If you aren't aware of the crime taking place in most of America's big cities, you have either been living in a cave or experiencing willful ignorance. Most of the alleged criminals are repeat offenders and those who are arrested are usually back on the street committing additional crimes later that day due to cashless bail and the presumption of innocence.  

If you think about it, and you don't have to think very long or hard, cashless bail mirrors how companies deal with under-performing salespeople who are also repeat offenders.  Let me explain.

A typical US sales team consists of 15 people, including a Sales VP, 2 Regional Sales Managers, and 12 salespeople.  Of course, there are exponentially larger and smaller sales teams, but this is the version that we most frequently encounter.  This team will have no more than 3 performing salespeople, another 3 who sometimes hit their numbers, and 6 who chronically under-perform.

Let's assume that the salespeople who are ranked 10-12 are not just under-performers, but pathetically ineffective salespeople.  At the end of the year, they receive their annual review - the equivalent of an arrest and release - and are back on the street to underperform for another year, making the company both both the victim and the enabler.  This is insanity!

While some could argue that this is happening because it is so difficult to find sales candidates and harder still to find good ones.  The argument doesn't hold up because while the current labor market is consistent with the lack of quality sales candidates, the practice of rewarding sucky salespeople with continued employment has been around as long as I have!

Three contributing factors to this practice are relationships, ego and hope.

Most sales leaders aren't comfortable terminating salespeople with whom they have developed a strong relationship.  Their ego doesn't allow them to terminate ineffective salespeople because it would be an admission of a hiring mistake and ineffective coaching.  And they hope that this will be a breakout year for these salespeople.

OMG's (Objective Management Group) Sales Team Evaluation provides leaders with science-backed data to know which under-performers can be trained and coached up, how much better they can become, what kind of help they will need to achieve those improvements, and how long it will take.  Isn't that better than hope?

While it helps to train and coach up those who can improve and identify those who can't, the other way to address this issue is to fix the sales hiring problem.  It's time to stop using gut instinct, personality assessments that weren't designed for sales, faulty sales recruiting processes, and resumes as a basis for hiring salespeople.  These practices are at best hit or miss with an emphasis on miss, and examples of ego getting in the way of methodically making good sales hiring decisions.  OMG's legendary sales candidate assessments are customizable, accurate and most importantly, predictive of sales success in the specific sales role for which the company is hiring.

Several White Papers on these topics are available as a free download here.

You can request samples here.

You can see the 21 Sales Core Competencies OMG measures here.  Each core competency has an average of 10 attributes for a total of around 200 scores/findings per salesperson.

You can request more information here.

After an OMG evaluation of his sales team, one of the regional sales managers pushed back and said the OMG evaluations were wrong. The scores were not very good for his top salesperson despite the fact that he sold the company's biggest deal last year and just made president's club.  I asked some questions and learned that this salesperson's big deal was his only decent sale in 6 years and his sales manager actually closed the heavily discounted deal.  I asked the sales manager which was more indicative of who his salesperson really was - the 6 years of under-performance or the one deal that his salesperson received the credit for?  After a minute of hemming and hawing, he admitted it was the 6 years.  Then I asked which was a more accurate evaluation of that salesperson - the OMG evaluation or his own evaluation.  After another round of hems and haws and he admitted it was the OMG evaluation. 

The best investment you can make to improve sales performance is to use OMG's suite of sales team evaluations and candidate assessments.  They are the Gold Standard.

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Do you remember April 1, 2020?  The entire world was in lockdown and at Objective Management Group (OMG) we had just ten days to figure out how to convert our annual four-day international conference for sales experts to a three-day virtual event over Zoom. The 200 in attendance loved it and right after the conference I posted this article with 15 lessons we learned about the transition from a face-to-face conference to a virtual conference.  

By late last summer, we knew full well that our 2021 conference would also be virtual.  The difference was that we would have 7 months to prepare and we wanted to optimize the conference specifically for a virtual event.  How was it different from what we accomplished a year earlier?  Let me share some of the things we did that worked so well.

Shorter Days - Last year we crammed four days into three days and with nobody having anywhere else they needed to be, we presented for 8-9 hours each day!  We knew that was an awfully long time for everyone to stay engaged so this year we planned two four-hour days.  Much better!

Shorter Presentations - In prior years, including last year, conference presentations were typically 45-90 minutes each.  This year our average presentation ran just 8 minutes!  That allowed us to present on 50 topics instead of 18!

Chat Q& A - At traditional conferences, questions come up throughout the duration of most presentations and the presenter must stop to answer both the good questions and the stupid questions, those that have already been asked as well as those that should have never been asked.  Inevitably there is a person who wants to pound their chest and brag for a while.  The questions and the posturing disturbs the natural flow of presentations and makes them unnecessarily long.  This year we handled questions as they arose, in real-time, via chat and Q&A tools within Zoom.  When there was a question that required a longer answer we answered it live at the end of each presentation.  Result?  Fast-paced, uninterrupted sessions that kept everyone engaged.

More Video - Last year we learned just how much everyone loved our choice of videos.  So this year, we had PENTA Marketing produce a conference teaser, unique 5-minute openings for each day, two different versions of a 5-minute break video with product and company-specific trivia, and six segment-specific 10-second videos to introduce each session.  On top of that we carefully chose inspiring videos to play at the top of each hour as we brought the audience back from their five-minute breaks.  This is an example of a 10-second segment intro.

Better Video - Using video is one thing but getting video to play smoothly on the viewer's computer is quite another.  In the end, we settled on three hacks to make the video play beautifully:

1. Zoom has a new video feature where you click share, then click the advanced tab, click video and select from your file folder the video you want to share.  The video opens and you click the play icon.  That's it. Regardless of the size of the window on your computer screen, it plays full screen for your audience.  But the frame rate may still be too low to eliminate the choppiness which brings us to hack #2.
2. Zoom automatically places a checkmark in the "Optimize for Video" checkbox but OMG's COO, John Pattison, discovered that if you uncheck that box the video plays at a higher frame rate.
3. John contributed one more hack when he discovered that if you lower your screen resolution so it's the same as the standard 720p resolution Zoom uses to stream, the frame rates are higher.

Better Backgrounds - Not everyone had a green screen, enhanced lighting, and a high-end camera so our virtual backgrounds needed to be dark enough to eliminate the swimming and bleeding that occurs when the lighting isn't good and a green screen isn't present.  In addition, we had PENTA create a common background for each presenter and they customized each background with the presenters's name, company and title as you can see below.

Better Slide Decks - To complete the professional, "optimized for virtual" look, each presenter was required to use the exact same professional slide templates that we asked PENTA to prepare for us.  Our slides rocked!

Of course, OMG introduced new features and enhancements to our already best-in-class sales force evaluations and sales candidate assessments and that's one of the main reasons for us having an annual conference. 

Virtual events may be with us to stay as part of our new normal so we must step up our game and make virtual desirable, exciting and feature-rich instead of a compromise.  You may not be able to offer face-to-face networking and dinners, but you can offer your clients, customers, users and prospects an unforgettable experience.

Image copyright 123RF

When it rains it pours, especially when it's coming down in buckets!

Buckets are important, especially when you're attempting to coach up a salesperson or even improve your own sales performance.  If you don't have the OMG evaluation at your fingertips and can't lookup the scores in 21 Sales Core Competencies, or see which attributes need to be improved, you'll need to think in terms of buckets.

When salespeople are struggling, there are five primary buckets to consider:

1. Pipeline - Their pipeline sucks
2. Urgency - they haven't been successful uncovering compelling reasons to buy so that urgency can be created
3. Qualifying - they haven't been able to get their good prospects fully qualified
4. Closing - they aren't converting their qualified opportunities
5. Attitude - they lack a positive outlook.

All other issues you might identify should appear in one of those five buckets.

Now let's place the three traditional groups of salespeople into buckets:

1. A players:  They are the best salespeople in your company and exceed quota and/or expectations, but outside of your company and industry they might not be A or even B players.  Everything is relative.
2. B players: They're not as good as your A players but they do meet quota and/or expectations.
3. C players: They are chronic under achievers who fail to meet quota.

Next, let's integrate the buckets of salespeople with the buckets of challenges.

Let's pretend we're dealing with a C player who has an inadequate pipeline.  We have five more buckets to explore:

1. Effort - they aren't making enough calls or attempts
2. Engagement - they aren't getting their contacts engaged in the conversation
3. Messaging - they aren't using proven, time-tested, positioning statements to get contacts engaged
4. Delivery - they don't sound very good delivering the message
5. Conversions - they aren't converting their calls to meetings

In this scenario, you may not be able to identify a single bucket to blame but you have to start somewhere.  If effort is an issue and you don't fix the effort, the other four buckets don't matter. If effort is lacking due to discouragement from past ineffectiveness, you may need to work on the other four buckets before you can return to effort.

It can be overwhelming to identify exactly what you need to work on to improve sales performance.  If you can learn to think in terms of buckets, you'll have a better chance of working on the right end of the problem.

Many of us love traditions, some of us have rituals or superstitions and most of us find comfort in a routine.  Routines are familiar, we don't have to think about it, and it's predictable.

In December I have two traditions with my Blog.  The first is to repost my Nutcracker article - one of my most popular articles and by far, the most read article each December.  I first wrote the Nutcracker article in 2010 and have reposted it for each of the past 8 years. This year I'm simply providing you with the link to the 2016 version, hoping you read one of my all-time favorites.

My other tradition is to list the top articles of 2018 by popularity (views), engagement (comments), and my personal favorites so here we go:

These were the top 5 articles of 2018 by popularity

Salespeople with this Weakness Score 47% Worse at Reaching Decision Makers

The Biggest Reason Salespeople Don't Close More Sales

Elite Salespeople are 200% Better at These Competencies

Elite Salespeople are 26 Times More Effective at This Competency Than Weak Salespeople

Latest Data Shows Most Salespeople Would be Fired or Arrested if They Worked in Accounting

These were the top 5 articles of 2018 by the number of comments about it on LinkedIn.  You'll notice some repeats...

Latest Data on Sales Coaching is Worse Than Pathetic

Salespeople with this Weakness Score 47% Worse at Reaching Decision Makers

New Data Shows Some Weaknesses Cause Powerful Chain Reactions in Salespeople

Elite Salespeople are 26 Times More Effective at This Competency Than Weak Salespeople

New Data Shows How Relationships and the Need to be Liked Impact Sales Performance

And finally, these are my 10 favorite articles from 2018.  Interestingly, only 2 of these 10 can be found on the popularity or engagement lists and the most popular and talked about articles weren't my favorites.  Go figure!

Would Henry Ford be Able to Sell Cars Today?

How I Realized That Selling is Just a Bunch of Crap

Examples of How Salespeople Lose Credibility with Their Prospects

How the Cheesecake Factory Menu Can Make You a Better Closer

Elite Salespeople are 26 Times More Effective at This Competency Than Weak Salespeople

Latest Data Shows Most Salespeople Would be Fired or Arrested if they Worked in Accounting

10 Reasons Why Parents of Toddlers Make Better Sales Coaches Than Sales Managers

Discovered - Data Reveals the Second Biggest Obstacle to Closing More Sales

Persistence Over Polish - What the Top 10% of All Salespeople Do Better

Would You Like to be Selling Guns Right Now?

Predictions for 2018 - The Sales Triad Will Provide Record Sales Growth

Happy Holidays!

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Whichever way you turn, wherever you look, and whatever you listen to there is data.  Polls, surveys, metrics, analytics, analyses, white papers, graphs, charts, infographics, tables, spreadsheets and more.  There is data everywhere.  5 of my last 10 articles were based on data and I know that my regular readers love the articles that are based on data so I am writing about data again today.

Objective Management Group (OMG) recently expanded the Consultative Seller competency which represents 1 of the 21 Sales Core Competencies.

I took a look at the first thousand rows of data that came through and made some more cool discoveries that I will share below.

Let's start with the Consultative Seller Competency.  As you can see in the image below, the average score for all salespeople is 44%, which means that the average salesperson possesses fewer than half of the necessary attributes of the Consultative Seller.  As you can see from the green slice of the pie chart below, only 22% of all salespeople have this competency as a strength.  Even the top 10% of all salespeople only score an average of 65%.  This is the competency where most salespeople are the crappiest.

The question is why are most salespeople so ineffective at this competency?  If they aren't being professionally trained and coached, that would explain a lot of the bad scores because only around 7% of all sales managers are capable of providing the kind of coaching that would help their salespeople become effective consultative sellers.  I'm guessing that even some outside trainers and coaches aren't effective enough to move the needle on this competency.  But there is more to this than meets the eye.  Let's look at what happens when salespeople are being effective versus ineffective at consultative selling.

Please look at the next image below.

These 3 pie charts show how effective these 1,000 salespeople are at uncovering issues by looking at 3 specific sales process milestones:

1. Whether reasons to buy are uncovered or not
2. Whether those reasons are actually compelling enough to buy or they only created interest
3. Whether the salesperson created enough urgency so that the prospect must buy or it was simply nice to have.

This tells us A LOT!

While 84% of these B2B salespeople are able to uncover business issues or reasons, only 33% are able to continue asking questions long enough to uncover compelling reasons to buy as shown in the second pie chart.  There is an enormous difference between a business issue and a compelling reason to buy something to solve it.  As you can see from the third pie chart, uncovering business issues leads to a condition where 73% of prospects find the offering is simply nice to have, while 12% of these salespeople leverage those compelling reasons to a condition where prospects must have the solution.  There is a huge difference between nice to have and must have.

Consider this recent article on reaching decision makers where the data showed that only the opportunities where salespeople met with the actual decision makers reach the proposal ready and closable stages.  We have a similar scenario here where the salespeople who uncover compelling reasons to buy are 56% more likely to move their opportunities to the proposal ready and closable stages.

This huge selling gap can be fixed but it isn't one of the easy ones.  Uncovering compelling reasons to cause prospects to believe they must have your solution requires advanced active listening and questioning skills, as well as Sales DNA to support its use.  The best trainers, coaches and consultants who offer their expertise in this area agree that it will usually take 8-12 months for a sales team to make the transition from where they are today to the kind of selling I described above.  However, the return on that investment of time and money is amazing!  When salespeople are finally able to sell in this manner, sales always sky rocket!

The best athletes in the world know exactly how they do the things they do that make them so great.  In addition to their God-given talent, they outworked everyone else to master the mechanics and nuances of their sport, the mindset required for greatness, and competed at a high level from a very young age.  When they falter they can easily make the adjustments necessary to get back on track.

Interestingly, most top salespeople don't know what it is that they do that makes them so successful! That's surprise #1.  If you look through the data on the 2,064,181 salespeople that Objective Management Group (OMG) has assessed, you will see that the top 10% of all salespeople have better average scores than their colleagues in each of the 21 Sales Core Competencies.  Their average scores are listed below for 5 Sales Core Competencies in which they have the best scores.  They are:

Rejection Proof with an average score of 92. Top salespeople continue asking questions long after other salespeople have given up, allowing them to close opportunities that others have walked away from.

Comfortable Talking About Money with an average score of 90. This strength allows top salespeople to have the conversation other salespeople don't have after a prospect says that they either don't have a budget or don't have enough money in the budget.  Top salespeople excel at helping their prospects find the money.

Great at Hunting with an average score of 89. Top salespeople have pipelines with opportunities that are both high in quantity and quality.  With so much being written about the relatively new BDR and SDR roles that allow good salespeople to focus on meetings while lower paid and lesser skilled reps make the first calls, this would suggest that the best salespeople do well because they are scheduling their own calls and meetings.

Thinking Positive Thoughts with an average score for Supportive Beliefs of 87. Their beliefs support ideal sales outcomes while other salespeople struggle with beliefs that sabotage their efforts.  Beliefs affect behavior and behavior drives results.

Doesn't Need to be Liked scoring an average of 86. This strength helps top salespeople listen and ask questions, challenge when appropriate and push back when necessary, all of the key components of an effective consultative seller.  This component of Sales DNA is also a requirement for selling value.

Surprise #2 is that 4 of the top 5 scores are elements of Sales DNA which together represent 6 of the 21 Sales Core Competencies.  Another group of competencies, Will to Sell, has 5, and there are 10 Tactical Selling Competencies including the Hunting competency which is named above.  The other 9 are listed below:

• Relationship Builder
• Consultative Seller
• Value Seller
• Reaches Decision Makers
• Qualifier
• Presentation Approach
• Closer
• Sales Process
• Sales Technology

Only 1 of the top scores is a tactical competency and the other 4 are from within Sales DNA and that brings us to surprise #3. Strong Sales DNA trumps having strong selling skills.  After processing millions of sales evaluations and assessments, I've seen numerous salespeople who knew what to do, who to do it to, and when to do it; but they couldn't execute what they knew because of their weak Sales DNA.  I've also seen numerous salespeople who lacked a sales process and the tactical selling skills but found a way to get deals done because of their strong Sales DNA.  Sometimes, the top salespeople simply differentiate with persistence over polish.

25 years ago, we developed a product called Salesmind^TM that used affirmations and self-hypnosis to help salespeople overcome their non supportive Sales DNA. Watch this 2-minute video on LinkedIn.  Today, Salesmind^TM is part of an online, self-directed program called the Sales DNA Modifier and it's more powerful than ever before.  You can read more about that here and subscribe here. 

Image copyright iStock Photos

Image Copyright iStock Photos

There is one simple thing you can do each day that will dramatically improve your sales effectiveness.

But you don't think it's possible to do what the title says, do you?

Well, it is not only possible, it's crucial - and not only that you do it, but that you do it often and start doing it today.

Okay, so maybe I'm not talking about driving a car.  Maybe the stop signs and red lights I'm talking about are in your head.  But that doesn't make them any less real.  As a matter of fact, you probably stop at more signs each day because of what you think, than you ever encounter when you're behind the wheel.

I'll explain.

About five weeks ago my wife and I watched a movie called What the Health.  The movie scared her into becoming Vegan and convinced me to try it too.  The thought of me and a plant based diet was terrifying!  But I agreed to do it for two weeks and for those two weeks I pushed through.  It wasn't awful but I simply didn't enjoy a lot of the food I was eating.  That was one part.  The other part is that I lost 10 pounds, I had more energy and I felt better.

In other words, I ignored all of the self-limiting talk in my head:

• It's gonna taste like crap.
• I'll gag.
• I won't be able to eat it.
• I'll throw up.
• I'll hate it.
• I won't be able to do it for more than one meal.
• I won't be getting any real nutrition.
• Real men don't live on plants.
• I can't live without ice cream!
• I should be able to eat organic or grass fed - this isn't fair.

Yes, I ignored all of the stop signs and red lights and good things happened!

It is exactly the same in sales.

If you would simply ignore all of the self-limiting talk in your head:

• They won't answer the phone
• They won't want to speak with me
• They'll be upset if I interrupt
• I can't ask too many questions
• I can't push back
• I have to talk about the company and the product
• I must provide a quote or proposal
• I need them to like me
• It's OK if they think it over
• I need to sound like I know what I'm talking about
• It's OK if they talk with my competitors
• I need to have the best price in order to win the busine
• I can't call on the final decision maker
• I need to begin with purchasing

Of course that isn't the complete list - there are 50 more like that - but you get the point.  What would happen if you ignored all of the self-limiting noise in your head and pushed through like I did with food? 

Good things would happen.

Would that be so bad?

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We've been very busy implementing some new findings in our Sales Evaluations and Sales Candidate Assessments.  Sales Motivation is just one of the 21 Sales Core Competencies that we measure, but as with all of the competencies, we go very deep.

Back in the good old days, we measured Money Motivated because most of the salespeople employed back in the 90's were chasing commissions.  By 2011, we had decided to go wider and deeper and broke down Motivation based on whether a salesperson was extrinsically motivated or intrinsically motivated.  In 2014 we added 7 sales specific motivational styles to help sales leaders better understand the best ways to work with their salespeople.  And now, in 2017, we have deepened our measurement of Sales Motivation even further by adding a third possibility - Altruistic Motivation

• 
  47% of salespeople are intrinsically motivated (satisfaction, love of what they do, mastery, being part of something bigger than themselves)
• 25% are extrinsically motivated (commissions, money, rewards and materialistic things)
• 13% are altruistic (being of service to others)
• The remaining 15% are somewhat balanced between 2 or 3 of the styles.

I always believed that Motivation is Motivation.  In other words, as long as the motivation is strong, it doesn't matter whether salespeople are extrinsically or intrinsically motivated.  However, it is very important for sales managers to understand the difference between the two so that they can provide the proper type of external motivation.  And now, with the introduction of Altruistic Motivation we have thrown a monkey wrench into the mix.  Altruistically motivated people should not really be in sales.  Their most effective role would be in customer service where it would be important for them to not have their own agenda but instead, serve the customer without exception.  Think Hospital, Doctor's office, upscale Restaurant, Concierge, Front Desk at a high-end hotel, etc.

I don't have the data yet but I expect salespeople who are altruistically motivated to have low scores for Commitment to Sales Success and Desire for Sales Success.  I'll update you when the data is available.

Image Copyright Cybrain

It didn't take very long for this to happen.  When Objective Management Group (OMG) announced that it was making its findings data available to the public, we knew that it wouldn't take long for someone with a flair for analytics to dig in and come up with something cool.  Last week, John Cousineau, creator of Amacus, got me on a video conference and shared what he came up with.  Hint:  Another way to differentiate top performers.

He analyzed the average scores of OMG's 21 Sales Core Competencies for the top 10% of salespeople and identified 5 that account for 36% of the gap between top and bottom performers.  The first image below shows the 36% gap in the 5 Competencies.  Each point represents a competency, the darker gray shows the average scores for the top 10% and the lighter gray has the scores for the bottom 10%.  The 5 competencies with the largest gaps are shown in blue for the bottom performers and brown represents the gaps between the two groups.

The next graphic below shows the 5 competencies John identified.

Translating just a bit, he says that the biggest gap in average scores between top performers and bottom performers - 36% - occurs in the sales core competencies where salespeople:

1. are comfortable discussing money
2. take responsibility for their results and don't make excuses or rationalize
3. thoroughly qualify their opportunities
4. are able to sell value instead of price
5. are effective hunting for new business

We must also consider that there are approximately 10 attributes in each core competency and while the gaps certainly exist in those 5 competencies, are there specific skills where the gaps between top and bottom performers are even larger?

The following table shows the biggest gaps between top and bottom performers but instead of showing them by score, they are presented based on the percentage of salespeople who have the findings as strengths. Can you find anything in common between this table and the 5 competencies above?

Hunting, Qualifying, Comfortable Talking about Money and Taking Responsibility appear on both lists, but instead of value selling, we see consultative selling.  

Did you notice the other gaps on this list?  Desire and Commitment are the two most important Sales Core Competencies of all.  They also represent 2 of the 5 competencies in Will to Sell.  All 6 Sales DNA Core Competencies appear on the list as well.  In addition to Comfortable Talking about Money, the list includes Not Needing to be Liked (Approval), Controlling Emotions, Rejection Proof, Supportive Buying Behaviors and Supportive Sales Beliefs.

OMG's data, based on the assessment of more than 1,100,000 salespeople from more than 11,000 companies definitively shows that there is an elite group of 7% - the best salespeople in the world.  These great salespeople are followed by another 16% that are strong.  And then there is the bottom 77%, who all suck.

You can access OMG's findings and compare them to your salespeople and other salespeople in your industry by visiting this page.

When you compare your salespeople to the rest of the sales population it looks like this example where the reader's sales force is worse than the bottom 10% at Taking Responsibility.

You can also make sure you never make another sales hiring mistake by checking out OMG's accurate and predictive sales specific candidate assessments.

Image Copyright: 123RF Stock Photo

I reviewed the 88 articles I wrote in 2016 (nearly 1,600 articles on the Blog) and was surprised to discover what I wrote about the most.  It wasn't about sales force evaluations, sales candidate assessments or attacks on the Harvard Business Review.  It wasn't about sales recruiting and selection, sales pipeline or Baseline Selling.  It wasn't any of things I expected to write about most often.   Because my topics are driven by the conversations I have with clients and prospective clients, my articles are a reflection of what CEO's and Sales Leaders care about.  I really think you'll be surprised to find out what they cared most about this year.

I listed the top 5 topics sorted by how frequently I wrote about them.  Then I listed and linked to the 3 most read, most shared and most commented articles.  I listed the reader favorite and finally, my 4 favorite articles of 2016.  You'll notice that they are different from all of the articles that were most read, shared and commented.  Why 4?  Why not?  Here we go!

Topics

• Sales Strategy/Tactics (20)
• Sales Success (10)
• Sales Process (6)
• Sales Data (6)
• Sales Management - Coaching and Accountability (6)

What were the most popular articles of 2016?  As I do each year in December, I'll break it down this way:

Most Read

Breaking News - More Salespeople Suck Than Ever Before

Must Read - This Email Proves How Poorly the Bottom 74% of Salespeople Perform

The 5 Questions That Get People to Buy So That You don't Have to Sell

Most Shared

Breaking News - More Salespeople Suck Than Ever Before

Tech Buyer Explains Why He Has No Use for Salespeople

Must Read - This Email Proves How Poorly the Bottom 74% of Salespeople Perform

Most Comments

Tech Buyer Explains Why He Has No Use for Salespeople

The Biggest Secret to My Sales Success

The Crucial Selling Skill Nobody Talks About

Reader Favorite

Breaking News - More Salespeople Suck Than Ever Before

My Favorites

Remembering the Most Powerful Lesson of My Sales Career

Most Salespeople are Wrong about the Concept of Being Willing to Walk

Why a Customized Sales Process is Like Buying Shoes

Why Uncovering Pain Doesn't Close the Sale with the CEO

Are these popular articles trends for 2017?  While they could be, they probably aren't.  Most of these articles are timeless. Thanks for being a loyal reader this year.  Have a great holiday and a Happy New Year and I'll be back with more new articles in 2017.