Why Sales Management has Special Insight on Sales Calls
If you have a sales manager or someone above you in sales are you using their special powers? Your boss probably has insight you don’t know about that will break open sales for you. When you learn how to use this, everyone wins in sales. Most managers would love to be taken ad

Networking- Making the Most of Who You Know
It's all about who you know.You've probably heard that statement dozens of times in the business world. And it's true. Unfortunately, it's not nearly as important how talented you are, or where you went to school, but what connections you have. And it's even more unfort

Expansion & Exit: Getting the Best Out of Your Golden Parachute
Need to expand your non-US firm in order to exit gracefully with a large nest egg?For most entrepreneurs and business owners, there is a desire to expand their company to some point of success, then retire. Or move on to another business.The Usual Solutions “When is the boss going to croak?”

Salespeople, especially top producers, are the sacred (cash) cows of organizations, large and small. They’re revered, spoken of with respect, pampered with perks like quarterly and annual meetings in exotic and exciting locales.

NOBODY wants to get in their way; nobody who is rational, right?

After all, aren’t they doing the heavy lifting for everyone else?

But sometimes, as that expression says, “You can’t live with them, and you can’t shoot them.”

So, when does this happen?

You just have to consider firing your best sellers when:

(1) They challenge your authority and they undercut your ability to motivate and manage the rest of the team.

(2) They flaunt the rules, encouraging their weak-minded and less talented peers to follow-along.

(3) They say, “Stick-em-up!” They insist on receiving sweeter commissions and hidden perks that will make management seem to others to be biased and double-dealing.

(4) They’re boasting to others about how they’re going to join the competition or set-up shop for themselves.

(5) They operate unethically, paying-off customers for doing business with them.

I faced this challenge when I was a fresh sales manager for a large publishing company. Recently promoted, I wanted to prove myself by boosting sales, but I was stymied every step of the way by an envious also-ran who had lost out to me for the promotion.

I made the move, sales dipped temporarily, but then I built the

vy lifting for everyone else?

But sometimes, as that expression says, “You can’t live with them, and you can’t shoot them.”

So, when does this happen?

You just have to consider firing your best sellers when:

(1) They challenge your authority and they undercut your ability to motivate and manage the rest of the team.

(2) They flaunt the rules, encouraging their weak-minded and less talented peers to follow-along.

(3) They say, “Stick-em-up!” They insist on receiving sweeter commissions and hidden perks that will make management seem to others to be biased and double-dealing.

(4) They’re boasting to others about how they’re going to join the competition or set-up shop for themselves.

(5) They operate unethically, paying-off customers for doing business with them.

I faced this challenge when I was a fresh sales manager for a large publishing company. Recently promoted, I wanted to prove myself by boosting sales, but I was stymied every step of the way by an envious also-ran who had lost out to me for the promotion.

I made the move, sales dipped temporarily, but then I built the

ng their weak-minded and less talented peers to follow-along.

(3) They say, “Stick-em-up!” They insist on receiving sweeter commissions and hidden perks that will make management seem to others to be biased and double-dealing.

(4) They’re boasting to others about how they’re going to join the competition or set-up shop for themselves.

(5) They operate unethically, paying-off customers for doing business with them.

I faced this challenge when I was a fresh sales manager for a large publishing company. Recently promoted, I wanted to prove myself by boosting sales, but I was stymied every step of the way by an envious also-ran who had lost out to me for the promotion.

I made the move, sales dipped temporarily, but then I built the

paying-off customers for doing business with them.

I faced this challenge when I was a fresh sales manager for a large publishing company. Recently promoted, I wanted to prove myself by boosting sales, but I was stymied every step of the way by an envious also-ran who had lost out to me for the promotion.

I made the move, sales dipped temporarily, but then I built them to unprecedented levels.

The “best” seller, as it turns out, was preventing his peers from reaching for more, outdoing their personal bests.

There are some things that just have to be said, and one of them is “Happy Trails!” to someone who ushers in both the best of times, and the worst.