Looking to get ahead in your career? Start by being respectful to your coworkers, says leadership researcher Christine Porath. In this science-backed talk, she shares surprising insights about the costs of rudeness and shows how little acts of respect can boost your professional success -- and your company's bottom line.
Don’t have time to sit and read article after article to keep up on all of the latest developments and techniques in the sales world? Time to start listening to podcasts.
Today we are sharing our ten favorite podcasts to keep up-to-date as you workout, commute, or take a lunch break. Be sure to share with your team.
1. The Sales Hacker Podcast
Producer/Host: Sales Hacker/Sam Jacobs
Average duration: Usually around 50 mins.
The Sales Hacker Podcast is carefully designed to give you tangible, practical insights about B2B sales. Every Tuesday, top VPs of Sales, investors, and founders will gather ‘round the sales roundtable to break down sales strategies, make you think, and help you deliver a gut punch to your sales goals!
2. The Sales Engagement Podcast
Producer/Host: Max Altschuler, Mark Kosoglow and Joe Vignolo
Average Duration:15-30 minutes
The Sales Engagement podcast focuses on helping you engage your customers and prospects in the modern sales era. Hosted by Outreach VP of Marketing Max Altschuler, VP of Sales Mark Kosoglow, and Senior Content Managing Editor Joe Vignolo, this show features real-life stories and best practices from revenue leaders doing the job day in and day out, in a casual, talk-radio-style show.
3. Accelerate! (Sales, Profits, Growth)
Accelerate! is a handy resource for ramping up your sales performance. With more than three decades of outstanding sales credentials, author and speaker Andy Paul interviews other sales luminaries like Jill Konrath and Tim Sanders to share insights on marketing, coaching, sales automation, new research, personal development and other exciting subjects.
4. Advanced Selling Podcast
Producer/Host: Bryan Neale and Bill Caskey
Average Duration: Less than 20 mins.
Get technical help and a dose of motivation from two of the leading B2B sales trainers, leadership coaches and business strategists on the market. Both Bill Caskey and Bryan Neale have more than two decades of industry experience and they’ll share tactics and practical wisdom that will help improve your game, rewire your thinking, and transform you into a better sales pro. Enjoy the duo’s humor as they show better ways of prospecting, cold calling, or sales forecasting.
5. B2B Growth Show
Producer/Host: Sweet Fish Media/James Carbary and Jonathan Green
Average Duration: varies but generally far less than 25 mins.
B2B marketing experts James Carbary and Jonathan Green interview a business leader on leadership, sales-to-marketing realignment, buyer personas, marketing strategy, and a host of other topics. Given the podcast’s more than 500 episodes, you’ll likely find several that will meet your needs.
6. B2B Nation: Smarketing
Producer/Host: Technology Advice/Chris Klinefelter
Average Duration: Usually 10 mins. to 25 mins.
Technology Advice builds strong relationships between buyers and sellers of technology. For this purpose, their podcast, B2B Nation explores issues, challenges and solutions in three verticals: IT, HR and Smarketing. Hosted by marketing consultant Chris Klinefelter, the podcast features thought leaders from notable organizations such as HubSpot, Salesforce, and CEB.
7. Bowery Capital Startup Sales Podcast
Producer/Host: Bowery Capital
Average Duration: 20 mi.ns to 50 mins.
Bowery Capital is an early-stage venture capital firm with a soft spot for tech startups. Their podcast explores many aspects and challenges of business startups including growth hacking, email automations, proactive scripting, sales tools, and marketing techniques.
8. Catalyst Sale Podcast
Producer/Host: Catalyst Sale/Mike Conner and Mike Simmons
Average Duration: Generally less than 20 mins.
Catalyst Sale enables organizations to build and deploy top-notch sales teams through training and enablement. Their podcast reflects the corporate mantra that selling is primarily a thinking process. Hosts and co-founders Mike Conner and Mike Simmons have a collective industry experience of more than five decades and they’ll share insights for motivation as well as actionable tips you can adopt in your workflow.
9. Closing Bigger
Producer/Host: Shane Gibson
Average Duration: varies widely from less than 10 to more than 50 mins.
Learn how to develop a full array of selling skills: from asking the right questions to using the proper apps. Closing Bigger is a project of noted international speaker and sales performance guru Shane Gibson. Shane Gibson will share practical tips and insight on every stage of the selling and marketing processes, with a strong focus on psychology and relational dynamics.
10. Duct Tape Marketing
Producer/Host: John Jantsch
Average Duration: 20 mins. to 1 hour
Listen to interviews of prominent authors, entrepreneurs and marketing experts. Learn new tactics and get information about the latest sales tools for small to medium-scale companies. John Jantsch leverages decades of industry experience and personal connections to explore challenges such as formulating your unique selling proposition, how to localize your appeal, and a host of other practical topics.
Posted by Dave Kurlan on Mon, Dec 10, 2018 @ 05:12 AM
Around this time ten years ago, the US economy was famously tanking. I remember it well as revenue at Objective Management Group dropped by more than 30%, almost overnight. During 2008 and 2009 more than half of all US sales reps were missing quota and considering the circumstances, that didn't seem to shock anyone. But during a slow crawl back to respectability between 2010 and 2016, and soaring revenue during 2017-2018, the percentage of reps making quota has not only remained flat, but the percentage hasn't even returned to pre 2008 rates. This article attempts to explain why.
Here are 12 possible reasons that don't attribute everything to the completely useless 80/20 rule:
Companies are setting unrealistic quotas, basing increases on nothing other than the belief that "Our revenue should be soaring too"
The quotas are realistic for the territory but the reps aren't up to the challenge as only 5% are elite, 20% are strong and 25% are serviceable. 50% of all salespeople suck anyway!
As the market for sales candidates has dried up, companies are lowering their standards and hiring crappy salespeople to keep territories staffed.
The wealth of Inbound leads, most of them nothing more than contacts, have made salespeople incredibly lazy. Only 24% of the bottom half have the Hunting competency as a strength.
Only 14% of the bottom half of all salespeople have and/or follow a formal, structured Sales Process. In other words, they wing it.
The ever-increasing difficulty reaching decision makers has left salespeople with pitiful pipelines.
Only 10% of the bottom half of salespeople are providing, demonstrating or selling value, resorting to price as they fail to differentiate
Salespeople are still taking a transactional approach to selling instead of learning and embracing the more desirable consultative approach to differentiate themselves from the competition. Only 3% of this group has the Consultative Seller competency as a strength.
Salespeople are mistaking "nice to have" for "must have". When they only get their prospects to "nice" they fail to create urgency, making it difficult to get decision makers engaged or money approved, with opportunities stalling in the pipeline. Only 20% of the bottom half of all salespeople have reaching decision makers as a strength, only 9% of that group has the Qualifier Competency as a strength, and only 22% of this group has the CRM Savvy competency as a strength.
Lack of Commitment - 53% of the bottom half of all salespeople lack the commitment necessary to do what it takes to achieve success. When it becomes difficult, they do what's easiest and most comfortable instead of what is required.
Excuse Making - Even worse, 66% of the bottom half of all salespeople make excuses, rationalize their outcomes, preventing improvement.
Sales DNA - In order to execute sales process, methodology, strategy and tactics, salespeople must have strong Sales DNA. The bottom half of all salespeople don't, as only 3% of them have Sales DNA that is strong enough to help them execute.
If the bottom 50% are this bad in all 21 Sales Core Competencies, then what are the bottom 50% good at? They may have tremendous product knowledge, decent presentations skills and some great relationships, but they aren't very good at selling. They are really order takers. If they work for the best-known company, the low price leader, or the incumbent vendor, then it might be enough. But if they work for an underdog it's simply not enough to get the job done.
Image Copyright iStock Photos
It's summer so they're digging up streets, repaving roads, and repairing bridges. That leads to epic traffic jams, long commutes and tremendous amounts of frustration. And you're late! I've been doing my best impression of the digging, without the paving and repairing. Ten of my last fourteen articles have been based on Objective Management Group's (OMG) data from the evaluations of 1.8 million sales professionals and like the road work, we're gonna dig some more today!
In this article, we will look to determine whether there is a correlation between sales percentile, sales pipeline and sales performance. And as has been the case with the last ten articles like this, the data is sure to surprise.
OMG includes a pipeline analysis as part of every Sales Force evaluation it conducts. We ask each salesperson 19 questions about four late-stage, proposal-ready/closable opportunities currently in their pipeline. In the table below, the percentage of salespeople who actually had 4 late-stage opportunities on which they could report are sorted by Sales Percentile.
Almost half of the elite and strong groups, representing the top 15% or so percent of all salespeople, had 4 late-stage opportunities while only a third or so of the serviceable salespeople and just 21% of the weak salespeople (half the population) had 4 late-stage opportunities in the pipeline. It should come as no surprise at all that stronger salespeople have more quality opportunities in their pipelines.
The table below shows correlation between sales percentile, sales process and sales performance.
There is a strong correlation between sales percentile and sales process. 86% of the elite salespeople (5% of the sales population) and 70% of strong salespeople (11% of the sales population) have the Sales Process Competency as a strength. It drops off quickly and significantly for serviceable salespeople (34% of the sales population) and dramatically for weak (50% of the sales population) salespeople. Is it any wonder that only 20% of weak salespeople have Sales Process as a strength?
The most interesting finding was in the area of performance.
While the percentages do correlate to Sales Percentile, the way companies report sales performance is insightful. In the table above, read the column on performance backwards. Companies report that 36% of elite salespeople aren't performing. In other words, they believe that they "should do better!" The finding is even worse for strong salespeople where companies say that 43% should do better. Companies say that 53% of the serviceable salespeople are performing and 40% of the weak salespeople are performing. This is crazy and it's all about expectations. Expectations of the best salespeople are incredibly high, while expectations of the crappy salespeople are incredibly low. For example, take a look at this screen shot of one small company's revenue by salesperson, and whether or not the company believes the salespeople are performing.
As you can see, the company says that their top 2 salespeople, generating approximately $20 million between them, are not performing, while they say that their worst salespeople, generating a little more than $6 million combined from 3 of them, are performing. Crazy, right?
Quotas continue to go up for the salespeople who perform until they can no longer hit the numbers. Meanwhile, in a race to the bottom, quotas are adjusted downward for crappy salespeople until they hit a mutual area of pathetic. Some of us intuitively knew that this insanity was occurring, and now we can show proof of this with the data.
We can do so much better than this. Why do so many executives protect their worst salespeople? We hear things like, "Their customers love them." "They serve a purpose." "They have legacy knowledge." "They're family." "I recruited him here from another company we both worked for." "They're not really costing us anything."
If these crappy salespeople and their protective bosses worked in accounting they would have been fired or jailed for this kind of performance!
What will it take for companies to demand the same performance from all salespeople that they get from their best salespeople? Better recruiting and selection, better training, better coaching and better accountability. And what will it take for those things to happen? Don't hold your breath.
Image Copyright iStock Photos