Thu, 4/12/2014




Click on image to view video

Many salespeople have heard the phrase, “You learn more from your failures than your successes.”   However, if you look inside sales organizations, sales managers are sending a different message, one that creates a ‘play-it-safe’ sales culture.  

For example, most sales organizations have a wall where plaques of success are hanging.  There is a salesperson of the year, rookie of the year or best team player.  What’s missing is a failure wall, one that has plaques touting failures and lessons learned. 

Is it any wonder that salespeople avoid risk, play it safe and retreat to the proverbial comfort zone?   Sales managers, it’s time to inspire your people to take risks, experience failure and rise to greater level of success.   Here are three steps to failing well.

#1:  Create a lessons learned sales culture.  Take part of your sales meetings to discuss a lost deal or a selling situation where the competitor flat out outsold you.  Facilitate learning with these key questions:

  • What did you learn?  What will you change?
  • Could you have learned the lesson without this failure? 
  • How will these lessons serve you in winning bigger or better business in the future?

By walking your sales team through these questions, they understand how failure can and will make them more successful.

#2:  Remind your team to take the failure on their role as a salesperson, not their self-worth.   The most resilient salespeople have the ability to separate what they do for a living from who they are.   Most successful people have failed multiple times on their journey to success.  However, they don’t take the failure personally.  They know they still possess the attributes which make a great human being:  honesty, kindness, accountability, compassion, humor and the list goes on. 

A recent coaching session with a salesperson reminded me of this fear of failure.  We were debriefing her first year with the company.  She is hitting her quota; however, she shared an introspective comment.  “I wonder what I could have achieved if I had gone after the deals I didn’t think I could win.”   To her credit, she knew she had played it safe to avoid failure. 

#3:  Watch the video.  You will see that you are in good company with others that have failed and succeeded. Click on the wall image above to view.

Teach your sales team how to fail well.   You will find them taking more risks, learning great lessons and outperforming your ‘play-it-safe’ competitor. 

Good selling!

tags: colleen stanley, Emotional Intelligence, sales, sales management, Sales Manager, Sales Team, sales training
Thu, 20/11/2014

You have several good clients.  However, you know those good clients are purchasing a few lines of business from your competitor.    You know you offer a better product and service after the sale.  So what’s the reason they haven’t moved those lines of business to you?

Check out these three reasons for account stagnation rather than effective account management. 

#1:  You haven’t asked.   Or if you did ask, it was pitiful.  “You wouldn’t consider…..” Your self-talk about the existing vendor has turned into a full blown fiction novel.   And when you say something to yourself repeatedly, fiction becomes truth.  “They’ve been with X, Y, Z company for ten years…they’ll never move.   They don’t want to put all their eggs into one basket.”   Give your client an opportunity to tell you no!  Ask and you will receive an answer based on fact not fiction.

#2:  Lack of pre-call planning.  If you are going to unseat the incumbent, you research and know the incumbent’s areas of strength and weakness.  Once you are equipped with that knowledge, you are equipped to design value propositions that expose a gap in their offerings, without ever mentioning their name.   For example, if you offer a dedicated customer service for your clients, the value proposition might sound like.  “Joe, a lot of our clients are moving XYZ line of business  to us because of our ability to offer a dedicated customer service rep.   They’re tired of wasting time re-educating the rep every time they call in with a need or concern.”     

#3:  Lack of empathy.  Change in business is hard, for a variety of reasons.   Relationships are important, so even when the existing vendor is screwing up,  people can be reluctant to change due to a personal connection.  

Then there is the hassle factor of change.  Your customer is busy and the perceived (key word)  pain of change can appear greater than the current pain of mediocrity by the current provider.

Empathetic salespeople know how to ‘walk a mile’ in their prospects shoes.  They put on the customer hat and address  change issues up front.  “Jeremy, if I were you, I would be concerned about…….should we talk about that?”

Ask, plan and demonstrate empathy.  The combination of these skills will change your role from account stagnation to effective account management. 

Good Selling!

tags: colleen stanley, Emotional Intelligence, sales, Sales Leaders, sales management, sales management training, sales training
Fri, 14/11/2014

The countdown is on.  There are approximately 34 days left on the calendar (depending on when you read this) to hit your 2014 sales goal.  For some sales managers and salespeople, there is little anxiety because the ‘money is in the bank.’  Not so much for others.  There are sales professionals looking for ways to execute a Hail Mary pass in the fourth quarter in order to hit their revenue touchdown.      

So what’s the difference between the two sales camps?  Top sales producers are good at stopping and starting the right activities.


  • Wasting time.  Salespeople waste a bunch of time pursuing opportunities that are never going to close. They have a full sales pipeline filled with ‘suspects’ that keeps them busy with call backs, need more information, (and more information) and references.  These suspects have plenty of time to waste and little money to invest. 


  • Conducting quarterly win-loss analysis.  Look at the demographics and psychographics of where you are winning business.  Is there a size, industry, pain point, life cycle where your products and services provide a clear value and return on investment?  Clean out your sales pipeline.  Sure, it’s comfortable calling on the same people.  What’s not comfortable is staring at an empty bank account. 


  • Being average.  Sales is an absolutely miserable profession to be mediocre.  It’s kind of like running into a brick wall every day—on purpose!  Mastery is within your control.  You can control your sales activity, improvement of influence skills and knowledge. 


  • Treating sales as a profession.   Lawyers and CPA’s are required to earn continuing  education credits in order to practice their professions.  Why not require the same of yourself.  Business continues to change---do you?


  • Using words such as try, gonna, should or pretty soon.   They send a message to your brain that you are not serious about changing or improving.  No one cares about your intentions.  People only care about your actions. 


  • Improving today.

Good Selling!

tags: colleen stanley, Emotional Intelligence, hail mary, sales, sales management, Sales Manager, sales training, salespeople
Fri, 7/11/2014

Remember when you were a kid and your teacher or parent would say, “Pay attention.”  Little did we know that statement was great sales advice.   

In a world where people are addicted to being connected, they are becoming increasingly disconnected.  Look no further than the weekly sales meeting.  The sales team enters the room and places their smart phones on the table.  Then, for the next hour, they stare at them for fear of missing an email or phone call. The sales manager is at the front of the room sharing selling tips that help the sales team close more business.  Unfortunately little or none of the tools are used because the salesperson missed the advice---he was checking his smart phone. 

A study by Kleiner, Perkins, Caufield and Byers found the average user checks their phone nearer to 150 times per day.  Now do some simple math.  If each check takes 60 seconds, that is two and a half hours per day of  “checking” in.   Multiply that number by five working days and you have a salesperson that has invested over 10 hours checking messages.  Multiply that number by four weeks and you are at 40 hours.  Hmm…wonder what selling activities could be accomplished if checking in was decreased? 

There is another problem created by multi-tasking:  lack of focus.  Salespeople that are constantly connected are training themselves in the non-revenue producing habit of distraction.  Again, do some simple math.  

A consultative sales meeting takes 45 minutes to one hour.  The effective salesperson needs to be present, focused and paying attention. Now, if you have never paid attention for one hour, prior to a sales meeting, how are you going to pay attention for that amount of time?  You can’t demonstrate a habit or skill which you have not developed. Focus is the new competitive weapon for sales organizations.

Do you want better sales results?   It might be as simple as turning off your technology. 

Good selling!

tags: colleen stanley, Emotional Intelligence, sales, sales management, Sales Manager, sales training
Fri, 31/10/2014

This question has been asked by more than one sales manager.   When do I let a salesperson go?  Have I given the person enough time to succeed?  Look no further for the answer than the hit song from Kenny Rodgers, “The Gambler.”  “You’ve got know when to hold ‘em.  You’ve got to know when to fold ‘em.” 

Here are a couple of tips for knowing when to hold or fold. 

#1:       Track and measure sales activity.  When I started in this business over 16 years ago, the first question my coach asked me was, “Tell me about your sales activity.”  I thought the question was a little strange.  I was in the sales training business---shouldn’t he be asking me about my sales techniques? 

My coach knew something I didn’t at the time.  A salesperson can control their sales activity.  They can always do “the work.”  Skill building may take more time due to forming new neural pathways in the brain, discarding old habits or breaking through self-limiting beliefs. 

If a salesperson isn’t executing a defined sales activity plan, (note the words defined sales activity plan), then you probably have someone that is lacking work ethic, drive or passion for  your product or services.  Time to fold ‘em. 

#2:       Coachable.  No matter how long you’ve been in sales, there is always something new to learn.  Coachable salespeople may not be the quickest to pick up sales skills; however, they do learn the skills because they are the “buggers” of the world.  They “bug” their sales manager for advice and mentorship.  They “bug” the top sales producer on the team for input on how to handle specific selling situations.  “Buggers” proactively seek help instead of waiting for someone to make them good. 

The “buggers” of the world also take an important next step.  They APPLY the information.  These salespeople are the one’s talking to themselves as they rehearse scripts, objections and compelling questions. 

If the salesperson in question isn’t a bugger---time to fold ‘em. 

And one final piece of sales management advice from Kenny Rodgers.

Every gambler knows
That the secret to survivin'
Is knowin' what to throw away
And knowin' what to keep


Don’t gamble on hitting your sales quota.  Know when to hold ‘em and know when to fold ‘em. 

Good Selling!

tags: colleen stanley, Emotional Intelligence, sales, sales leadership, sales management, Sales Team, sales training, The Gambler
Fri, 24/10/2014

I was conducting a sales management course last week with a group of very sharp sales managers.  The conversation was focused on the importance of tracking and measuring sales activity and results.     

Now, tracking and measuring is not a new concept.   Study anyone trying to get better at time management or losing weight.  The person struggling with poor time management starts tracking each minute of the day to figure out what and who is eating up valuable time. 

The person trying to lose weight uses a popular accessory called Fitbit® that measures activity such as steps, distance and calories. 

Perhaps it’s time for a “Sales Fitbit®.”   A core philosophy at Fitbit® is:  small steps, big impact.  Sounds like a great best practice to duplicate in sales. 

Salespeople often think they are doing enough activity OR the right activity.  (And many of us  think we are exercising enough.)  Track and measure to get a reality check on what’s working or not working in producing consistent sales results.  Let’s look at one part of the sales process, lead generation. 

  • What sales activity is producing the most results?  Maybe email prospecting needs to be replaced with a LinkedIn strategy. Is your networking---NOT WORKING?
  • What is the number of outreaches needed in a week/month to reach live prospects? 
  • Is there a better time and day of the week to connect with potential clients? 
  • What value propositions are resonating with potential buyers?  Do you need to update your messaging to connect with buyers? 

Put on your Sales Fitbit®.    Track, measure and improve.  You’ve heard it before. What gets measured improves. 

Good Selling!

tags: colleen stanley, sales, sales management, sales management training, sales training
Tue, 21/10/2014






Monday mornings start off with sales meetings and the infamous sales pipeline review. The sales manager interrogates, the salesperson fabricates and the CFO wonders how she can run a company when the sales department isn’t able to accurately forecast sales. 

So what’s the answer?  There are several reasons for inaccurate sales forecasting, however, the two below are the most common I see when working with sales organizations.   

#1:  No defined sales process.    A few years ago, I worked with a company included giving tours of their warehouse as a defined step in their sales process.  Their warehouse was state-of-the art and a great differentiator from their competition.  Once a salesperson completed this step, he was allowed to assign a 60 percent close ratio to the opportunity.  

Identify key steps in your sales process to prevent “hope” pipelines.  Determine the questions and decisions that must be made at each stage.  Have you ever heard this statement?  “I’m hoping it will close this month.”  (And the CEO is hoping he can pay you.) 

#2:  The infamous comfort zone.  Salespeople get comfortable calling on the same opportunities—even if it negatively affects their commissions.   They do a lot of checking in and get “comfortable” hearing, “We are still interested….give me a call back in a month.”  After the check in call is completed, the salesperson enters the data into the CRM tool, moves the close date to the next month and is on her way to managing a sales pipe dream. 

Establish a protocol in your sales organization.  Once a prospect has been in the sales pipeline longer than your company’s average sales cycle, take the prospect out of the pipeline.  The salesperson can continue to pursue---it just doesn’t count toward the immediate 30 – 90 day pipeline.        

What’s in your sales pipeline?  Pipe dreams or real sales forecasts? 

Good Selling!

Colleen Stanley

tags: colleen stanley, Emotional Intelligence, sales, sales management, sales management training, sales training
Thu, 9/10/2014

You met with the prospect and thought you ran an effective meeting.The prospect seemed engaged and interested. He said all the right things. This looks really interesting. We know we need to do something.


You follow-up with the prospect and hear radio silence.  Your phone calls and emails are not being returned.  You start to wonder if your prospect has retired or moved to Antarctica.  Unfortunately, you are now in ‘chase mode.’  How did you end up here? 

Many salespeople need to develop an emotional intelligence skill called reality testing.  This is the ability to see things as they are rather than how you would like them to be. 

Here are three tips to help you improve your reality testing skills and consultative selling skills.

#1:  Don’t confuse interest for action.    I have never seen a prospect invest time or money because of interest.  Unfortunately, when salespeople hear that the prospect is interested, they stop asking questions and assume they have a real opportunity.

A salesperson with high reality testing goes on high alert, asking more questions.  “What makes this interesting?  What have you done thus far?  What is the reason you haven’t done anything?”  Great salespeople know that the prospect must convince them that they are not just interested.  They are committed to changing, growing and improving.  

#2:  Do not confuse information for evidence.   For example, your prospect shares, “We are tired of poor customer service.”  Apply your reality testing skills.  You heard information; however, you have no evidence that the prospect is really experiencing poor customer service.  And is the problem really big enough to change vendors or invest more dollars?     Without asking further questions, a salesperson may also miss that the prospect is the problem….not the existing vendor.  Perhaps, the prospect isn’t getting information to their existing vendor in a timely fashion, which is impacting the existing vendor’s ability to service the account. 

#3:  A clear next step.  Here’s a reality check.  You don’t have a clear next step unless it’s on both parties calendar.  Has anyone been guilty of accepting a vague request from prospects such as, “Give me a call in a couple of weeks.”  Vague next steps lead to chase mode and vague sales pipelines.  Apply another emotional intelligence skill, assertiveness, and book a specific date and time to call.  Serious prospects have no problem scheduling the next appointment. 

Apply emotional intelligence skills and consultative skills during the sales process.  Eliminate chase mode and wasted time.  You deserve to work with prospects that are “into you.” 

Good Selling!

Colleen Stanley, President and CSO

tags: business intelligence, colleen stanley, Emotional Intelligence, He's Just Not That Into You, sales
Fri, 26/09/2014

I love movies.  My problem is that while watching most movies, I can’t help but connect most of the plots and messages to sales and sales management training!  

Draft Day is my new favorite.  The plot involves the NFL Draft and the important decisions made by general manager,   Sonny Weaver, in an effort to rebuild his team.    Sonny trades for the number one pick in the NFL--and then goes to work trying to find the “one thing” this talented quarterback DOESN’T possess.   His goal:  to see if he can live with that “one thing.” 

What is the one thing you should be looking for in your new hire? 

  • Is your new salesperson charged with lead generation?  If so, find out if your potential new hire has referral reluctance?  Most companies ask good interview questions around the candidate’s network.  What they might miss are questions that dig into the salesperson’s ability to leverage that network.
  • PITN.  Your potential candidate is talented.  The sales production numbers are outstanding.  The problem  or “one thing” is that this salesperson is a Pain In The Neck.  He wreaks havoc on other departments because of his demanding attitude.  Or refuses to input data into a CRM tool because he doesn’t like to be micromanaged.   As a result, you are trying to run a company with no accurate forecast of sales coming in the door.    How’s that working for you?

Watch Draft Day and learn the importance of looking for the “one thing” with your next hire.

tags: colleen stanley, Emotional Intelligence, sales leadership, sales management, sales managers
Thu, 11/09/2014

You’ve all seen this salesperson.  He looks busy, complains there isn’t enough time to get everything done and has no sales results to show for his efforts.  What’s not working?

This salesperson is confusing being busy with being productive.  As a result, he is on an endless sales gerbil wheel leading to no sales.  

 Here are a couple of tips from top sales producers that are busy AND productive. 

#1:  Time Management.   Great salespeople are excellent at planning and managing their time.  When they come into the office on Monday morning, they know who they are going to contact, why they are going to contact them and when they are going to contact. 

They use a basic time management tool called calendar blocking.  If you look at their calendars for the month, these top performers have blocked out specific times for prospecting, account management, running appointments and follow-up.  They are planning their work and working the plan. 

On the other hand, the busy and non-productive salesperson starts getting ready to get ready on Monday morning.  By the time he has organized his week, the competitor has contacted all of his best prospects! 

#2:  Track and measure.  Productive salespeople score high in the emotional intelligence skill of reality testing.  They closely track and measure their efforts and results.  Their ideal client is identified and pursued.   Non-productive salespeople are busy pursuing---anything that fogs a mirror!  

The productive salesperson has clearly identified selling steps and stages and HONORS those steps.  For example, if the prospect isn’t willing to allow access to other decision makers, this salesperson disqualifies the prospect early in the sales process. The non-productive salesperson doesn’t really have a defined sales process so they are busy---pursuing prospects that are never going to buy. 

Are you busy or productive?

Colleen Stanley

tags: collen stanley, Ei sales training, Emotional Intelligence, emotional intelligence for sales success, sales leadership
Wed, 27/08/2014

Remember the movie City Slickers?  Curly was a seasoned cowboy that was shepherding a bunch of 'wanna be' cowboys on a trail ride.  One of his favorite expressions was, "there's just one thing..."

Join me as I interview Will Matthews, President of the Matthews Performance Group, and discover one thing that will help you build rapport AND close business with prospects and customers.

tags: colleen stanley, emotional intelligence for sales success, sales leadership, sales training, Will Matthews
Wed, 30/07/2014

When I started in sales over 20 years ago, I was taught to overcome objections.  The logic behind this awful selling technique was that overcoming the first “no” would get me closer to a yes.   I was taught to overcome the objection seven times!  This obnoxious selling behavior didn’t work back then and it doesn’t work today because of psychology and physiology 101.

Here’s a typical sales scenario where a salesperson is applying the overcoming the objection technique.  “Ms. Prospect, if we could do X, Y and Z, would you want to move forward?”  This language makes the prospect feel trapped and  sends them into fight or flight mode.  She feels cornered and manipulated and neither emotion is good for closing business. 

At that point, she gives the typical answer, “Let me think it over.”  Your overcoming the objection technique just put you into the infamous chase mode. 

A more authentic and non-manipulative way to approach prospects is to bring up the objection.  You know what they are---so why not have a conversation about potential concerns?  The reality is that 50% of your prospects won’t bring up concerns because they avoid conflict.  The other 50% won’t bring up a potential  objection because they aren’t willing to go through the overcoming objection dance.  

The result is your prospect often has a discussion with other members of his team AFTER you leave the appointment.  And that discussion is often based on perception, a bad experience with other suppliers in your industry or poor information. 

The best salespeople bring up objections during a sales meeting. The conversation might sound something like, “George, you haven’t mentioned this issue so I don’t know if it’s of value for us to discuss.  Often, when I meet with directors of sales, they have a concern about whether or not our methodology will work in their industry.   Should we talk about that?” 

Stop overcoming objections.  Bring up the objection and hold real world sales conversations with your prospects and clients.

tags: colleen stanley, denver sales training, emotional intelligence and sales success, sales management training, sales training
Wed, 16/07/2014

I had the good fortune to hear Neen James, leadership expert, present at the National Speakers Association. She asked the audience a great question. “Are you a thought leader or thought repeater?”  (You might be thinking I am a thought repeater at this point….stick with me.)

Salespeople are told be thought leaders, trusted advisors, insightful salespeople, provocative and be willing to challenge your prospects and customers assumptions. All wonderful ideas--that often don’t show up during a sales call. Why?
To be a thought leader, you must:
#1: Get out of your industry silo. Tamara Kleinberg is an innovation expert and helps companies think, act and become more innovative. She shares, “Most innovation is on the fringes of everyday life….you just need to pay attention and see what you can adapt to your world.)  (Click here for her free innovation worksheet: Make it a habit every day to study what other companies, not in your vertical, are doing to win business and retain clients. Then share those insights with your customers to help them remain competitive. How many of you could use a version of a Walmart Greeter in your organization? 
#2: Be a permanent student. During candidate interviews, I always ask this question. “What are the five most recent business books you’ve read?” The typical answers are, “None….going to get to it….”  How can you be a thought leader if you aren’t gaining any new thoughts!  Are you aware of trends, market changes or customer demands? I recently added a very effective concept to our sales training program after reading a book on spirituality! 
Good Selling!

Colleen Stanley

President and CSO
tags: denver sales training, emotional intelligence for sales success, sales management training, sales training classes, sales training courses
Thu, 26/06/2014

The 4th of July is right around the corner. It’s the time of year where we can celebrate the history of the United States, giving praise to our founding fathers for their bravery and foresight.

It’s also the time of year where sales teams and sales managers recognize the half-way point of the year. Six months to achieve quota.

In preparation for third and fourth quarter, take time to review history lessons from America’s birthday. The lessons will make a difference in your sales results.

Lesson #1: Conviction and commitment

Our first president, George Washington, was also a commander in chief during the Revolutionary War. Like most wars, this was a brutal war that lasted eight years. George Washington’s commitment to the cause of freedom was tested. There were harsh winters. His army was outnumbered by the British army and he suffered the betrayal of close staff members.

He had many reasons to quit the fight and give up. Despite great challenges, George Washington and his troops persevered because they had a unified goal: freedom and independence.

The lesson from history books for salespeople is to ask yourself the tough questions. How committed are you to achieving your sales goals? It’s easy to give excuses. “The competition has more brand recognition, more feet on the street and lower pricing.” These excuses lead to blame instead of looking at your own sales efforts and skills.

Imagine the outcome of the Revolutionary War if our forefathers only concentrated on what they didn’t have versus what they did have? Experts ranging from self-help to neuroscientists to spiritual leaders will all agree on this common principle: focus on what you want and can control. You can always control conviction and commitment.

Lesson #2: Celebrate

The 4th of July is the day of the year where people, of all political parties, celebrate this great country. How often is your company celebrating their greatness? Most sales organizations are run by driven sales managers comprised by equally driven salespeople. Sales meetings focus on achieving next quarter’s goals and troubleshooting problems --- all very important to staying in business and satisfying customers. What often is missing, is taking time to celebrate the victories.

Ed Oakley, author of Leadership Made Simple, teaches his clients to start meetings with this question: What are we doing right? It’s a simple question that creates powerful results. It can move a culture from finger pointing to arms raised in victory.

Lesson #3: Step Back in Time

The 4th of July is a wonderful time of year to review and listen to the stories of the ordinary men and women who built this extraordinary country. Their tales of bravery and courage are a symbol of what can be done by people who believe in a cause.

Companies are well served when they keep the history and stories of their company alive. New salespeople don’t know the early stories of the owner working out of his/her garage. They assume the new office building is the way things have always been.

A vice-president of sales began his career with a company that went from start-up to IPO. He always made sure the President of the company invested an hour with the new hires to tell the ‘story’ of the company. He made sure new hires understood that ordinary people built an extraordinary company.

What is your company story? What were the early battles of survival? Why was the company started? Storytelling has been used for years to make sure great events are remembered. Make sure your organization is sharing its history, its story.

It’s the 4th of July and it’s half-way through the year. Examine your commitment, celebrate your victories, and keep your company’s history alive. Remind your sales team that ordinary people build extraordinary companies.

tags: colleen stanley, denver sales training, emotional intelligence for sales success, sales management training, sales training classes
Fri, 13/06/2014

I am a big fan of the magazine, SUCCESS.  They do a great job with articles, interviews and relevant topics geared toward business and sales.

In a recent edition, Darren Hardy interviewed Jack Welch.  As always, Welch had a lot of great information to share.  My biggest takeaway was his comments around the often misquoted, “Get rid of the bottom ten percent of the organization.” 

Welch shared with Hardy that you get rid of the bottom ten percent----after you have let the individual know that he/she isn’t achieving desired standards. That requires a conversation of candor, which many people avoid. 

After all, does anyone really enjoy having the tough conversations?  In Welch’s opinion, candor is a gift and a required skill for effective leadership. It eliminates wondering where the heck you stand in the organization and/or with your boss.   

Effective sales managers are good at having the ‘candor conversations.’ I often refer to these conversations as truth telling.  Give your team a gift by giving them some honest feedback. 

Years ago, I coached a sales manager on having a truth telling conversation. He shared with me that members of his sales team were surfing the internet during the day for personal reasons, not professional.  I quickly corrected him and said, “They aren’t surfing the net….they are stealing.”  He looked at me in shock. I continued. “Well, aren’t they getting paid to work for the company during the day?  And if they have that much time on their hands, shouldn’t they be calling existing clients to simply thank them for their business?  Also, I thought one of your core values was integrity.”

The sales manager got the point and held a truth telling conversation with his team about ‘stealing.’  Behaviors changed, sales went up and a core value was reinforced.  

Give the gift of candor. You might be the first person that has ever held the truth telling mirror up to a salesperson. As the famous poet Maya Angelou said, “When you know better, you do better.”  Help your sales team do better. 

Good Selling!

Colleen Stanley

President and CSO

tags: colleen stanley, emotional intelligence for sales success, leadership training, sales management training, sales training