By Simon Hazeldine Most sales leaders believe pressure improves performance. Tighter pipeline scrutiny.More frequent deal reviews.More questions.More demands for certainty. The logic feels sound. If you inspect more closely, you…
By Simon Hazeldine Most organisations say they do win-loss reviews. In reality, most conduct post-mortems that change nothing. A deal is lost. A meeting is held. Opinions are shared. External…
By Simon Hazeldine Many sales leaders blame the market for shrinking margins. “The competition is aggressive.”“Customers are more price sensitive.”“Procurement is tougher than ever.” Those statements may be true, but…
By Simon Hazeldine Many sales leaders are puzzled by a frustrating pattern. Their best sellers do everything right. They build strong relationships. They articulate value clearly. They run professional sales…
By Simon Hazeldine Most sales organisations assume that deals are won or lost in dramatic fashion. A competitor swoops in. A budget disappears. A stakeholder blocks approval at the eleventh…
By Simon Hazeldine Every year, companies invest huge amounts of money, time, and leadership attention into their annual Sales Kickoff. Venues are booked. Speakers are hired. Decks are polished. Music…
By Simon Hazeldine Most sales forecasts are not forecasts at all.They are performances. They look confident. They sound precise. They are delivered with authority in boardrooms and leadership calls. And…
By Simon Hazeldine Most CRMs fail not because of poor configuration, but because of poor intent. That may sound provocative, but it explains why organisations continue to invest heavily in…
By Simon Hazeldine Are you suffering from the curse of the shadow CRM? Many sales leaders believe they have a CRM problem.In reality, they have a trust and behaviour problem.…
By Simon Hazeldine Many sales leaders believe their teams lose deals because of poor qualification, weak messaging, or lack of product knowledge. These issues matter, but they are often symptoms,…