Drawing the Wrong Conclusions

It is often said that numbers don’t lie. While the numbers in your financial statements are correct, the conclusions you draw from them may be wrong.

This misinterpretation can cause significant revenue loss in your company. One area where this happens most often is the sales department. Senior management typically spends the majority of their time looking at the end-of-the-month, quarterly and yearly sales and gross margin numbers. They are not taking the time to accurately measure who their best managers and salespeople are, nor are they looking at the data that can help them properly manage their sales organization.

Why, you might ask, do I contend that they are studying the wrong data points? Let me give you a list of ways I’ve found that ”benchmark numbers” can mask real performance:

  • There are three types of prospects: 1) those who will always buy from you; 2) those who will sometimes buy from you; and 3) those who will never buy from you. If you have not been watching your sales staff’s close ratios for each kind of prospect carefully, you will miss the fact that some salespeople may only be closing the “always” prospects, those who buy because of your company brand or reputation, not because of sales skills. We call such salespeople “order-takers” and recommend that you replace them.
  • All sales territories are not created equal. If your territories are drawn correctly, and the opportunities are not equal, then comparing salespeople by gross sales or margin will give you misleading numbers. Sales goals should be set based on the opportunities in the various territories.
  • The way in which leads are divided among the staff could be showing favoritism, making one person’s job harder and another’s easier.
  • Profit margin should be differentiated depending on territory. Many times your salespeople have no control over margin, as it is set by someone else in the company.
  • In some industries, margin is a game of pennies, and all the larger deals must be approved by someone in corporate. Many times, there is no certain way in which these decisions are made. There is no consistency in deciding which deals are approved and which are not. Sometimes there is favoritism with clients or product mixes in the final decision. This can make one salesperson look better than another.
  • If your salespeople have to grow new and existing accounts, you may have some staff riding the coat tails of your best accounts while failing to bring in new accounts for years. They have been holding you hostage to their supposed rapport with your best customers. If you don’t recognize it, you are paying them for past instead of current performance.

To keep this article simple, most organizations monitor the wrong data to determine the health of their sales organization. The other day a VP of Sales mentioned how his CEO would not let him fire the person that he (the VP) considered his worst region manager. When I inquired as to the reason, “The CEO thinks he is the best because his was our best performing region in terms of revenue growth and margin, and numbers do not lie.” I asked this VP why he thought this manager was “the worst”, and his answer was clear and concise: “He violates our core values consistently, is unwilling to change, is a poor coach; his people are complacent; we are not getting the market share we are capable of ; and ultimately our growth could have been double in the region. With regard to margin, those people have no control over it.”

His dilemma happened for a few reasons:

1) The CEO was using past history and other regions as benchmarks instead of using market share as his measure.

2) The CEO used lagging rather than leading indicators. A lagging indicator is actual revenue. Leading indicators are number of outbound calls, number of visits to existing customers, number of visits to new prospects, number of first meetings, number of new prospects in the pipeline, etc.

3) Lastly, the indicators are too broad. Goals need to be broken down so that there is line of sight. Sales goals should be broken down between new accounts and existing. How many new accounts are acquired each month, and what is their ramp of revenue? What are the activities that it takes to get these new accounts and to grow the existing ones?

To evaluate sales force effectiveness a CEO needs to be able to answer the following questions:

SALES PROCESS AND SYSTEMS:

  • If people complete the actions in the business plan, is there certainty in plan achievement?
  • How effective is our territory management?
  • Does training and coaching meet the needs of the sales organization?
  • Does the compensation system properly motivate the sales force?
  • Is the work environment properly motivating our sales force?
  • Does the organization have the right support systems in place to keep people motivated?
  • How effective are staffing processes in terms of finding, selecting, setting expectations, ramping up, terminating, and holding people accountable?
  • How effective are reporting systems in terms of content, frequency and automation?
  • What is the quality of the sales pipeline?
  • Are measurement systems strong enough so that sales can be predicted with reasonable accuracy for the next 3 months?

SALES MANAGEMENT:

  • Time Management – Are managers spending the proper amount of time coaching, motivating, holding accountable, and recruiting salespeople when compared against the “ideal” manager?
  • Skills – Are manager skills in the areas performance management, mentoring, coaching, motivating, and recruiting comparable to those of the “ideal” manager?
  • Effectiveness  – How effective are managers in terms of impacting our sales force when it comes to holding accountable, motivating, mentoring, coaching, growing, and recruiting sales people?
  • Top Grading – Healthy turnover in a sales force is between 20% and 30%. A higher percentage usually indicates a recruiting and/or management problem. A lower percentage usually means management has set too low a standard for the sales force. The company should always be recruiting salespeople and pruning the lowest performers.

SALES PEOPLE:

  • Which salespeople do not understand and/or experience high discomfort with the way in which they are managed, the company’s marketing plans, and/or the products they sell or the clients they sell to.
  • Is it clear which salespeople are intrinsically and extrinsically motivated?
  • Which of our salespeople are capable of selling a lot more than they do today?
  • Who can be trained to sell more effectively, and who is not trainable?
  • Does our sales team have the “Crucial Elements” for sales success?
  • Are there hidden weaknesses preventing our salespeople from performing at higher levels?
  • Who is effective at hunting, qualifying, farming, and closing?
  • How do our people really compare to the ideal salesperson?

My point here is that most organizations are misdiagnosing the performance of their sales organization, and sales people and not taking the right actions. I have yet to analyze a sales force without finding that significant dollars have been left on the table. Worse, it is always a lot more revenue than management suspected. The main culprit is that organizations often mistake good and bad managers and salespeople. In addition, there is always misalignment in strategy, sales process, and sales systems. As a data point, Objective Management and their distributors have been analyzing sales forces for the last 20 years. Out of a possible score of 150, the average organization typically gets a 74 for sales process and system effectiveness. In addition, it is common when asking 17 rather simple questions of the CEO and those same questions of the sales management to find 50% consistency in their answers. Worse there is typically conflicting answers in the CEO’s responses that need to be resolved.

Four Key Training Factors

What are the factors that cause the difference between successful and unsuccessful training initiatives? While every project is different, we have identified four key factors:

  1. systems, processes and culture
  2. results mindset
  3. trainability
  4. commitment

Activate Group chooses from processes and principles that have proven to yield consistent success for many years. The results have occurred across different countries and continents and have been used in almost every industry. We find that it is best to not reinvent what works. Instead we work hard to focus on proven practices.  The challenge lies in the four key factors discussed above.

Systems, Processes and Culture

CEOs and the rest of the leadership team come in all different sizes, shapes, styles, and backgrounds. Those variations influence how people behave, hiring practices, motivation schemes, degrees of accountability, amount of focus there is, strength of culture, and so on. This will have a direct influence on the success or failure on training initiatives.

As a result, we do our best to learn as much as we can about your systems, processes, leadership styles, and culture before designing a program. By learning about the organization and its people we can understand how your organization and its leadership may inadvertently compromise the success of the initiative. These obstacles need to be addressed to help maximize success and return on investment and energy.

The key here is to understand that training is change, and change begins in the company, not with the consultant or trainer. The job of the consultant or trainer is to provide processes, systems, knowledge and/or tools that can help you change your culture and how your people operate in that culture. The consultant or trainer can help the leader identify thought processes that are getting in the way of progress. It is the senior leadership’s responsibility to show their organization that they are committed to making these changes to their own thought processes to drive results – even if that change is not comfortable! If you have an open mind and are committed to change, then your people will step up.

Results Mindset

There must be a results mindset to training. While this seems obvious, it is common to find training programs that are done for the sake of training.  Many organizations have not thought through the “why” of training and, the outcomes they are trying to achieve, and how in the short- or long-term they intend to affect the top and bottom line. All training should have a positive impact on your bottom line. In addition, companies should determine the proper allocation of their cost structure to training. Management must carefully prioritize training to target those initiatives that will have the biggest impact on bottom line. Properly planned training reduces turnover, improves productivity, increases quality, reduces the number of people needed in the organization, increases customer retention, and/or leads to more sales. Benchmarks to measure progress should be predetermined and tracked.

Trainability

This is the most important issue of all. When an organization does not like employee performance the first response is to throw them into training. However, would you send an accountant to medical school? Typically the best accountants would not make great doctors as they possess and were born with different talents. Talents cannot be taught in a training class. We can teach people skills and knowledge, but if they lack the core talents for a role, they will still underperform in that role. Very often companies have not done the proper job in the hiring process, and rather than taking the proper steps to acquire appropriate personnel, they are hoping that training will make their problems go away.

Using assessments we try to help our clients determine whether they have properly hired people into the right roles to begin with. Or if they are promoting someone, whether that will be the right move. Otherwise, they will be providing training to the wrong people. You want to provide training to people that can and will perform well in their position. Many companies have a policy of “a hope and a prayer” that their poor performers will turn around after attending training. This has never worked well and will continue to be a bad practice for companies.

Commitment

Just because an organization made a decision to do training does not mean there is a commitment to that decision. Typically for an organization, training equals change. Companies use outside trainers to gain access to methods that are typically better than what currently exists inside the company. There is a belief that the current internal system is inadequate. However, the new ideas conflict with the traditional belief systems of many of the employees and even the executive team.

While this is known, management underestimates the challenges that will be faced when people push back and do not want to change. They are unrealistic on how long it will take for people to permanently and consistently change their old belief systems to the new ones that are required to implement the new processes. Most initiatives should take a minimum of 9 to 12 months, and most leadership teams are not patient enough to wait. While they begin to see results, these are leading indicators and sometimes not as large as management had envisioned, or the measurements are in the wrong areas. They fail to recognize the value of the programs and stop too early because of their lack of full commitment to see things through.

Great leaders look for a training organization that will help them properly evaluate and understand the impact of their systems, processes and culture on the results they want. Such an organization helps clients structure a program with measurable results and just don’t design training for its own sake. They focus on training the right people and look to work with clients that are committed to seeing their programs through to the end.

Howard Shore is a business growth expert who works with companies that want to maximize their growth potential by improving strategy, enhancing their knowledge, and improving motivation. To learn more about him or his firm, please contact Howard Shore at [phone link=”true”] or shoreh@activategroupinc.com.

Effective Sales Management Starts with Hiring

At Activate Group, we have helped hundreds of companies with sales force management and sales candidate screening and hiring. The goal is always to bring the right people into the right positions. Having an effective process is important for all areas of the company, but none more important than the sales team. After all, it’s the sales force that is the engine of your company. If you don’t have the right people on that team, there is no doubt the bottom line won’t be as black as it could be.

We use many tools to help us help our clients identify, assess and hire the right sales candidates but in all honesty, we do have a favorite. The OMG candidate assessment tool has helped us and our clients hire big-time performers, which translated to significant business growth and many happy sales superstars.

Its time-tested collection of assessment tools and techniques (developed by Objective Management Group) has proven to be incredibly accurate and efficient in selecting sales people.

A quick rundown of the assessment tools and the intelligence they provide:

  • Employee Hiring Assessments eliminate 96% of the mistakes in hiring salespeople and sales managers.
  • Existing Employee Assessments identify how individuals can increase their performance and earnings.
  • Sales Organization Assessments offers perspectives that help measure employees’ ability to execute the company’s strategies and meet expectations.
  • Sales Talent Acquisition Routine (S.T.A.R.) assists CEO’s, Presidents, Sales VP’s, HR Directors and Sales Managers with the difficult task of identifying, attracting, interviewing, hiring and retaining top sales talent.

In addition, OMG won the Gold Medal for Top Sales Assessment Tool of 2011. You can see for yourself why OMG is (in our opinion) the No. 1 choice in sales talent assessment by taking advantage of a 72-Hour No-Cost Trial. Just click here for more information.

Howard Shore is a business growth expert who works with companies that want to maximize their growth potential. To learn more about how our sales force development experts can help you through sales force management consulting, sales training, sales coaching, and better systems and process resulting in better hiring practices and maximizing performance of your existing team, please visit activategroupinc.com or contact Howard Shore at (305) 722-7216 or email him.

Kurlan Provides Shocking Stat on Sales Force Management

I read Dave Kurlan’s “Understanding the Sales Force” blog religiously. I happen to like his to-the-point tips and topics on sales force management. One of his recent posts addressed the troubling stat that only 34% of sales candidates take assessment tests without additional prompts.

Now we all know how important and powerful candidate assessments are to finding the A-players for sales roles, right? So why aren’t we all insisting on them and why aren’t the candidates completing them? You should read his insightful post for the probable answers to those important questions.

I can tell you my thoughts on the end results of all those missing assessments:

  1. Poor sales
  2. Unhappy employees
  3. Missed goals

Does your sales force management process include employee assessments? Which ones are you using?

Howard Shore is a business growth expert who works with companies that want to maximize their growth potential. To learn more about how our sales force development experts can help you through management consulting, sales training, sales coaching, and better systems and process resulting in better hiring practices and maximizing performance of your existing team, please visit activategroupinc.com or contact Howard Shore at (305) 722-7216 or email him.

3 Ways to Give Underperformers a Kick in the Butt

On every team there are “A” players and underperformers. My guess is, you know who those people are, but may be struggling with how to deal with the latter. It can feel like a complicated problem, especially when you are dealing with underperformers on the sales team. In my time as a corporate sales trainer, I have found that there are three simple ways to effectively manage sales force development and performance.

1. Establish high standards.

Building a great sales organization starts with standards and many times sales leaders set the bar too low. The good news is that establishing standards for the sales force is pretty straightforward.

Start by establishing a minimum number of deals per week and per month for each sales representative. This should be calculated by mapping a sales representative’s daily activity, broken down into calls and visits to potential and existing customers. (Be sure to also factor in travel time, administrative time, and other non-selling time.) These sales activities should be funneled into conversion ratios.

For example, if a sales representative consistently visits 15 new prospects a week, possesses the proper skills and knowledge, and performs well, this should result in three new customers per week, a conversion ratio of 20%. As a result, the minimum standard would be 12 new customers per month. Failure to achieve these benchmarks indicates that a salesperson is an underperformer. The salesperson who achieves better results has more potential and should be pushed with higher standards. If it is determined that there are a number of representatives that perform at a higher-level conversion ratio, then the standard should be raised across the board.

2. Hold people accountable.

Once standards are set, employees need to be held accountable. And don’t let a fear of conflict get in the way! Many sales leaders are uncomfortable with conflict and/or have a need to be liked by the sales force. Still others believe that everyone should receive limitless chances to succeed as long as they try hard and remain loyal, or that anyone can learn anything. These traps cause standards to become irrelevant and for accountability to fail.

3. Identify causes of underperformance and take action.

Once an underperformer is identified you need to ask, “why is this person not performing?” Typically, there are 5 main causes:

  • Lack of knowledge
  • Lack of skills
  • Lack of talent
  • Cultural misfit
  • Poor leader

If the issue is lack of knowledge and/or skills, you need to recognize that this is a leadership failure. If the problem is persistent and companywide, leadership training that includes employee selection is a good solution. If there is no suitable alternative position for this person, acknowledge the mistake and hire the appropriate person. If there is sufficient time, coach and train the person until they have the proper knowledge and skills to perform well. 

If the issue is lack of talent, the underperformer should be fired. Talent cannot be learned. While possessed talent can be improved, talents such as conceptual thinking, problem solving, self-starting ability, and work ethic cannot be taught. If someone lacks the level of talent you need, there is no sense in waiting. They just don’t have it. The bad performance will continue. Cut your losses now.

The same goes for cultural fit. If the person is consistently violating your core values, he or she does not share them. They need to go.

Effective sales force development can be really simple. It starts with standards, and may require sales training or leadership training, but this is time well spent and will yield results you can take to the bank.

Howard Shore is a business growth expert who works with companies that need help with sales training and sales force development. To learn more about how an executive coach, management consultant, leadership training, or business coach can help your team with employee engagement, please visit his website at activategroupinc.com or contact Howard Shore at (305) 722-7216 or email him.

4 Tools for Building a Sales Culture

Dave Kurlan wrote an article a while back about 10 Rules for Building a Sales Culture —a highly recommended read from the best in sales force development. I’ve worked with him for years and he is always dead-on in his advice for building a company in which business development is the central pre-occupation. Frankly, this is the kind of culture every company should strive to become.

In addition to his golden rules of building a sales culture, I’d like to add what I believe are the 4 strategic planning tools necessary to build a sales culture.

1. Published Company Goals

The goals of the company should be published in more places than just the annual business plan. Specific and measurable goals should be provide for the sales team and each producer. Without hitting people over the head with it every day, company leadership should use any opportunity to remind people of the overall goals and highlight when anyone has done their part to contribute to these goals through an employee recognition program.

2. Position Profiles
We recommend detailed job descriptions for every position, which include key experience, skill sets and, most importantly, success metrics. Before a new employee is even made an offer, they should understand exactly how their new position impacts the bottom line and how they can contribute to it by meeting their individual goals. Having this clear blueprint for how they impact new business development will set them working in the right direction and contributing to sales—directly and indirectly.

3. Individual and Company Evaluations
A culture of sales is born from a culture that is obsessed with measurement and evaluation. Everyone from the top down should receive an evaluation, at least annually but quarterly is best. The company as a whole should be evaluated and the results published to all employees. When a goal or milestone is not met, everyone will be affected and want to work that much harder to hit the goal next time. Be careful to set realistic goals that are challenging but still attainable.

4. Focused Training and Development Programs

Reinforce the company goals by giving your people the tools they need to support the sales effort. Touching on subjects like how to ask for referrals, how to reconnect with “dormant” clients, and how to ensure customer satisfaction are great training topics that can help people think and act on supporting sales. In addition, each department or discipline should have a specialized training and development track that teaches how sales support translates to their work area.

Are you seeing sales support from all corners of your company? What is your biggest challenge in getting people on board with a sales culture?

Howard Shore is an executive leadership coach who works with companies that need sales force development and business management coaching. Based in Miami, Florida, Howard’s firm, Activate Group, Inc. provides strategic planning tools and coaching to businesses across the country. To learn more about sales force development through AGI, please visit activategroupinc.com, contact Howard at (305) 722-7216 or email him.

3 Tips for Better Cold Calling

As a sales force development consultant, I have worked with sales teams of all shapes, sizes and industries. Every team thinks they are “different” when it comes to their product and how it should be sold. And while I often hear “our industry is unique. We rely solely on referrals”, I can tell you that every company in every industry relies on word of mouth—yours is no different.

I hear a lot of salespeople say that cold calling is outdated and doesn’t work. The team won’t do it. They’d rather be out selling. No business ever comes of it. I’ve heard all the excuses. Here’s the cold truth: it does work, if it’s done right.

1. Don’t script the call. You can use a script, but using a script outline is better. Your salespeople are going to make hundreds of phone calls and you want to avoid the monotonous tone that materializes after hundreds of rejections. While you want to make sure to have talking points to touch on, you don’t want them reading anything verbatim. Nothing makes me want to get off the phone faster than a “robot” reciting something for the 238th time. People will listen to an engaging voice with something to say, and ignore a tired and defeated one.

2. Find something in common. If there is any connection to the target client, use it. For example, bringing up a school, organization, acquaintance or hobby—anything that might keep them engaged and willing to listen. This might take some research, but simple searches on sites like LinkedIn and Google could yield golden nuggets of information that you can use to keep them talking for a few more seconds; enough time to get them to agree to a meeting.

3. Schedule call sessions. Let’s face it: cold calling is one of the most hated activities of all time, even for people who like to sell. It becomes more palatable if it’s done once a week or once a month for a set amount of time. Everybody does it at once, for a few hours, and hopefully finishes with a few great appointments.

What techniques have you found useful in cold calling?

Howard Shore is a sales force development consultant who works with companies that need leadership development and business management coaching. Based in Miami, Florida, Howard’s firm, Activate Group, Inc. provides strategic planning and management coaching to businesses across the country. To learn more about sales force development through AGI, please visit activategroupinc.com, contact Howard at (305) 722-7216 or email him.

How Business Strategy Impacts the Sales Force

business strategy

If you are like most successful companies, you have a strategic planning session with your leadership team on a quarterly. However, what most companies fail to connect is how their business strategy impacts the sales force. Very little usually changes in the day to day activities of the sales team after most strategy sessions. What may seem like two completely separate and somewhat disconnected functions are actually highly synergistic. In the most successful companies, they work together, one feeding the other.

Everything grows from strategy—you should know this already. If you don’t, you need to understand this quickly: without an overall strategy for your company that includes defined goals and success metrics, you are only scratching the surface of your potential. And your sales team—your whole team—is operating without a clear vision of where they should be going and how they will know when they get there.

If I asked your sales team what the company brand promises are, or what makes your company different, or how you add value to your customers, would their answers match yours? Would there be consensus across your sales team? If not, why? Most likely your business doesn’t have a clear strategy. If it does have a strategy, you may not have translated this strategy to the sales mindset. And you really, really need to. If your team cannot explain why someone should buy from you over the competition it’s a sign that you lack a good strategy.

The sales function is the lifeblood of your company. If your strategy does not translate to a language that your salespeople can understand and implement, your lifeblood is severely anemic. Every week you should be asking the question, “How should business strategy impact the sales force?”

Here are some example of strategic goals and how those goals could be translated into a sale development plan:

Strategic Goal :

Take 10% market share away from the competitor

Sales Translation:

Develop guerilla sales campaign to  sell away from competitor

Strategic Goal :

Launch new product/service into niche  market

Sales Translation:

Create lead generation plan for niche

Strategic Goal :

Increase revenue by $1M by re-engaging dormant clients

Sales Translation:

Assign dormant clients to sales reps and create a “revive” plan

How have you tied your strategic plan back to your sales force plan? How do you know your salespeople are working towards the same goals?

Call Howard Shore for a FREE consultation at (877) 692-6211 to see how Miami’s top business coach can help you run a more effective business or become a more effective leader.

Common Personality Traits In Great Salespeople

In my career as a sales force development coach, I have worked with hundreds, possibly thousands, of salespeople. I’ve helped companies large and small develop the right sales force development practices, including finding and hiring “A” talent for their teams. In my experience, there are a few personality traits that are common to all top sales talent, regardless of background or industry.

Ego. Great salespeople can handle rejection without letting it consume them. They realize that it’s part of the job and let rejections roll off them like water off a duck’s back. They also truly believe in themselves and their abilities. The ones who are full of doubt and need constant wins never last long.

Self-motivation. “A” sales talent needs coaching and development just like all other employees, but they can generate their own motivation. Most great salespeople have their own goals and aspirations and have no difficulty pushing themselves to get there.

Results Mindset. Top performing salespeople always see the numbers they need to hit. They keep their eye on the prize and work at achieving their goals. They also have a tendency to break those results down into smaller chunks (“chunking”) so they can achieve smaller results along the way.

Energy. Great salespeople jump out of the bed in the morning and go full force until there is no steam left in the engine. Their presentations are engaging and full of life, and they have the ability to get others excited about the product.

Have you seen these traits in your sales team? What other traits would you add to this list?

Howard Shore is a sales force development coach who works with companies that need leadership development and strategic business coaching. Based in Miami, Florida, Howard’s firm, Activate Group, Inc. provides leadership and management coaching to businesses across the country. To learn more about sales force development coaching through AGI, please contact Howard at [phone link=”true”] or email him.

Two Words That Will Help You Close More Sales

There are many skills salespeople need to learn to be successful.  In teaching these skills to my sales leadership coaching clients, I have found that there are two words that many salespeople fail to understand: sympathy and empathy. Not knowing the difference, and not knowing which will help earn sales, can cause significant roadblocks to closing deals.

Many of my sales coaching clients and group trainees believe the words sympathy and empathy are synonyms. They are not. The difference is significant and can have a dramatic effect on sales performance.

Sympathy means that someone shares the feelings of another person or group of people.

Empathy means a person understands the feelings of another person, but remains objective.

What does this mean for salespeople? It means that if you share your prospects’ feelings you are in a weaker position, but if you are empathetic you can still help them.

Here’s an example: A salesperson named Mike from ABC Company is given a lead for George, the owner of XYZ Company. Mike meets with George to discuss the company’s needs. After several hours of fact-finding, they are able to mutually agree on how Mike’s firm can help XYZ.  But George only wants a small piece of ABC’s services. Mike knows that in order to really achieve the outcome XYZ wants, it will require a larger budget: $80K. George tells Mike, “I like what I hear but I’ve never bought this type of product before, and for us, that is a lot of money. Give me some references and time to think about it.”

If Mike is sympathetic he will say, “Of course, I would feel the same way if I were you. I will send you those references and call you next month.”  Experience tells me that Mike has probably lost this deal. George was close to signing, but now he will find many reasons to talk himself out of it.

If Mike is empathetic he will respond, “I understand, but let’s be honest, what will change between now and next month?  If my references confirm that this will work, can we move forward?”

Sympathy rarely has a place in the sales process; it should be reserved for dealing with things like a death or illness.

Remember, people like to buy, not to be sold. You can only do this if you master the skill of empathy. So next time you look at your prospect closing ratio and think it should be better, ask yourself if you have mastered the skill of empathy.

Do you now see the difference?

Howard Shore is a sales leadership coach and founder of Activate Group Inc, based in Miami, Florida. His firm works with companies to deliver transformational management and business coaching to executive leadership. To learn more about sales leadership coaching through AGI, please contact Howard at [phone link=”true”] or email him.