Are You Really Sure Your Team Is Aligned? The Truth: Only 2 Percent of Companies Are Actually Aligned

According to a Build survey, 64 percent of the 600 respondents from emerging growth companies think their executives teams are aligned with regard to strategic priorities. In truth, in listing their companies’ top three priorities, executive team members matched up in just 2 percent of the businesses! When asked about their companies’ value proposition, the result was shockingly worse than the 2 percent.

In talking to executives about alignment, this is how a conversation goes with those giving the honest answer (the 98%!):

Me: So Ms. CxO, how aligned is your team regarding the company’s top priorities?

CxO: I really have no idea, but it feels pretty good.

Me: That’s good. So, what objective data do you have?

CxO:  <Silence for 10 seconds.> It’s a gut feeling.

But most conversations go like this (hence the 64%):

Me: So Ms. CxO, how aligned is your team regarding the company’s top priorities?

CxO: Oh, yes! We’re completely aligned.

Me: That’s great, I don’t often hear that.  So, what objective data do you have?

CxO: I’m highly engaged with my people, talking with them every day.

Me: That’s great.  To often people tell executives what they want to hear, rather than what they need to hear.  And there are times all of us lead people into agreeing with us by our facial expressions and tone of voice.  If your staff were to respond anonymously to a series of strategic questions would their answers align with yours?  Would you like to be sure?

Alignment of an organization is critically important – and just as obviously not common – the question is, how can I have some objective measurement of our teams focus??

A baseline assessment (either organizational-wide or sales and marketing specific) provides an effective, objective and immediate method to identify areas where teams are not aligned. As the survey says, most executives assume their teams are aligned, but most aren’t. (64 percent vs. 2 percent!) It’s an important issue, because when teams aren’t aligned, they’re not moving together in the same direction as effectively as possible…and the revenue and employee retention impact can be substantial.

One of the big benefits of the assessments is that they help get everyone on the same page to find out things like:

  • Assumptions might be different.
  • Training might be lacking.
  • Employees might not know what’s going on.
  • “If I had only known” answers.
  • Employees might not know what’s available to them.
  • Missing tools and processes that could lead to more productive employees and higher revenue.
  • Employees might have a lower opinion of the quality or capability of some teams.

There are all kinds of reasons for conducting an assessment. It’ll uncover these things, and once you know it’s there, you can address it head on. You’ll identify your greatest opportunities for improvement so you see results faster.

Posted in Business consulting, Business Plans | Tagged , , , , , , , , , | Leave a comment

Need to Jumpstart Sales without Hiring a Full-Time Sales Expert?

Most startup and small businesses companies don’t have the luxury of hiring a full-time sales vice president or manager. Yet having that expertise can be the boost the company needs to grow – and to reach a point where it can hire a full-time sales manager. The solution? Rent a sales pro.

Crain’s Chicago Business shares the story of one company that did. Jupiterbay, a startup that provides interactive digital signage and kiosks, hired Accountability Partners’ J.R. Samples on a part-time basis to serve as the chief operating officer. Samples worked with Jupiterbay one or two days a week where he created the sales strategy and managed sales operations. As a result, the company’s sales doubled in six months.

Bringing in a part-time or temporary sales specialist can help small businesses and startups get the boost they need to build revenue. This approach avoids the costs that come with a full-time employee. Done right, the company can continue growing once the sales consultant puts a process in place and finishes the job. After J.R. completed his work for Jupiterbay, the company’s sales can continue to thrive for years to come based on the things he put in place.

Companies have a variety of options for engaging a sales expert on a part-time basis. Experts can coach for a few hours per month, call in once or twice a week, help a couple of days per week or work on a month-to-month basis.

Working with a temporary sales consultant offers business owners a way to get the expertise they need that would otherwise take weeks or months to figure out their own. They also get a fresh perspective, save on tax contributions and benefits and have the flexibility to call the consultant on an as-needed basis.

Posted in Sales, Sales Hiring Practices, Sales Management | Tagged , , , , , | Leave a comment

When to Hire a Sales Consultant

There are different reasons a company may hire a sales consultant, as Inc.’s “When to Hire a Sales Consultant” illustrates. The article shares the stories behind four companies’ decisions to hire a sales consultant and the different experiences that resulted.

The CEO who spent too much time on sales

Savid Technologies’ CEO knew how to close deals, but not how to create and manage a sales team. He selected Accountability Partners because our CEO, J.R. Samples, had managed sales organizations for his own firms as well as F500 organizations. 

Samples grew sales 400% by refining their strategy, focus and sales tools – and then documented them for on-going execution in an 80-page Sales Operations Guide that has become its tool for on-going operations and on-boarding of new sales reps.

The owner who lacked sales experience

Despite having strong communication and management skills, ProMaster Home Repair and Handyman owner Don Kennedy had a poor closing rate. It wasn’t surprising because Kennedy didn’t have sales experience and knew nothing about the sales process.

He ran into a problem that many businesses encounter when seeking a sales consultant. Most had a cookie-cutter approach or classes that required too much time especially when he needed help now. He asked other business owners for referrals and found a consultant who could mentor him. The mentor taught Kennedy how to close, set up CRM software and encouraged him to raise his rates.

The advantage of this approach is that the consultant focused on where Kennedy needed help and skipped over anything he did well. The result was a 60 percent close rate, up from 17 percent and more than doubling revenue.

The sales team that spent too much time with technology

Netrics’ sales team spent more time updating data in CRM than selling. Its CEO hired a sales consultant who taught the team how to use CRM more effectively, catch any accounts trapped in the sales pipeline and coach struggling salespeople. As a result, the company saw its sales grow by 20 percent, and its salespeople sold more and did less data management.

The company that struggled with execution

CEO of Tone Software Shirley Balarezo had worked with sales consultants who created excellent reports. However, the problem was implementing the recommendations. She essentially rented a vice president of sales and marketing who developed the sales process and help with sales forecasting and tracking.

Balarezo plans to hire a permanent sales executive and the consultant will train that person. Another key success factor was including the sales consultant in company meetings with other departments and allowing the consultant to make changes.

These four success stories show four very different ways to use sales consultants. All of them more than paid off the investment.

Posted in Sales Hiring Practices, Uncategorized | Tagged , , | Leave a comment

Are You Creating Bobbleheads?

If you want your own Dwight Schrute bobblehead, you can find them at

Have you ever been in a conversation where it looks like everyone has bobblehead syndrome? They nod, giving you the impression they are completely in agreement with what you are saying – except that they haven’t thought about it at all. They are just agreeing automatically.

Yet some executives create this culture in their organizations. Whenever they speak in an authoritative fashion, they see everyone bobbing their heads in agreement without a thought, without speaking up and identifying potential problems, and without considering methods to take a good idea and make it great.

The executive walks out of the meeting like a hero, feeling that everyone is in step and will execute the plan perfectly. But disaster is waiting to happen.

Even the greatest visionaries need to do more than put together a vision, strategy and execution steps. They also need to create a neutral, safe environment for collecting the team’s thinking. It is their active participation – their emotional engagement – that can be the difference between a failed initiative and success.

The need for a culture of open communication

When employees don’t have the opportunity to provide thoughtful feedback, they treat communication as marching orders to follow without question. As a result, the staff will find it difficult to execute the plan since the executive didn’t take steps to gain true buy-in or promote open, honest communication.

Creating a culture of open communication means involving employees in the business early in specific initiatives. This helps gain support and compels employees to feel like they have a stake in its success.

For starters, implement a process to collect feedback from employees at least twice a year to find out what they’re thinking. Make this process about them, about the company, about getting information on what they think is important and what they think is working. (Our Sales Baseline, as well as our other Baseline assessments, provides a great methodology to do this, but there are other inexpensive tools you can use too.)

Improving execution success rate

In “Execution: The Discipline of Getting Things Done,” author Larry Bossidy advises testing to make sure the organization can execute. Too often, organizations fail not for lack of strategy or planning but because they’re not prepared with the resources to achieve the goals. When companies assess employees’ ability to execute a plan, they’ll have a better chance of knowing whether the plan will sink or swim.

The success rate is always higher when you take the time to go through the exercise of giving your employees a chance to add their perspective, and identify potential problems they recognize.

This means there may come a time when the roll-out plan has to be postponed to prepare the team, address ancillary supporting issues or wait for a better market window to emerge. This can mean enjoying a superior result in a few months versus a mediocre result forced through by strength of personality.

Gaining employee support

Yes, senior executives have a lot of experience on what works and doesn’t work. However, no one can think of everything and middle management and staff associates fill that gap. Given that execution will succeed or fail largely due to their efforts, engage them early!

Here are four steps to gain that support:

  1. Involve people early. Wait too long and it’ll be harder to fix the problems that could’ve been caught earlier.
  2. Tell them what’s in it for them and the company. How does this project affect them? What will it do or improve? Why do we need to do this? What’s the cost of not doing it?
  3. Identify person responsible for project. The executive isn’t always the one who is responsible for overseeing the project. Decide who owns the project and communicate this to employees so they know whom to talk to when they need to communicate or ask questions.
  4. Determine how long it will take. When everyone knows the schedule for the plan, they work to meet the deadlines. Again, it’s better to miss a deadline and get it right than to complete it on time with marginal results.

A bobblehead collection can make a great talking piece and add personality to an office or a room. But they’re not something executives want in their staff. Smart, well-executed ideas come from teams where everyone has a say without fear of backlash.

That’s what I think – what do you think?

Posted in Sales | Tagged , , , , , | Leave a comment

Under-performing sales results?

Maybe it’s the economy. But it might be not having the right people in the right positions, focusing on the right things.

When sales come in under projections for several quarters in a row, you have a situation that requires addressing. The problem is, it isn’t always easy to understand what’s really going on. Here are some symptoms you might recognize:

1. Sales reps complaining about leads. Sales might feel they are not getting enough leads or that they are poor quality.  There are various possibilities:

  • Previous marketing techniques aren’t delivering  acceptable results anymore.
  • Your sales team may not be handling the sales process as effectively as they used to, or
  • New reps haven’t learned best practices
  • Or possibly it’s as simple as sales and marketing being unable to agree on what constitutes a qualified lead

2.      Sales representatives not using the collateral the marketing department creates.

  • Instead they create their own material, which takes time away from selling.
  • And if you have multiple sales reps, each creating their own marketing pieces, you can have a mess – inconsistent messages, sloppy materials, mixed-up branding.

3.  Arguments over what’s working (or not working!) 

If the sales and marketing departments keep their data in separate silos, you can’t track which lead generation methods result in sales. Without shared data, marketing’s purview extends only to the point at which they turn over a lead to sales. Meanwhile, sales can trace a lead through to closing, but has no idea what brought that lead in. As a result, you’re not able to direct marketing expenditures and resources to the most effective vehicles, which results in fewer leads and a higher cost of making sales.

When you need to resolve a problem with sales and marketing, it makes sense to step outside the company and get an unbiased view – someone who can help you get past the finger-pointing and give you real answers. Let us help you! Contact us for a complimentary consultation.

Posted in Business consulting, Sales Hiring Practices, Sales Management | Tagged , , , , , , , , , , | Leave a comment

Hiring the right sales reps – Five issues to beware

Are you hiring your first sales representative? Or replacing sales people in a row who didn’t work out?

Whether you are building out a sales team for the first time or already have a team in place, you want to make sure you hire the right salesperson.  Here are five issues to be intentional about in your hiring process:

1. Know the type of salesperson you need.

You are more likely to get the right person if you have a very clear view of type of selling that is needed for your solution. You should be able to define the type of sales experience, level of education, desired personality and skillset you need for the position.

Behavioral issues are also critical. For example, do you require?

  • A hunter or a farmer?
  • Someone who works well on a team or works best on their own?
  • An appointment setter or a closer?

Think about the type of activity you expect on a daily basis – does your marketing generate leads for their follow-up or where they are inheriting an existing territory with relationships intact?  Or will they be developing new business where you have expectations of their being on the phone 4 to 5 hours a day?  Or do you require a mature business consultant who can make your case to the CxO of a Fortune 500 company.

2. Document your sales process. 

Nothing inhibits a new salespersons performance like uncertainty around qualifying and how to effectively engage with prospects.  Good preparation includes a professionally prepared Site Seller and Core Story, Prospect Profiles Demographics and lists of questions to create dialogue and credibility.

A company that has a mature sales department will have an ideal client profile, a system that generates a steady stream of qualified leads, and a sales cycle with clearly defined steps. If you are building out a sales team for the first time, you probably don’t have much of that yet. So it will be critical to hire people who have experience creating a sales process, rather than those who expect to execute a selling system that is already in place.

3. Write out your hiring steps (or just ask for ours).   

It is easy to overlook and underestimate some of the basics in hiring.  Further, as the hiring manager it can be tempting to limit engagement with other staff so as “not to complicate” our selection.  We’ve created a checklist of 15 items for consideration as you begin your hiring activity and point out why having others involved in the interviewing si one of the critical aspects to candidate’s strong and successful start.  Most importantly, we’ll share the one most critical aspect over 80% of hiring manager’s ignore or are completely unaware.

4. Have a written training plan.

Remember the saying “You only get one chance to make a first impression”? That is especially true for a candidate’s first day, week and month.  Have multiple team members prepared to spend time with new staff.  You may need IT resources reserved, as well as human resource staff available.  Be sure to review the expectations of the position and reinforce any reporting requirements.  Have all appointments’ preset in your staff’s calendar s to be sure there everyone is prepared.

Having new sales representatives attend end user training and then shadow the CEO or one of your top producers is the way far too many companies train their sales associates.

For them to be truly effective – and ramp up quickly – you will need to transfer knowledge about the market, your marketing, the way you sell, what resources are available to support them, your current client base, your partners, your products, and your upcoming plans for R&D.

5. Be sure your sales compensation is competitive.

To recruit successfully, you need to have a good fit between the style and level of compensation and the type of sales person you want to hire. Sales force compensation has become increasingly complex. It’s well worth investing a little time and effort into defining a commission structure that attracts the type of person you want and motivates them effectively.

Executives who are concerned about hiring the right sales people may wish to utilize our Sales and Marketing Assessment. It’s an excellent way to understand where your sales organization is and identify the areas where you might want some assistance and support. Then you can leverage our years of experience building out and managing sales organizations to implement best practices in your company.  Mention our blog post and save $150!

Posted in Business consulting, Business Plans, Leadership strategy, Sales Hiring Practices, Sales Management | Tagged , , , , , , | 1 Comment

Six Signs Your Company Is Growing Too Fast

Is your company experiencing rapid growth?

One of the keys to keeping your company on track while you are growing quickly is to catch problems early and be aggressive about solving them. Here are some early warning signs to watch out for:

Sales forecasts are unreliable
You need accurate sales forecasts so you can budget, manage cash flow, predict production requirements, and staff appropriately in all departments. If your forecasting methods aren’t working anymore, it may be time to evaluate more sophisticated forecasting tools and techniques.

Sales compensation is out of control
Is sales compensation increasing faster that sales? If are paying more in sales compensation than is warranted – and it is coming straight out of your operating income. The causes of this can be varied; for example, salary bases might be larger than needed when combined with your incentive plan, or accelerators in your compensation plan might not be defined at the right points anymore, particularly if your deal size has changed.

Sales productivity drops
It’s not easy to spot a reduction in productivity, but this can be a critical issue. Companies that are under pressure to grow fast are not always as diligent as they would normally be in hiring and training. As a result, sales associates are not as effective and sales costs more than it should.

Peter Principle is beginning to rear its head
It’s not unusual for companies to promote people above their level of training and experience during periods of rapid growth. For example, the company’s best sales person might be asked to manage sales. While they might have a deep understanding of the market and be highly effective at selling, that doesn’t mean they know how to build out and manage a sales team.

Production gets surprised

Without proper coordination between sales and production, sales people can promise delivery schedules that production can’t meet. They might tell a client that software development will start or finish on a certain date when that simply isn’t possible.

Cash flow issues surface
As sales increase, working capital needs to be assessed. Exploding sales is exciting, but can significantly impact cash flow.

A Sales Growth Assessment can help you take a comprehensive look at your sales and marketing processes, diagnose your current situation, and make recommendations for next steps. Check it out here.

Posted in Uncategorized | Tagged , , , , , , , , , , | Leave a comment

Is Your Organization Teed Up for Success?

Conventional management thinking relies upon strategic planning as the primary method to align company resources to achieve business success.  I support this thinking for the most part but I believe the strategic planning process may not consider all of the issues that it should. The typical strategic planning process may not surface key organization shortcomings that need to be addressed and resolved or they will handicap the organization and keep it from achieving its goals and objectives.

The leadership team may be transparent and unencumbered by political infighting, however, peer pressure may be present to some degree, keeping certain issues critical to a successful strategic planning process from surfacing. Bias, (always present in some form), is also a key factor that needs to be neutralized or it will distort how controversial issues are viewed.

Organization Diagnostic Tool
A great addition to the strategic planning process is the use of a diagnostic tool to contrast the strategy, design and culture of the organization as viewed by three critical parties:

  1. The CEO,
  2. The leadership team, and
  3. The staff at large.

This multi-dimensional view of the organization provides excellent input to the strategic plan process. It will also aid in clarifying and aligning interests between the parties, which may be hindering plan adoption, and achievement of objectives.

This diagnostic tool is extremely effective in highlighting areas of disagreement within the organization about what are the priorities of the business, how critical resources are aligned and if consensus exists. The diagnostic tool uses anonymity of the respondents to counter the effect of peer pressure. The questions are designed in such a way that the effect of bias is minimized.

How does diagnostic process work?
Participants (CEO and leadership team at a minimum) complete an online questionnaire covering over 75 issues related to strategy, design and culture. For example:

Organization Category
Strategy Vision, Mission, Customer Service, Production, Marketing, Strategic Advantage, Sales Effectiveness, Customer Profile, Research & Development, Planning, Resource Alignment, Execution, Market & Competitive Analysis, Finance
Design Leveraging Core Competencies, Organization Communication, Shared Knowledge, Required Technology, Outsourcing Profile, Structure Alignment, Policies & Procedures, Roles & Responsibilities
Culture Ability to Change, Employee Feedback, Informal Communication, Performance Management, Building Teams, Coaching, Management Modeling, Recruitment, Values Credibility, Empowerment, Orientation, Training & Development, Reward Systems.

The results are published to the participants in two ways:

  1. Individual responses to each best practice question;
  2. Mapping each element on a four-quadrant impact grid for strategy, design and culture.  The graphic below is a strategy impact grid.

The impact grid reveals high pay-off areas for performance improvement.  A high impact category (i.e. vision) should have a high score and fall in the upper right quadrant.  High impact categories that fall into the high-impact low score quadrant (red items) indicate a pay-off opportunity for performance improvement.

The red objects represent the pay-off areas for performance improvement.  Discussing each of these areas with the leadership team results in critical findings that can be used to make changes, solve disagreement, improve consensus and align resources for performance improvement.  The table below lists several examples from an actual use of the diagnostic tool that resulted in constructive change in an organization and performance improvement.

Organization High Impact-Low Score Characteristic Result
Strategy Sales The leadership team considered sales a strength but it was the responsibility of an over worked executive who had limited time to devote to increasing revenue. They recognized it was time for it to be assigned to one person. A decision was made to off-load the executive and add an experienced full time sales person.
Design Shared Knowledge This was rated as high impact with a high score, but when pressed it was became apparent there were obstacles in sharing knowledge within the work group. A decision was made to emphasize cross training on their knowledge base.
Culture Feedback The leadership team considered they were very effective at coaching but scored low using feedback well. A decision was made to emphasize encouraging feedback in work group meetings.

This diagnostic process enhances the effectiveness of the strategic planning process and perhaps more importantly, establishes a baseline, which facilitates forward comparisons. The organization can have the same CEO, Leadership team and key employees use the diagnostic process at intervals (i.e. every year) to measure improvement and make adjustments in their plan where necessary.

The CEO in particular has the opportunity to measure the degree of disagreement between their view and that of the leadership team regarding a particular capability and its impact on performance. This separation would alert the CEO to a problem area where they should devote attention to resolve.

The discussion above provides a brief look at the power of using a diagnostic tool to improve the strategic planning process and the effectiveness of the leadership team to achieve business objectives.

In today’s economic environment it is essential to make sure your organization is focused on the right issues that affect the success of your business and that the correct priorities are established and agreed upon to improve individual, team and business performance.

Maximize your strategic planning process by using the best tools available to improve the ability of your business to achieve business success.

Take advantage of all available resources and tools to ensure your organization is “teed up” for success.

Author’s Note: Please click here to learn how you can take advantage of this process to make your organization more effective and to also learn about a similar diagnostic tool designed for leadership improvement.

Mike Brice

Posted in Business consulting, Business Plans, Leadership strategy, Uncategorized | Leave a comment

Pornography and Organizational Bureaucracy

Recently a client asked me if the management structure and disciplines we were instilling would create bureaucracy in the organization. I was a bit flabbergasted by the question as the last thing I would ever do is instill bureaucracy (does anyone really do that on purpose?).

As I considered this subject (and began looking at the situation through the eyes of my client) I wondered if Supreme Court White’s comment about pornography (I’ll know it when I see it) had application to the difference between good management process and bureaucracy – and whether it would be easy to recognize when crossing from one to the other?

A primary and critical purpose of your management team is to communicate, train and maintain effective communication while understanding that not every exception needs to be documented into a new policy (and thus helping to avoid some energy-sapping bureaucracy).

Managers need to be supported in determining areas which are always going to be discretionary and subject to enough variables where they will be required to make a decision. BTW – if you have managers unwilling to take risks and who cannot tolerate the chance of being criticized, then you do not have the right manager! Good managers are attuned to new issues that can be significant on their own or which will propagate more frequently. In these cases, the management team must be proactive in working with their peers and executive management to quickly provide the staff well-defined, written direction.

Operational Guides layout the basic foundations of a firm’s approaches and processes, so staff are trained properly and then are able to provide clients first class service. This process (“Your systems must run your business, and your people run your systems….and most companies get this backward”) was endorsed and made famous by  Michael Gerber’s popular eMyth business development system.

As an example of this process, we created an operational guide for a client’s management team to use in recruiting, hiring, training and managing their sales staff.  It provided a common foundation in explaining their markets, key differentiators, pricing strategies, sales process, sales goals (activity and quota – units/$’s) compensation plans, and forecast process. As Michael Davis, President of Savid Technologies recently told Inc Magazine, “I knew I could close deals, but I didn’t know how to build and manage a sales team.” Our Sales Operations Guide assisted Mike in creating better results and discipline in his business practices.

Do you struggle with the red tape that is generated from too much bureaucracy? Or a chaotic environment where money, time and energy is wasted every day? Drop me a line and let me know how you manage this fine balance.

Posted in Business Plans, Leadership strategy | Tagged , , | Leave a comment

Top 10 Reasons for Sales Turnover…and the waste of someone’s money.

There is no greater loss in resources, market time, goodwill and MONEY than in the staffing of sales people. Why is sales turnover always around 50% year in and year out?

Here are the Top 10 Reasons:

  1. Miscast or misunderstood Sales Role – hiring a solution oriented; C-Level Relationship person who is expected to be on the phone setting their own appointments 5 hours per day – tip hire an appointment setting firm – I recommend Virtual Sales Force.
  2. Poor selection (no objective candidate qualification process).  The most common error is hiring previous contacts even though the business they excelled in and your current business have no similarities in selling process, solution or environment.  Please if you feel sorry for them just write them a check but don’t hire them and waste your time, other company resources and worse allow them to mismanage your clients, prospects and marketing leads.
  3. You’ve hired an expert who won’t need training.  Don’t kid yourself, there are always a myriad of internal issues which require training to expedite success.  Make a list, assign names responsible for each area and be sure the proper resources are in place before they start.
  4. No effective on-boarding plan to support them during the critical first 30 to 90 days.  Their manager or other supporting resources must set aside time in their calendar to support new staff members.  If there are critical business meetings, vacations and the like, you are better off moving out the start date.  The first few days set the tone.  What’s it going to feel like – a house in order or a house in disarray?
  5. Unrealistic sales and compensation expectations – of yours or theirs. 
  6. Ineffective to non-existent sales tools – Unless these “tools” exist in written form and are used consistently in your sales organization you don’t have “them”
  7. Undocumented sales process (wasted sales time and worse loss of credibility with prospects)
  8. Loose to non-existent activity goals (I’m not talking about quota assignments) for first 90 to 180 days
  9. Loose daily management – “I’m hiring a professional if I needed to manage them daily I shouldn’t hire them”.  EXACTLY you shouldn’t hire them.  New people need attention to properly assimilate and succeed.  This does not need to be onerous – google “Daily Huddle”.
  10. No formal monthly performance meeting or written recap.  Once a month take an hour and assess the performance (including attitude and departmental interactions).  Quantify the success of their monthly performance and set specific goals for the coming month.  Resolve issues quickly by getting them on the table – read “Fierce Conversations” by Susan Scott.

Management should have all the above prepared and thoroughly planned out prior to starting the interview process. Why? Because the best candidates you interview will expect them to be ….and the “loose sales cannons’ will know their gig won’t fly at your organization.

By addressing these issues you will have done your part to bring down sales turnover and most importantly, improved your sales results while not wasting your organizations resources, time, goodwill and MONEY!

Posted in Business Plans, Leadership strategy | Tagged , | 1 Comment