The Past and the Future Part 2
Part two of our glance into the advantages and abuse of hindsight. Was Churchill correct to say “we learn from history that we learn nothing from history”..?
Read moreSelling by Walking Away
A Law is something that is always true. No exceptions. Do you remember Newton’s Laws of Physics? As a salesperson it is vital that you do or you will be missing out on plenty of sales
Read moreTry smarter rather than harder
Think about someone who signs up for everything, who feels a need to be better than everyone else in everything: know more, do more, be everywhere, work faster, harder, longer… Rarely pleasant to be with or effective a
Read moreThe Past and the Future, Part 1
Einstein was a genius; but he wasn’t perfect. Is it really insanity to do the same thing day after day and expect a different outcome?
Read moreShould I let you think it over?
Why do prospects need to think it over? After all your questions and a great presentation, it is a no-brainer. Be warned 60% of the time people will stay with the status quo unless you have some answers
Read moreYou Can’t Please Everyone
Why is it that those of us who are in the habit of bending over backwards in order to please everyone, whether customers or colleagues so often end up feeling like a failure?
Read moreShould You Manage Your Company’s Emotional Culture?
The idea of managing the emotional culture of your organization sounds appealing, doesn’t it? And yet, there are a number of problems that you ought to be aware of.
Read moreSelling: What’s the Question?
There are many different approaches to asking questions as a sales person. If one of them helps you more than the others, does it matter? If efficacy is more important than style, maybe you only need two types of questio
Read moreJust a Minute
So what’s the secret method for getting more done? It is hidden inside a BBC Radio Programme called – Just a Minute. Interested? Read on…
Read moreAppreciative Inquiry: What Are You Waiting For?
It’s widely felt that failed attempts by organizations to change is due largely to the resistance from those at the bottom of the organization. Even if it was true, and there is good reason to doubt it, hardly anyone a
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