I just wanted to say that having Paul speak was great. The presentations were very straight-forward yet very helpful. I definitely came away with things I can use right away. This is unlike most other seminars I attended which are just big "Happy Camps" and everyone resumes to previous behavior 5 minutes after leaving because nothing sticks. Although for me any seminar is worthwhile if I can come away with at least one idea to improve myself, I took several ideas from Paul's presentations.
Dave Mackowski, Rockwell Automation
The Pease Group
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Sales 2.0. That’s the latest buzzword for sales management. It’s the next silver bullet. It’s going to solve all of our problems we have managing and directing a sales force. Or will it?Read more
Thinking of the many organizations that are doing all the tech upgrades and
expect the sales people to improve because of technology.
The reality is much more complex and simple at the same time.
Complex in the fact that a software program or CRM platform or sales
automation initiative alone will not solve the problem of getting mediocre
to poor performing sales people moved up to top performing account
executives.
Yet simple in that the formula to success is an engagement at the sales
level where both parties (top management and the sales force) have "skin in
the game" and create an evolving, thriving sales environment.
Not to say, don't upgrade your sales back office. You should look where it
makes sense and provides the necessary impetus to juice the sales team.
For permanent behavior change and significant performance results, a process
needs to be implemented that provides top management and the sales force a
roadmap to success.
That is ultimately where most companies take the easy road and decide to
tweak (or worse - pretend to tweak) when they need to be implementing a
gradual and determined change agent.
Getting top management and sales people on the same page is a long term,
behavioral organizational change technology alone does not solve.
The Pease Group engages clients in deliberate, yet significant operational
change. Technology is only a small part of this process.
First, a caveat: This is not a political column, this is a business column. The meaning of Scott Brown’s election in Massachusetts is a great metaphor for corporations. Given a “Massachusetts Shock Message” to a corporation (like snowballing employee turnover or customer defections), how many corporate executive teams and organizational leaders go into spin cycle- or worse yet- denial mode? Let’s face it: leadership isn’t just about giving a directional message (“I haven’t explained the message well. They don’t get it”.) That’s top-down management-by-directive, and the problem is the executive is in denial about which way the real message is being sent: it’s not coming from headquarters; it’s coming from the pickup truck- the street. Read more
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