Applying Sales Process Engineering, Managing Opportunities, Measures and General Management, Slaying Sacred Cows

Why your field rep should not necessarily be your salesperson

It seems so obvious. If that team member has a Blackberry and a company car; if they call on customers and help resolve their problems; then they must be a salesperson, right? Well, maybe not! Sure, that’s the way things have traditionally been done: the person in the field is automatically the salesperson. But, in […]

Measures and General Management, Slaying Sacred Cows

If you tell your team to ‘maximize sales’ that may be a tacit admission of a flaw in the design of your business!

Your Director of Sales should be charged with the responsibility for maximizing sales, right? Well, maybe not! If he or she is, it might be worth reflecting on what this says about how your critical business functions are resourced. Let’s assume (for simplicity) that your business consists of just two basic functions: Sales Production Ask […]

Measures and General Management, Slaying Sacred Cows

Why the term ‘communication problem’ insults your team members and retards the performance of your organization

Managers and team members alike can often be observed drawing the convenient conclusion that some recent mishap was simply a communication problem. This conclusion is convenient because, in practice, it’s an excuse to do nothing! After all, aren’t humans (being humans) prone to mis-communication? Now, if you accept that an inability to communicate is a […]

Measures and General Management, Slaying Sacred Cows

The triple bottom line: two parts nonsense

Here’s a favorite post of mine from our old Yahoo group … Philosophies collide! I was presenting a workshop in Darwin (Australia) recently when the manager of a (government-funded) organization objected that our methods focus only on the financial bottom line — and that they are not conducive with the concept of triple-bottom-line management. Now, […]