests, predictive

How Many Sales Candidate Assessments Does it Take?

Posted by Dave Kurlan on Thu, Feb 09, 2012 @ 14:02 PM

Today, I was asked how many sales candidate assessments are required in order to hire one salesperson.

Great question.

Let's make an assumption that your postings on various job sites draw 200 resumes and 34% of those candidates take the assessment.  So you have 68 assessments completed and of those, somewhere between 25% and 50% of those candidates are recommended, giving us a pool of 17-34 candidates.  You talk to those candidates by phone and invite the 6 best candidates for interviews.  You like 2 of them, offer one a job and he accepts.  68 Assessments.

But what happens if, for one reason or another, you don't like any of the best candidates?  What happens if the candidates, whom you like don't, accept your job offer?  What happens if your requirements are such that significantly less than 25% of the candidates are recommended post assessment?

You begin the process a second time and may have to assess an additional 68 candidates.

The ratios are different for everyone, depending on geography, requirements, compensation, travel and experience.  But the bottom line is that if you are using the assessment properly, as your primary filter in the first step of the sales recruiting process, you will assess a great number of candidates before you settle on the one.  And of course, if you are hiring 10 or 100 or 1000, you'll need to assess an appropriately larger number of candidates along the way.

Why wouldn't you just wait until the end of the process to assess the candidates?  Three reasons:

  1. You would be out of EEOC compliance.  If you use an assessment, all candidates must be assessed.
  2. The best sales candidates would not make it to the end of a process which didn't begin with assessments.  You would have disqualified them for not having a pretty resume, not coming from your industry, not having certain experiences or some other irrelevent reasons.
  3. You would have wasted an incredible amount of time and money talking with, interviewing and assessing the wrong candidates.
Clients learn a solid, time-tested, proven, proprietary process called STAR and it works brilliantly every time.  Combine that with the Gold Medal winner for best Sales Assessment Tool and you have a turnkey solution that identifies winning salespeople like the Dominican Republic turns out baseball players.  Best practices exist for a reason.  The challenge is to use them, even when your tendency is to do what you have always done.

Topics: Dave Kurlan, sales hiring, sales recruiting, sales candidates, omg, sales assessments

5,000 Reasons to Hire Salespeople Today

Posted by Dave Kurlan on Wed, Jan 11, 2012 @ 22:01 PM

imposterEarlier today we (Objective Management Group) held our annual Rockefeller Habits strategy meeting.  At one point the management team was reviewing year over year growth to pinpoint where last year's growth came from.  The segment of our business that survived the recession was our Sales Force Evaluation.  Companies that had money they could part with wanted to work on sales and we own the Sales Force Evaluation market.  The segment of our business that was hit hardest by the recession was our Sales Candidate Assessment License.  There isn't much need for a license if a company isn't going to hire anyone new!

We knew that with the significant improvement in the economy, the license business should have been up and we learned that OMG's Registrations were active and in use to hire for more than 5,000 active sales job (custom) configurations.  That's not 5,000 salespeople being hired, it's 5,000 job descriptions where each company could be hiring anywhere from 1 - 100 salespeople or more.

At the same time, it has suddenly become far more difficult to find quality candidates.  Fewer resumes are flowing through to hiring managers and a higher percentage are from candidates that simply don't have what it takes.  How do I know?  The percentage of recommended candidates compared to those who aren't recommended has changed dramatically in the past 4 months.

The good news is that companies are extremely optimistic right now, they are hiring salespeople in large numbers and they should be!

The bad news is that it will take longer, be more difficult to find the right people, and if you don't use OMG's Sales Candidate Assessments early in the process you will waste a tremendous amount of time and money interviewing and hiring imposters. If you don't get started hiring salespeople now the pickings will be even slimmer as spring approaches.

OMG's Sales Candidate Assessment was named the Gold Medal winner for Top Sales Assessment Tool of 2011.  Would you like to experience the tool yourself?  Take advantage of our 72-hour free trial by clicking here.

Topics: sales assessment, Dave Kurlan, sales hiring, sales candidates, omg, sales selection

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Best-Selling Author, Keynote Speaker and Sales Thought Leader.  Dave Kurlan's Understanding the Sales Force Blog has earned medals for the Top Sales & Marketing Blog award for eight consecutive years. This article earned a Bronze Medal for Top Sales Blog post in 2016, this one earned a Silver medal for 2017, and this article earned Silver for 2018. Read more about Dave.

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