Most Clicked SmartBrief on Sales Stories


1. A 5-step guide to giving negative feedback

SmartBrief on Sales | Jan 20, 2015

Nobody likes discussing poor performance, but it's among the most important conversations that a leader can have, writes Randy Conley. Be prepared -- not just to show shortcomings but to examine where the employee was led insufficiently. Once in the meeting, Conley advises, empathize with the employee and offer positive solutions for the problems you raise. Leading With Trust blog (01/18)


2. How to convince people to embrace change

SmartBrief on Sales | Jan 22, 2015

Most people don't want to change and don't have to, Tara Seager writes. Thus, change initiatives must focus on winning hearts and minds, overcoming fear and resistance, and modeling and reinforcing desired behaviors. "Leaders must influence people to join them on their journey," Seager writes. SmartBrief/SmartBlog on Leadership (01/20)


3. Coach: Mindset changes help salespeople beat "call reluctance"

SmartBrief on Sales | Jan 21, 2015

Salespeople who are reluctant to contact prospective clients should address the problem by acknowledging their struggle with the issue, and strong coaching can help them overcome their hesitation, coach Connie Kadansky says. "It's not their prospecting that causes them their anxiety, it's their thought about it," and they can change that mindset, Kadansky says. SmartBrief/SmartBlog on Finance (01/20)


4. Why reps should help make territory plans

SmartBrief on Sales | Jan 19, 2015

Encouraging sales reps to develop their own territory plans can help keep them motivated and committed to success, writes consultant Peter Helmer. This type of plan should clarify what the territory is and explain how a rep expects to achieve goals for new and existing accounts, Helmer writes. B2C Marketing Insider (01/17)


5. Are you too helpful to be a great leader?

SmartBrief on Sales | Jan 23, 2015

Being overly helpful can keep good bosses from becoming great bosses, writes Mary Jo Asmus. Over-explaining can confuse people, while trusting those who aren't up to the task can lead to disaster. "[Y]ou could be even more effective if you are aware of the unintended consequences of your good intentions and adjust your behavior," Asmus writes. SmartBrief/SmartBlog on Leadership (01/21)


6. What is a consultative salesperson?

SmartBrief on Sales | Jan 22, 2015

Salespeople focus on selling products or services, whereas consultants make money off their insights, writes S. Anthony Iannarino. Meanwhile, a consultative salesperson combines these two approaches and is therefore able to charge a higher price. TheSalesBlog.com (01/20)


7. 3 tips for improving your sales pipeline

SmartBrief on Sales | Jan 19, 2015

There's a good chance your sales pipeline is clogged with dormant opportunities, so cleaning it up should be a priority, writes Mike Drapeau. Remove opportunities that haven't seen action in months, and review early-stage deals. It's important to consider your customers' behavior when managing your pipeline, he notes. Sales Benchmark Index (01/17)


8. Believe in your people, and you'll get results

SmartBrief on Sales | Jan 21, 2015

The Pygmalion effect says that teachers who believe in their students act in ways that help those children achieve better results -- and a similar effect can be found in the corporate world, writes Kevin Eikenberry. By viewing everyone as a potential star and encouraging that belief, he argues, leaders can help anyone recognize and fulfill their potential. KevinEikenberry.com (01/19)


9. Can this sales candidate be coached?

SmartBrief on Sales | Jan 23, 2015

Asking the right questions during the interview process can help you figure out whether a job candidate will be receptive to coaching, writes Kevin Davis, president of TopLine Leadership. Before hiring new sales reps, ask them to talk about their personal goals, challenges they have faced and feedback they have been given, he writes. TopLine Leadership Blog (01/22)


10. Leaders should go big or go home

SmartBrief on Sales | Jan 19, 2015

Leaders who want to go to the next level should be taking risks, fighting the status quo and willing to put their jobs on the line to move things forward, Scott Eblin writes. "The freedom to do what you need to do to play the biggest possible game only comes if you're willing to be fired and believe that if it doesn't work out here, it will work out somewhere else," Eblin writes. EblinGroup.com/Next Level Blog (01/15)




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