Is your follow-up game falling short? Strategic, persistent outreach without stalking will increase your sales. Here's how...

Are you dreading that first call? Here is an important and invaluable trick I learned when I was new in my career as a life insurance salesperson.

Sitting in on sales coaching calls is one of the most thrilling aspects of my work. 

It’s a friction point that holds you back from achieving sales success: buyer objections.

In this week’s Sales Leader, I will examine the importance of being aware and prepared for sales calls.

It's absolutely critical that you continue to make sales calls. You just need to reorient your messaging in a way that leads with empathy.

Have you ever thought of debriefing your sales calls—the good, bad, or mediocre ones? It’s a great practice to get into.

Next time you are integrating any kind of sales training program in the organization, ask yourself these questions:

If you start thinking about selling as managing a change management process, it really helps you to speed up sales and set yourself apart from the competition.

Over-communicating with a customer helps the customer feel like you're working on their behalf. When you under-communicate or don't say anything at all, the customer assumes you are not doing anything.

When you accomplish this, you increase the likelihood of closing the sale.

Far too many sales teams underperform because they have underperforming sales reps in the team. These sales reps need to be replaced.

Today, businesses are looking for an enhanced business relationship where you can show them how valuable—from a monetary sense—you are to their business.

Customers make decisions that affect us all the time—decisions that we have no control off. However, that doesn't mean your sales have to be down.

Sales managers that consistently practice coaching and leading perform at a much higher level than sales managers who don't.

How would you fill your pipeline if you had to do it on your own?

The reason why so many companies end up pushing and having a fire sale at the end of the quarter is because they did not have enough leads at the very beginning of the quarter to hit their targets easily.

I often get asked: what is considered a normal close rate and how do we improve it?

How you can improve the metric of sales cycle length: how many days it takes to close a piece of business. If you can move that, for example, from 90 days to 80 days or 120 days to 90 days, you can dramatically improve your sales velocity.

Sales velocity is incredibly important because it is the measure of revenue that you bring in per person each day. It's a great indication of the future success or the gap you are creating base on a variety of key measures.