Pipeline reviews and accountability are managing, and that’s only about a third of a sales leader’s job. Here’s how coaching, training, and managing differ, and why teams stall when leaders only do one. …
READ POST from Coach, Train, Manage: Why Sales Leaders Need to Do All Three
Activity is easy to count, but easy to measure is not the same as important to achieve. Here’s how I use the Key Result Area to decide which sales work matters, and what to automate, delegate, or delete. …
READ POST from Stop Managing Activity. Start Managing the KRA
A four-day week sounds like something a company has to grant you. It is not. It is what becomes possible when you stop confusing availability with hard work. I run my business this way by batching work, protecting focus blocks, closing communication apps, and making every task answer to one business priority. …
READ POST from You Can Run a Sales Business on a Four-Day Week
Early in my career, I got written up for insubordination. My crime was leaving a voicemail, which violated a rigid 10-step script. I was a top-ten percent seller doing what worked, and the process punished me for it. That experience taught me something most playbooks get backwards: if your process cannot tell the difference between judgment and noncompliance, the process is not ready to be enforced that rigidly. …
Sales burnout is not always a time-management problem. A lot of the time, it is hyper-arousal — the always-on neurological state that happens when your work environment keeps rewarding urgency. You do not fix that with a better calendar. You fix it by naming the pattern, understanding what keeps reinforcing it, and redesigning the systems pulling you back into constant reactivity. …
READ POST from Sales Burnout Is Not a Time-Management Problem