Dependent as companies are for top-line growth on the selection, assessment and development of their sales people, they naturally invest a good deal of time, budget and mental energy in the process. Many of our clients consider the churn of sales people – and the consequent distraction of replacing them – to be a major inhibitor of overall success. Most use a combination of interviews and psychometric instruments in the recruitment process and yet ceaselessly confront hiring

In my pre-psychology career, I once had the opportunity of having meetings with two sales teams in directly competing technology companies. The first team were completely demotivated by the other competitor’s aggressive pricing and what they perceived as the poor reputation of their own organisation. Most of all, though, they were appalled at the terrible service delivery that followed the sale. One sales person said that he suffered remorse after each sale, wondering what so

Picture the scene. A newly-appointed sales director assembles her several hundred-strong sales force for a kick-off conference. Staring out at the seated rows of team members, she asks their audience to raise their hand if they have the word ‘sales’ on their business card. Only one hand is raised – her own. Read the full article in The Business Magazine. #SalesPeople #Salestechnique #SalesSuccess #Motivation

“Build a better mousetrap and the world will beat a path to your door,” runs an expression attributed to nineteenth century American writer Ralph Waldo Emerson. The days of having a better mousetrap have, for the most part, gone and most of the sales teams we work with have to go out into the world and find their own opportunities. It all starts with prospecting and yet we consistently find that teams rarely have enough new opportunities in the top of the hopper. The conseque