The 3 Biggest Sales Engagement Myths

Despite changes to our selling marketplace, too many sales professionals are rooted in beliefs about customer engagement that simply aren't true. That's why today, I'm going to dispel the three big sales engagement myths.

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Managing Change is the Secret to Unlocking Value | Sales Strategies

When we're making a sale, we're asking someone to make a change—a change in business, strategy, software, people, or products. However, more importantly, change is difficult. 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. Why? Because your buyers, indeed, don't like change. They're scared of change and making the wrong decision.


Over-Communicate Your Way to Increased Sales | Sales Strategies

Whether it's a prospect or a client you've been doing business with for years, you need to over-communicate, not under-communicate. Far too many sellers believe that no news is good news. If they have a problem they are trying to resolve and have not resolved it, they just won't call their customers. This stems from the fear that the customer will either not like their progress or response. Thus, these sellers hide and under-communicate.


Use Team Selling to Fend Off the Competition | Sales Strategies

Years ago, I had a client based in Northern Europe and they were a ships services company. Their sales VP told me, "Colleen, we have a long and proud history of losing all the RFPs where we have the incumbent relationship." I had to think twice for a second and did not know what he was talking about.


I Have No Patience for Reps Who Don’t Use CRM | Sales Strategies

I was recently with a group of sales leaders and one of them admitted that he had sales reps who didn't use CRM. And this sales leader was from a top-performing company with around 40-50 reps who are consistently over their targets both from a volume and margin perspective. While it was commendable that he was willing to admit that his sales reps had CRM deficiencies, it's a shame that those salespeople were not using a tool that would make them much more effective.


What If You Lost Your Biggest Customer? | Sales Strategies

I recently talked to a CEO whose sales were down $16 million. That represented a 20% decrease from the prior year. Thus, they were concerned. I asked him, "What would your sales VP tell me if I asked why your sales were down." He replied, "Our biggest customer that represents the vast majority of that loss is in flux. They pivoted their business and, as a result, they're not buying from us right now. We think it's going to pick up, but we are not sure."


Most Sales Managers Aren’t Willing to Do This | Sales Strategies

I'm currently working on a large project where I work closely with several sales managers. Unfortunately, I have been disappointed with their managerial qualities. This is because they don't practice coaching and exhibit leadership—skills that all of these sales managers are more than capable of displaying. However, instead, they make excuses, hang on to existing customers, and get engaged in customer service or delivery work—work that isn't their primary responsibility. As a result, their sales team suffers.


Stop Blaming Marketing: You Own Your Pipeline | Sales Strategies

When I ask sales teams what's the number reason why their pipeline isn't more full—how come they're managing a pipeline so lean it's going to be impossible for them to hit their targets—they give me an excuse. They abdicate responsibility, claiming that their marketing department has not provided them with enough leads. You have to be responsible for your own pipeline.


3 Ways Discounting Sabotages Your Sales | Sales Strategies

I recently talked to a group of sales leaders. It was the last three days of their quarter and they told me, "Colleen, we have to admit: we are having a fire sale. We're doing everything we can right now, including deep discounts to push us over the end of the month because we are a bit behind and we want to finish the quarter on track."


Demonstrating Tangible Return on Investment | Sales Strategies

Over the last few years, I have been working with a number of companies who have all formalized and institutionalized this process of demonstrating tangible return on investment with their sales teams by building return on investment calculators.

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