I learned quickly that there are a few key tactics that helped me become a successful sales person. That's what I'll share those with you today.

Organizations can dramatically improve the process of onboarding new salespeople by remembering that practice makes perfect. Take the guesswork out of what it means to make a sale for your business and help your sales team develop the muscle memory needed to make their sales pitch second nature.

In the next half hour you'll hear about the differences between quotas, goals, and stretch goals, and how to design each of them. One key takeaway is the idea that your entire team should be a part of the goal-setting process - that way you can ensure they buy into the organization's vision as a whole. I also reiterate why it's critical to measure your sales variables, and give you some ideas for taking action to improve your sales process today. 

One critical (but often glossed-over) aspect of your successful sales team is your VP of Sales or Chief Sales Officer (CSO). Too often, companies stick this title onto the name of their best salesperson without giving thought to the intricacies and potential of the job.

In this episode, I break down the three most important responsibilities of a VP of Sales. This job is far more than just a title - ideally, your CSO should be overseeing and implementing the sales strategy of your entire sales staff. I talk about how great VPs of Sales should function within their department and within the company as a whole, and I touch on the super-important management aspects of the job, too. 

In this episode, I talk about how being persistent has shaped my career and company. I cover why you should always treat a potential client as if they're going to work with you, and how to turn a "no" into a positive way to keep moving through the pipeline. I also touch on finding ways to win along the way and staying creative in your sales approach.

In this interview, Ana and I talk about how meeting her sales quotas gives her both a sense of accomplishment and an accurate snapshot of her daily progress. She also touches on how her numbers help her structure her day so it's most productive, and how they can provide a valuable check-in when she's not meeting them. We also discuss the role of management in working with salespeople that are meeting their numbers and continually improving, not just harping on those that are falling short.