Unbound Growth Blog

One of the most asked questions I get from salespeople, sales managers, and entrepreneurs is...

How do I know when to close? How do I do it without being sleazy?

Not knowing when to close is like a gardener not knowing when to pick the tomatoes in the garden.

Check out my answer for when to close and what to do when they say no in this video clip.

The ability to have in-depth financial conversations with buyers depends on how comfortable your team is discussing money. So how does the way that you think about money impact your sales management?

Quick, what do 38% of salespeople have in common with Tina Turner? (Check out the video to get your clue)

As human beings, we are wired and conditioned to seek the approval of others. Unfortunately, that can sometimes get in the way.

What is the best way to offer feedback without overwhelming your salespeople?

So many recorded calls, but still so little time! With the rising trend of listening to recorded calls, many hoped it meant that salespeople would improve faster and with less time required of sales managers.

How is that working out for ya? I talked with one sales manager who would listen to his teams calls on the way into work, and on the way home- through Boston traffic. If you’ve ever driven in Boston, you can imagine this was a accident just waiting to happen.

There is just too much evidence to deny the ROI of 1:1 sales coaching on team performance. I could cite the CEB research that shows that salespeople who are coached at least 3 hours a month achieve an average of 7% over quota.

Do you have one of these health watches or Fitbits? It seems like everyone does. But how many people actually look at their stats or, better yet, how many know what these stats mean in regard to their health? And how will these stats help lead them to the health outcome that they are looking for?

It kinda reminds me of how sales teams use their CRMs. It's there, they wear it everyday, but does it impact what, or how, they do things?

On a recent Live Sales Management Lab, we talked about the metrics that no sales manager can afford to ignore in 2019.

Have you ever sat down and calculated what it actually costs when a sales hire doesn't work out?

A lot of sales leaders are scrambling to hire right now, and sadly that means that many might be settling for Mr or Ms Right Now, not objectively looking for the right hire.

The amount of time, money, potential lost revenue, and morale downer when a new hire doesn't work out is a scary number. (If you are brave, click here to calculate your number.) In many cases it's more than twice their base salary!

If about half of sales people make quota, I have to wonder, wouldn't you be better off putting your money on the blackjack table in Vegas? I mean, at least you'd be getting some free drinks from it.

Why is this happening? And what can you do to increase your odds?

In the very first Live Sales Management Lab, we discussed how to go above and beyond quota, which means helping our salespeople to identify those personally meaningful goals that are going to stretch them outside of their comfort zone, so that they can accomplish things they've never accomplished before.

Why is this so important?

And more importantly, why do we put it off? Why do we avoid these kinds of the conversations which are so crucial to change?

Last week I presented brand new data on sales managers and their impact on their salespeople. If you were one of the sales managers and executives with growing teams that were there- thank you for your questions, the conversations in the hallways after, and the multitude of messages saying it was one of the best sessions all week.

For those of you who missed out, this post is for you.

Last year a sales manager asked for sales coaching because he “...didn’t want his shortcomings to become the collateral damage to his team.” After going through a 3-6 month program to ‘coach the coach’ and the team at the same time, his SaaS sales team is now #1 in their company, with a 98% customer retention rate.

Many of us have heard the phrase, “As goes the leader, so goes the team,” and much has been written about empathy in leadership (put yourself in their shoes), servant leadership (put others first), and ethical leadership (do what is right). And there are studies that show that these things help team members be more creative and more efficient when doing their jobs.