Sales tips, leadership communication skills insight and more from Steve Giglio, sales training professional for more than 25 years.
Last week, I wrote about the importance networking has in developing relationships and communication skills. The point was that you should embrace networking events, not avoid them.
But once you are in the thick of one, what then? If you remember to do just TWO things, you will discover the true benefits of effective networking. Read more
My answer? Yes.
But, if I had to choose one or the other…selling is a science. But I will acknowledge that possessing artful selling skills is very important.
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Taking your seat at the table in business can be daunting.
There are naysayers, skeptics, and executives who feel their voice is the only voice required at that table. Read more
In business, much of our time is devoted to maintaining and growing our client/customer base. It’s essential to any company’s long-term prosperity. But managing the clients we already have is just as critical. And in those cases, it is more important that you are followed, rather than being right. Read more
Jobs change…they come, they go, they get eliminated, they get created…like business roulette! Mission critical for all of us is to stay on top of the wave. If we miss it, we’ve got to find the next one…fast!
When that job change comes, do your best to interview like a consultant. Prepare yourself for the “head” and “spirit” change required to interview like a consultant who will prepare a scope of work for the job for which you are interviewing. It will change your entire interviewing style.
We live in a world of break-neck changes in business. Challenges occur daily with not much time to establish a plan-to-cure. But, a person’s alacrity is contagious, so is their readiness to engage in the heart of an issue. Its the same with an interview.
When you comport yourself as a consultant ready to vet the issue that your prospective employer has, you transform your delivery style from cautious optimism to determined confidence.
I’m not putting forth that you interact with an air of superiority or know-it-allness. On the contrary, I am recommending that you understand the challenge your employer has as though you were selected to resolve it and are meeting to complete your sizing of the job in order to offer a scope of work with a 100 day, six month and year plan-to-cure.
Try it and let me know how it goes.
Every time you observe a Direct’ s client interaction, realize it’s an opportunity for you to coach and develop. Too often we’ll forget to debrief a Direct on what they did well and what they can strengthen. If you coach them correctly, they may lead you to new ways to help them develop. Read more
Picking up from last week’s post about fitting in as a new manager, let’s look at ways to provide direction and shape a Direct’s behavior. Your organization believes you can develop and lead people. Do you believe it?
