If you’ve worked in sales for any length of time, you’ve probably already noticed that things have shifted – a lot – in the last few years. Buying behaviors have changed dramatically, so we now operate in an “asymmetric” environment where buyers are better informed and more empowered than they used to be. Traditional sales tactics aren’t working so well (or at all), so a different mindset is required, and ideally, a different management approach to go with it. Here are some character traits that I hope will help you embrace a mindset fit for purpose for 21st century sellers.
Continue reading “Seven traits for modern day solution sellers”
Close dates. As a B2B solution seller, I, like many others in similar roles, have spent so much time over my career obsessing over this seemingly simple data point. I mean, it’s pretty normal right? The focus of our work is finding, developing, and closing sales opportunities, and the close date is a vital piece of information that is captured, updated, and reported on ad nauseam.
Ever worked in a startup? In particular an early stage one with around 6-12 people? My bet is that it was populated by highly motivated individuals with a strong desire to succeed, and was most likely immense fun to be a part of – and not to mention the hardest you ever worked! And by definition that team was cross-functional and self-organising – in other words it had all the requisite roles and skills to succeed, and was empowered to figure out how to achieve its goals. 
This post was written (very rapidly) as a response to a question posted on LinkedIn by 
Glenn Coe chose to sub-title his book: “Lessons from a life on the road. The essential guide for a sales career”. In that respect, the book delivers – lots of solid advice, based on real experience. It’s chapters are structured as a series of questions, starting from the very basics, for example: What is Sales?, What Does it Take to be Good at Sales?, How Do I know if I’m Cut Out for It?, and so on, including, later on, Should I Buy a Porsche?, and Why Do My Colleagues Hate Me?
In most businesses, risk is a well-understood factor and usually equally well mitigated. Many companies have a risk register and if you are an insurance company then your risk appetite defines how you conduct your business. Yet there is one form of risk that lurks unseen in many organisations because it is not identified as such. It manifests itself in other terminology or is obscured by the way that those who have created the risks describe it initially.
Over the last decade or so, lean and agile principles and practices have become increasingly popular and prevalent in many aspects of business. Whole communities of people have begun to embrace lean and agile, industries focusing on lean and agile have sprung up, and many organisations have bet their futures on “transforming” to lean and agile ways of working.
