Colleen’s Blog

Most companies take a reactive approach to client retention and that is the wrong way to think about this issue.

This year, my team and I have had the pleasure of working on some really interesting projects.

In a previous video, we talked about the concept of learning by doing instead of learning through a training workshop or a facilitated training event. I was recently at an extended leadership team meeting for one of my best clients and he had all of his sales managers there. We introduced a quick concept to them around proper account planning and management.

I’m a big fan of using your best to mentor the rest. One of the other things that I’m a huge fan of is learning by doing. So, what exactly does this mean and how can you harness its power in your organization?

Throughout this year, we’ve been talking a lot about the hallmarks, the characteristics, and the personality types of the top performers.

Last year, I was interviewed by Maclean's Magazine. They asked me what specific courses a student needed to take in order to get a good sales education coming out of university and going into the workplace.

How often do you track your growth accounts? In order to be successful with your growth clients, you should be tracking them on a regular basis. More specifically, you should update yourself on their progress on a monthly basis. This may seem counterintuitive, especially because I recommend tracking key accounts on a quarterly basis. But, there are four big reasons that I suggest tracking your growth accounts more frequently.

Recently, I was working with a client on some planning for their sales team. Specifically, we were creating action plans for every sales team members so that they would know how many calls, emails, meetings they need to take in a given day, week, month or year in order for them to hit their goal.

It’s really common for people to set goals. In sales, if you don’t set goals yourself, you'll probably have someone setting them for you anyways.

My business mentor and good friend, Alan Weiss and I can agree on one thing. It doesn’t matter that you know your good, it matters that you know why you are good in the first place. Top sales people and sales managers don’t look at this closely enough. I believe that you only get better by building on your strengths and in order to be successful this year, you should understand what those strengths are. One of the hardest things that we can do as sales leaders is become conscious of what the top sales performers do subconsciously. Many top sales people will say, "I don’t know, I just go out there and win the deal." Well, we need to become conscious of all of those steps that either we do along the way as top sales performers and managers. So ask yourself, or your top sales reps these questions: