They have to find a product they believe will make a positive difference to their customers, if they have values, this is a given. Then they have to be certain that their product has a competitive advantage. They must be vigilant their product retains this advantage throughout their employment (particularly tough in IT). Without these, retaining a core belief in what they're selling is nigh on impossible. But the hardest part of all, is finding a sales boss who is not of-the-

I feel fat and bloated. It’s because you have been forcing me to gorge myself lately. Things have got to stop for the good of our health. But there’s a major problem – I suspect we have a ‘feeder’ for a manager. Who keeps insisting you fill me at every opportunity. It makes me much slower than I used to be. And I need way more of your care and attention than I used to require. This means I waste much more of your time than I should. I’m certain I was more useful to you when I

I’ve said before that sales management has taken a really good idea – and generally fucked it up. If your SDR program is a mistake or not largely depends on why it was created in the first place. Were you motivated to improve your buyers experience or save money? Money saving programs are easy to spot. SDR’s are viewed as lowly paid appointment setters. They were on-boarded with indecent haste, receive little training, zero coaching and their metrics are managed by a tyrant w

Or rather, one bit of SFDC, the pipeline probability feature. In fairness, it’s a bit harsh to focus on SFDC, because most CRM ‘s are hopeless when it comes to predicting an accurate outcome. Why is this? Rather surprisingly, it’s not your CRM’s fault; the finger of blame needs pointing in management’s direction. Why? The trap management fall into time and again is to think they have accurate figures associated with each stage. E.G. once a proposal is written many believe t

Let me do the maths for you – around 80% if they’re good, 90% is average and 95% if they’re below average. I hope those numbers have made you shudder about your Cost of Customer Acquisition (they should – most SDR strategies employed today are costing your company a FORTUNE)! The problem is you hire, train and pay your SDR as if they were a receptionist. In other words, someone who sets meetings with as few questions being asked as possible. If your SDR acted more like a GP a