Colleen’s Blog

Creating and maintaining a high-growth, high-profit business in your marketplace—one where sellers, leaders, and customers all thrive—is essential. That’s why, for many years, I’ve advocated putting value-based selling at the centre of your work.

I've been working a lot with sales managers over the past few months and interestingly, we've been talking about recruiting, retention, motivation, and top performance. They all have one thing in common.

Recently, I've been doing a lot of research with our clients and a lot of reading on sales turnover rates because it's impossible to create a non-stop sales boom if you have high turnover.

The other day, I got a call from one of my long-term coaching clients. He was excited because he had just blown away his sales numbers. He had a 7 million dollar quota and he closed 10 million, but he was also furious about being reprimanded for not putting in as many miles as the other field sales reps.

I want to have a quick conversation with you about something that often doesn't get discussed when we're talking to sellers, top performers, and sales leaders. It's a mandatory discussion that we have to have on a regular basis.

Many sales managers are complaining about their top sellers because they're not team players. It goes without saying that top sellers have to be acting in a legal, moral, and ethical manner at all times. We also want them to get along with people, but they don't need them to be team players.

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