By Simon Hazeldine Most sales managers think they coach more than they actually do. That may sound harsh. But listen to a typical conversation. Salesperson: “The deal has stalled. Procurement…
By Simon Hazeldine Something predictable happens after many sales training programmes. Day one feels great. The room has energy. People engage with the ideas. They practise new techniques. They make…
By Simon Hazeldine Most sales meetings are designed around what sellers want to say. The company overview.The product story.The slide deck.The credentials.The features.The case studies.The proposal.The close. That may feel…
By Simon Hazeldine Many sellers misunderstand buyer delay. They assume buyers delay because they are disorganised. Or because they are not serious. Or because they do not understand the value.…
By Simon Hazeldine Most organisations look for sales improvement in the wrong place. They look for the big breakthrough. The new methodology.The new CRM.The new AI tool.The new compensation plan.The…
By Simon Hazeldine Trust is often described as a soft skill. That is a mistake. Trust is not soft. Trust is commercial. Trust affects how quickly buyers listen, how much…
By Simon Hazeldine Most sales training does not fail because the content is weak. It fails because the behaviour does not change. That is an important distinction. Many sales training…
By Simon Hazeldine Salespeople often jump too quickly. Too quickly to the solution.Too quickly to the value proposition.Too quickly to the proof.Too quickly to the close. They are keen to…
By Simon Hazeldine Can a sales farmer be turned into a sales hunter? It is a question many sales leaders ask. Usually with some frustration. They look at their account…
By Simon Hazeldine For decades, sales teams have used a simple distinction. Hunters find new business. Farmers grow existing accounts. Hunters prospect, pursue, disrupt, and close. Farmers nurture, retain, develop,…