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 Here is an uncomfortable question for sales leaders. What if your average salespeople already know most of what your best salespeople know? They know they should prepare…
By Simon Hazeldine There is a comforting idea buried inside a lot of traditional sales thinking. If we give buyers enough information, enough evidence, enough ROI, enough proof, and enough…
By Simon Hazeldine Most salespeople want the buyer to say yes. Yes to the meeting.Yes to the next step.Yes to the proposal.Yes to the investment.Yes to the change.Yes to the…
By Simon Hazeldine Discounting is often described as a commercial decision. Sometimes it is. But very often, it is something else. An emotional reaction. A buyer pushes back on price.…
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 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…