Here’s a concept to help your business development team. Make sure your customers think like you think they think. Put simply, know your buyer’s decision process, especially their default value orientation. The tendency is to assume your customers make decisions the same way you make decisions, that they share your same value orientation. Invest time confirming that your customers think like you think they think. Learn about their default value orientation. It will save you time in the long run. 

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The following is an excerpt from my book, The Human Being’s Guide to Business Growth.”

Leadership Sales Metrics

It’s probably a good guess to say that your leadership team does not have sales metrics. And if your leadership team does have sales metrics, there’s a good chance they aren’t hitting them consistently. When I ask leadership teams about metrics more often than not, I hear, “We should do more of that.” Or “I’m really bad at making time for that, but I know I need to do it.”

The reason leadership metrics are important is because of culture. As we said at the start of this chapter about culture, we know our people are going to look for gaps between what we say and what we do. Culture will eat strategy for breakfast. To unleash the hidden power of your people for growth, start with the behaviors at the top.

To do this, we have to set metrics that can be hit and make a difference. Let’s define what leadership metrics look like because they will be different than traditional sales or marketing metrics. If we know that as human beings we’re happiest when we apply our strengths to tasks, that’s where we need to start. Your leadership team needs to know, you need to know, what their perceived character strengths are. Then you need to apply those strengths to business development activities that can be measured. It sounds simple because it is, but it’s not going to happen without effort.

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Sales and marketing Newsletter

Lessons Learned From Year 6

I usually send this note in October, on the rough anniversary of launching Chambers Pivot Industries, LLC, but for 2018 we’ll sneak it in with a day to spare. This is edition 6 (which is something like 72 in Greg-job-years). Each year I note 2 or 3 big lessons from the year, and make a few announcements.

Let’s light this candle.

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Tactics for Managing Marketing and Sales Roles

We need to cover what to do with your sales and marketing staff. They are the experts in developing new business and naturally resistant to any encroachment into their turf. The day you walk in and announce that everyone sells, their eyes will roll. It’s natural. They are the professionals, no one can do what they do. In this section, we’re going to discuss how to smooth the transition from an organization with siloed sales staff to a company where everyone looks for opportunities. To start, we define marketing qualified leads (MQL) and sales qualified leads (SQL).

Leads are individuals or organizations that are in the market for, or have expressed an interest in your goods and services. We break leads down into two types, the MQL and SQL. The easiest way to understand the difference is using Figure 6.3.

qualified-lead-grid Read more

The Future of Sales


The constant news cycle centered around AI and machine learning forces leaders to consider where to apply this new knowledge and capability. Do we work strictly with existing data? What about security? Can it make my forecasts more accurate? And, if the robots are coming, when will they replace those pesky salespeople? What is the future of sales and selling? Read more

How to Become A Successful Sales Manager


Two sales managers are promoted. Both are given teams of the same size, producing similar results, and are instructed to increase results. Both managers are given the same annual budgets, the same support systems, and report to the same VP. A year in, the VP notices a small gap in performance, but both teams are doing better, the VP is happy. Two years in, that small gap has grown and one team is clearly performing better, from the lowest sales rep to the top. The VP wants to know why? What is the difference? How does one become a successful sales manager?

Without interviewing or knowing the managers in question, I will give you one difference between the two. The best way to explain it is to think of a single sales representative and their new objective. Read more

Who holds the algorithms accountable?


We are evaluating a new technological wonder, a soon to be indispensable part of this client’s martech stack. A proprietary algorithm that will power the growth of the company.

It reminds me of a story about how the machines are building their own algorithms and that gets me wondering. Who will hold the algorithm accountable? Read more

One Million Software Companies by 2027

I’ve been thinking about this quote from Jay McBain at Forrester, “I estimate there are more than 100,000 software companies (ISVs) today around the world — up from 10,000 only 10 years ago. I wouldn’t be surprised. . . to see that number grow to 1 million by 2027.”

Today, in the sales and marketing space there are an estimated 5,000 software companies. In 10 years that number could be 50,000? 50,000 companies that understand sales and marketing, selling and marketing.

Think about it. 50,000 companies emailing you about their solution. 50,000 companies calling you with ideas about how to improve your outcomes. 50,000 companies competing for your sales and marketing dollar. Assuming each of those companies have five sales people on staff, that’s the population of Akron, Ohio fighting to get your attention and sell you a solution, every day in 2027.  Read more