My wife and I add plants to our perennial gardens each year. She chooses the plants and decides where they should be placed, and I have the important job of digging holes. One thing I have excelled at in my hole digging responsibilities is cutting into the coaxial cable that makes up our dog’s invisible fence, rendering it useless each time. As long as I know where the break is, I can splice it back together again.

Transitioning from a top salesperson to an effective sales leader is more than just a promotion—it's a significant step up that demands new skills and perspectives. And it’s risky. Elevating top sales performers into sales leadership roles doesn’t naturally make them effective sales coaches. They may not possess the skills or desire to transition into leadership roles, potentially leading to misalignment and dissatisfaction.

Successful salespeople possess many skills. They need the confidence to present sales pitches, the motivation to increase sales for their organization, and the passion and knowledge to promote your product or service. However, their most essential skill may be emotional intelligence. High-level sales involve emotionally connecting with customers. Creating genuine connections means understanding and harnessing your own emotions as well as your prospects’ and customers’ emotions.

If you've ever worked the front lines, where you're directly dealing with customers, you know that sometimes, a customer can't be satisfied. It's always a challenge dealing with a difficult customer, but many times, companies have hard and fast rules for how to engage with these customers, leaving employees in the position of facing anger, frustration, yelling, and even sometimes rage.

True story: Recently, my daughter was at a major brand car dealership with her boyfriend, intending to purchase a pre-owned car. Note I made up the numbers for the sake of my daughter's financial privacy, but the takeaways are still the same. The dealership asked for, let's say, $26,000 "all in" for the car, but my daughter had already decided that $20,000 was the most she would pay.

Prospects — the potential customers you want to sell to — are the fuel for the sales pipeline. Every prospect represents a possible deal. Growing your base of sales prospects and working to nurture them will grow your revenue. Even though sales prospecting is important, it may sometimes feel like you’re just wishing and hoping the right people will show up.

Today’s business landscape is ever-evolving, with market disrupters, automation technology, and global economic uncertainty putting businesses under pressure. That’s why achieving peak performance in sales isn't just a goal—it's a necessity—and your sales team constantly needs to find ways to boost productivity. Proven sales processes, like the Miller Heiman sales methodology, can transform your team’s productivity and drive sustained success. 

AI for sales outreach sounds great in theory. I know. I thought the same thing 15 years ago. For 10 minutes. Until I really thought about it. Then I laughed and went on to the next thing. Then last month, I wrote a controversial column called "We All Know AI Can't Code, Right?" in which I argued that while generative AI is good at creating compilable syntax

To convert buyers and investors, sharing product knowledge is important, but you need more. Sure, you have to know the products and services you sell in detail. But product knowledge alone is useless, and that is where many marketing plans run afoul of the first law of marketing: Put the Customer First. Customers don't buy products or services. They buy solutions to problems, relief from an itch, satisfaction of a felt need. In short, they buy benefits.

One of the most important skills I learned growing up came from martial arts -- stay liquid and fill the gaps. Being flexible will give you an edge in winning any match, whether you're fighting an opponent or brokering a deal. When I was a kid, I learned this the hard way. I was tiny and looked wimpy. I got picked on, beaten up, and mugged. So Ma enrolled me in martial arts at the community center. We went there almost every night to take classes and use the showers.

Aggressive salespeople are no more effective than passive salespeople but if I had to choose one over the other I would take my chances with the aggressive salesperson and attempt to get them to tone it down. While the challenges with passive salespeople are obvious, there is one mistake I consistently observe being made by aggressive salespeople and wouldn’t you know it, the salesperson approached us and made the mistake. That made me want to sit in a messaging recliner to get the stress out.

When you’re looking to grow your business, your sales teams are more important than ever. These three strategies could give your sales teams the edge they need to help you meet your organization’s growth objectives. Invest in your sales leaders - Align your sales process to customer needs - Motivate people with the right compensation strategy. Read on to find out how.

Let’s face it, we’ve all turned into number nerds. Every day, we’re tracking everything from our steps and sleep to our screen time and even how many coffees we knock back. Why? Because data cuts through guesswork — it shows us what’s working and what’s not. In sales, we’re always swimming in data, from call logs and emails to deal closures and client feedback. All this data isn’t just useful — it’s essential to success.

Personalized learning is revolutionizing sales training. By making training more responsive to the needs of individual sales reps, you increase engagement and skill acquisition, leading to more effective training outcomes, crucial for staying competitive in today’s fast-paced sales environments. Personalized training can not only speed up skill acquisition but also increase proficiency levels, directly impacting sales performance and organizational success.

Transitioning from a top salesperson to an effective sales leader is more than just a promotion—it's a significant step up that demands new skills and perspectives. And it’s risky. Elevating top sales performers into sales leadership roles doesn’t naturally make them effective sales coaches. They may not possess the skills or desire to transition into leadership roles, potentially leading to misalignment and dissatisfaction.

When a company makes a mistake—such as a marketing misstep or a product failure that leads to a recall—a good apology can make a big difference in how we as customers feel about them. Things can go wrong for all kinds of reasons. On top of addressing the immediate fallout of something going wrong, a company must be prepared to explain what happened—and in many cases, apologize.

Differentiation often starts with marketing, but it truly comes alive in the selling process. Even if your company’s products and services are superior to all others, this means nothing if you can’t convey that to your buyers. Differentiating in sales is more than a good pitch—you need to differentiate in the right areas, adapt to your buyer’s needs, and build value.

You know the story. COVID-19 came, everyone had to sell virtually. The amount of virtual sales outreach exploded. And now, with sales teams across the globe feeling the pinch of a tight economy, it hasn’t relented. Buyers have had enough. Reply rates have plummeted, email providers are increasingly marking sales outreach as spam, and the gap between seller and buyer has never felt wider. And we haven’t even mentioned AI, which could take this to a whole new level.

While Kurlan & Associates has successfully helped thousands of companies optimize their sales functions, performance and maximize revenue generation, there have been a number of companies which, instead of getting our help, or the help of another sales consultancy, decided to do nothing. In most cases it was because they either didn’t want to upset anyone, thought they could do it themselves, or thought their mediocre growth didn’t need improvement. In other cases the fear of change was simply too paralyzing for the decision makers and they “couldn’t commit” to making the necessary changes.

You're likely not as targeted in growing your business as you think. Most service-based business development efforts are too diffuse. You have too many vague opportunities without a clear, actionable path to increase your chances of winning any of them. Your team is smart, dedicated, and hard-working -- but their efforts aren't resulting in meaningful progress.