Fri, 01/23/2015

Hiring top sales talent is no easy task.  More than one sales manager has been frustrated because he discovered he hired a terrific interviewer---not a terrific salesperson.   There are several reasons for misfires on talent acquisition. 

Salespeople get promoted to sales management with little training on behavior based interviewing skills.  (Click here for our hiring and selecting top talent workshop.)   A lot of sales managers only interview for sales experience or experience in their specific industry.   This experience is important, however, equally important is interviewing for emotional intelligence skills.  EQ is a key predictor of success in life and in business.    

There are several emotional intelligence skills that impact sales success.  Assertiveness or the ability to ask for what you need is an important EI attribute to include in your next sales interview.    Research conducted by the Corporate Executive Board shows that top salespeople are assertive.   Assertive salespeople are comfortable asking the tough questions during a sales call and stating what they need to create a win-win business relationship.  

A great interview question to test for assertiveness is,   “Tell me about a sales call where the prospect was hesitant to share budget or didn’t have a budget.  What did you do?”  Listen to see if the salesperson demonstrated assertiveness and uncovered budget by asking more questions before writing a proposal.   Non-assertive salespeople acquiesce to the buyer’s process and follow the ‘go along to get along’ sales approach.  The result:  wasted time writing practice proposals and sales pipelines with prospects that are aren’t willing or able to pay for the value your company provides.    

Building a great sales team starts with carefully selecting each individual on your team.  Interview potential sales candidates for hard selling skills, industry knowledge and emotional intelligence.  Soft skills make a difference in achieving hard sales results.   Join us on March 3 & 4 and learn how to hire top sales producers.

Good Selling!

tags: Sales Manager, sales training, sales, Emotional Intelligence, colleen stanley, Sales EQ
Fri, 01/23/2015

Peter Salovey and John D. Mayer, two of the leading researchers on Emotional Intelligence (EI), have developed a model in which EI is divided into four main braches. These are:

  • Perceiving Emotions including nonverbal signs such as facial expressions and body language
  • Reasoning with Emotions to promote thinking and cognitive activity in their expression
  • Understanding Emotions, which requires critical thinking to fully grasp their source and complete meaning
  • Managing Emotions, including regulating your own emotions and responding appropriately to the emotions of others

The branches of this model are arranged from basic psychological processes to those of a more complex and integrated nature. Some believe that these abilities are inborn, but we have found that through education, training, and guidance, EI can be developed and strengthened in nearly anyone.

Through comprehensive training, we provide our clients with the tools they need to effectively perceive, reason, understand, and manage emotions. This, in turn, can result in more beneficial relationships with current and potential customers, greater productivity, and enhanced workplace interactions.

We would be honored to discuss your needs and goals, and to help you choose which training would most benefit your company. Please contact us today to schedule a face-to-face or phone consultation and take the first step towards developing skills that will benefit every aspect of your personal and business life.

tags: Emotional Intelligence
Fri, 01/16/2015

I met with a few business colleagues last week to share goals and aspirations for the upcoming year.  One of my associates shared that she was looking for a new assistant.  She had fired her previous employee because in her words  she was a “95 percenter.”     Obviously the term intrigued all of us so we asked for the definition.  My colleague explained.  “My assistant was actually pretty good.  However, she just couldn’t complete the last five percent of a project or task.” 

This 95 percent remark got me thinking.  Where am I performing at 95 percent?  Where is it easy in the sales profession to give 95 percent rather than 100 percent and what are the implications?   Here are a few areas to think about. 

  • Business Development.  Your goal is to make 10 outreaches a day, both prospecting and client calls.  Life sets in and you complete 95 percent of the task.  That doesn’t seem too bad until you do the math.  10 times 95 percent equals 9.5, a shortfall of only .5.  However, multiply that number by five days a week, four weeks in a month and twelve months in a year.  The number changes from .5 to 120 contacts not made. By applying the five percent rule, what existing relationships could have been deepened with further contact? What new lines of business could have been sold? What new opportunities could have been opened? Five percent adds up.
  • Thank you notes.  You’ve just closed a large contract because of a referral from a strategic alliance partner or client.   You look at the clock and it’s the end of the day.  You want to go home so you choose the 95 percent route.  Instead of taking two minutes to craft a handwritten note, you shoot off a quick email of thanks.
  •  Finish the race and apply the five percent rule to pen a personal note of thanks.  Since no one is doing it, your thoughtfulness will stand out. 
  • Selling skills.  We work with clients on the “Take 10” strategy.  Take 10 minutes every day to listen to a sales audio, read 10 pages of a self-improvement or sales book.  Take 10 minutes to review your notes from sales training.  There are 2700 minutes in a 45 hour week.  The “Take 10” strategy is only  .0003 percent of your week!

Okay, enough with the numbers.  You get the idea.  Apply your emotional self-awareness skills and ask yourself the hard question, “Where am I only giving 95 percent?” 

Make it a goal to be in the 100 percent club this year.  Small steps lead to big successes. 

Good Selling!


tags: sales, sales training, Sales Manager, sales management, colleen stanley, Emotional Intelligence
Fri, 01/9/2015

It’s the beginning of 2015.  There are new sales quotas to achieve and opportunities to develop.   One of best ways to ensure you will hit your quota is to fish where the fish are biting. 

This is the time of year where sales professionals develop their Top 10 or Top 25 List of prospects.  Here’s an important tip to remember.  You can be the greatest salesperson in the world, however, if you call on prospects that don’t match your demographics or psychographics, you are going to be busy and broke.  

Get clear on your ideal client.  At SalesLeadership, we coach clients to look at both the demographics and the psychographics when developing their Top 10 list.  Many salespeople miss revenue goals because they only look at demographics when developing their target prospect list.  Demographics such as size of the company, number of employees, and revenues are important.  Equally important is the psychographic or the attitude and values of your best prospects. 

When I ask salespeople to describe their best clients, I often hear, “They treat vendors like partners.  They are proactive in seeking solutions.  They value outside counsel and opinions.”   None of those answers have anything to do with demographics.  They have everything to do with psychographics, the attitude or values of an organization. 

In the sales training business, we win more business with companies that value education and outside advice.  It is as important as the demographics which include size and revenues of the sales organization.    

Apply the emotional intelligence skill of reality testing.  Conduct a win-loss analysis and see how many opportunities you lost because--- you shouldn’t have called on the prospect in the first place! 

Set yourself up for success in the New Year by fishing where the fish are actually biting!

Good Selling!


tags: sales, sales training, sales management, Emotional Intelligence, colleen stanley, Fishing
Tue, 12/23/2014

It goes without saying that listening to current and potential clients is key to making sales. However, listening requires more than simply hearing the words – it requires knowing how to read in between the lines and offering useful and honest answers to unasked questions.

The old adage is true: the question being asked is seldom the real question. Questions such as, “How long have you been in business?” may seem fairly straight forward, but lying just below the surface are questions about your credibility, your experience, and your performance. This makes it important to develop skills that allow you to garner those deeper meanings and provide answers to even the questions that are not directly asked.

SalesLeadership is pleased to offer training tools that teach valuable listening skills and help build client trust and confidence. Our training workshops provide in-depth information and integrative techniques to help ensure mastery of a variety of sales skills. We would be happy to discuss our training with you in greater detail and to answer any questions you may have about our services.

To learn more about our exciting training workshops, please contact SalesLeadership online or by calling (877) 541-4604 today. Based in Denver, Colorado, our team provides training for companies throughout the United States.

Fri, 12/19/2014

I recently enjoyed lunch at Racine’s, a local Denver favorite.  As usual, it was packed.  There are many reasons this restaurant has enjoyed success for over 30 years.  The trifecta of good food, ambience and ease of parking leads to many repeat customers.  AND….the owners are right in the “laboratory” of managing the customer experience. 

More than once, I have dropped my car off at their valet service, only to have it driven off by co-owner, David Racine.  Most patrons probably don’t know he’s one of the owners.  I mean really, what is a business owner doing parking cars? 

I suspect there are several reasons that David parks cars.  And these same reasons can translate into greater sales revenues for your sales organization. 

Reason #1.     Provide a great customer experience.  You might have a terrific sales force; however, if the person answering the phone graduated from “fun hater” school, your team may lose the opportunity to connect with a qualified prospect because of the first impression.  Or your prospect can’t even get a live body on the phone.  Carpal tunnel is setting in because of  “pressing zero” in their desire to connect and give someone their money. 

Reason #2:     Get out of the office and into the field.   I’m sure David hears a lot of conversations as people are walking out of the restaurant and waiting for their car.   Those comments may vary from compliments to complaints.  Either way, he knows what’s working or not working.    

Sales managers, can you hear a customer’s candid feedback sitting behind a desk or sitting in yet another corporate meeting? Schedule time to audit phone calls and hear what prospects and customers are saying, objecting to or requesting.  Get into the car and meet the person that signs your paycheck. 

Nothing, I repeat, nothing replaces hearing feedback right from the “horse’s mouth.”  (Prospects and customers--no offense intended.)

Reason #3:     Model the behavior you expect from your sales team.  The best leaders demonstrate they are willing to do what it takes to attract, serve and keep the customer.  This behavior builds credibility builds with their sales team because they see the leader walking the proverbial sales talk.    

Go out and park a few cars and learn about what your customers want, need and deserve. 

Good selling!



tags: sales managers, sales, sales training, Parking Cars, Emotional Intelligence, colleen stanley
Thu, 12/4/2014




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, 11/20/2014

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, 11/14/2014

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, 11/7/2014

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, 10/31/2014

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, 10/24/2014

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, 10/21/2014






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, 10/9/2014

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, 09/26/2014

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