Colleen’s Blog

Sales leaders ask me all the time about how to make their sales team take accountability, or hold them accountable, for the set goals. I have to remind them that it's very hard for anyone to want to be accountable for someone else's goals.

I recently got back from a vacation in Japan and from that experience, I started to think about why I love going there in the first place. What draws me there? What sales lessons can we learn?

This common error costs more sales than most sales leaders are willing to admit. Here's the thing, you could possess the most talented sales team in the world, equipped with sales reps who know how to ask the right questions, overcome objections, negotiate effectively and it will still do you no good if these reps don't ask for the sale. Why then, are so many sales leaders being nonchalant about the fear of asking for the sale? This doesn't have to be a matter of intimidation!

We can discuss sales strategies, ideas, tips and methods to no end. However, at times even the best salesperson struggles to achieve results not because of a weak strategy, but because of little to no focus on their productivity. Let’s cut to the chase. The best way to get your team to achieve true productivity in their work day is to get them to cut off all inbound access. Now, before your jaw drops too low, let me clarify...

I’m touring Japan for a couple weeks (or should I say eating my way through Japan), and I’ve noticed that the best meals are also the simplest. From the freshest fish, perfectly cooked rice, handmade noodles, a locally, just-picked vegetable, the best meals have a singular focus on each plate highlighting a single ingredient with no ornate sauces, or fussy preparations. In thinking back to my past travels, Mykonos was the same way. The meals we remember the most were simply prepared and focused on the highest quality, local ingredients. Occam’s Razor tells us that most often the simplest solution is the best. And, while this is the case for food, it is also the case for revenue generation. A confused buyer never buys, and a confused seller never sells.

Millennials in the professional world have been a hot topic for the past few years. It seems every second or third article online discusses how to communicate with them, what they seek in an employer and what gets them operating at their peak potential. It makes sense, with more and more of them piling into the workforce, managers and leaders are trying to get a grasp on how to best handle this generation.

Turnover, specifically sales rep turnover hurts your business. How do I know this? I've worked with clients who have suffered some devastating losses because of sales rep turnover.

It's been a long time since I was perturbed about a sales practice. That changed last week at Saks Fifth Avenue with Georgio Armani cosmetics. Congratulations to the brand for forever tarnishing themselves in my mind.

You no longer have an ideal buyer. You have to throw out the notion that there's a single person inside your organization that makes the buying decisions.

I'm rarely lost for words, but this provocative question at last night's Enterprise Sales Forum in NYC caused me to pause for a few minutes: "What does the fact that most sellers don't call themselves "salesperson" say about our clients' perception of us, and what does this mean overall for the future of our profession?"