The Generational Mentality Map

By David Szen

The composition of generations in the workforce today is different than ever before. Each generation has unique traits that impact the way people think, communicate, and buy. It can be a tricky selling environment, especially if you do not understand and embrace these nuances.  

So, how can you equip your sales force to sell across generations? Here is your field-tested cheat sheet to help you better understand - and sell to - Millennials, Gen-Xers, and Boomers.

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Top Performer DNA: Interview with Ed Calnan of Seismic Software

By Laura Sardilli

As part of our Top Performers in Sales series, we recently had the privilege of interviewing Ed Calnan, Founder and President of sales enablement solution provider Seismic.  Ed offers perspectives on high performance sales from two angles -- as a leader of a high growth SaaS company, and as an enabler of sales productivity and collaboration for Seismic customers.

When asked what differentiates the best people in sales, Ed cites three key traits: 1) The ability to understand and navigate organizations, 2) Proficiency in addressing business problems, and 3) Discipline to learn from wins and losses. Ed and his Seismic team are uniquely skilled at these pursuits as innovators in customer engagement, sales process, and Account Based Marketing.

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Your Buyer's Age - It's More Than Just A Number (Part I)

By Kelsey Peusch

As Millennials start climbing the ranks, decision-making authority is shifting toward the workforce’s youngest generation.  In the meantime, Generation X-ers take personal risks to establish a foothold in middle and upper management, while Baby Boomers cling to a management style marked by bureaucratic decision making. This changing of the guard is to be expected, but understanding generational nuances of buyers will be critical to ensure that the influences of age do not leave sellers at a disadvantage.

In our recent blog post, Why Leaders Are Failing At Managing Their Generationally Diverse Sales Teams, we explored how generational differences influence what attracts a seller to a new job versus what drives them away from a current one. In this post, we begin exploring generational differences amongst buyers and particularly, what happens when sellers sell across generations.

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Top Performer DNA -- Knowing Your Sales Math

By David Szen

At Symmetrics Group, we regularly meet highly successful sales professionals and have developed a "Top Performer" series that highlights what the best and brightest people do to thrive in their respective fields. Our Top Performers book profiles 15 people with proven records of sales success in order to uncover “success DNA” that separates them from the pack. Not surprisingly, we found some common DNA – or success markers -- across these Top Performers, one of which is the knack for knowing their “sales math” inside-out, top-down, backwards, and forwards. 

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The Case for Sales Onboarding and How to Do It Right

By Beth McGraw

The business case for good employee onboarding is nowhere more glaring than in the sales organization. Companies spend more to hire talent in sales than in any other part of the organization and also experience some of the highest turnover rates (25% to 30% annually1). When a seller leaves, the departure can cost a company between $75K to $300K each year, before considering lost revenue.1 After hiring a replacement, it takes an additional three to six months for a sales rep to become productive.

Benefits of Good Onboarding

Experts agree that a well-executed onboarding program can reduce risk, accelerate the path to productivity, and reduce attrition. CEB research on sales onboarding tells us that engaged employees are 9 times less likely to leave, and effective onboarding programs have the potential to increase employee performance by 15%. Boston Consulting Group’s study, Realizing the Value of People Management, identified onboarding as the second most important capability (after recruiting) amongst 22 HR capabilities that impact revenue growth and profit margins.2

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Favorite Reads for Sales Teams: Avoid the "Book of the Month Club” Approach

By Tom Martin

It’s that time of the year again -- Holiday Starbucks cups, panic over Q4 deals to close on 12/31, and finally, lists of books your sales team should read over the holidays (“Top 10  Must Read Books on Sales!”)  This won’t be one of those blog posts.  In fact, I encourage you NOT to push new sales books on your reps over the holidays.

What are the types of reads your sales team would be willing to peruse in their down time that have actual relevance to your business?

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The Sales Transformation Dilemma – To Tweak or To Transform?

By Michael Perla

"Sometimes a tweak (delivered through training or a new tool) is all a sales force needs; other times, a full-bore transformation is in order."

The quote above was part of a book I co-authored with Warren Shiver entitled the 7 Steps to Sales Force Transformation. In the book, one topic we discuss is the difference between a sales force transformation and a tweak. Since the book release in January, we have received a lot of questions around tweaks versus transformations. What exactly do we mean by sales force transformation? As a sales leader, what are some qualifying questions I can ask that help me assess if a transformation -- or a tweak in the right areas -- is the right approach?

In response to these great questions, we have created additional tools and resources for sales leaders to understand the difference between these two options and which would have the best impact on their sales organizations.

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What Is Your Sales Pipeline Telling You?

By Michael Perla

The sales pipeline, or funnel, gets a lot of attention, from CEOs to sales professionals and everyone in between. The CEO often gets asked about the pipeline on analyst calls, while sales managers are constantly looking at their sellers’ pipelines to see if they have the right size, shape and speed.  In some ways, the pipeline equals potential, and almost everyone, from investors to athletic scouts to employers, wants to figure out how to realize the potential of someone or something.

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The Highs and Lows of Sales: Part III

By Erica Abt

If you read the first two editions of “The Highs and Lows of Sales,” you probably agree that achieving cyclical sales goals is hard, whether you are an individual sales representative or a manager. Here are a few tips that have helped me find stability when facing challenging business expectations – I hope they help you, too.

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Sales Coaching Collision – Old School Meets New School

By David Szen

At a recent workshop I engaged in a conversation involving three parties, each from a different generation. Representing Generation X, I approached a Baby Boomer Sales Manager and a Millennial Seller discussing the ideal amount of activities required to fill out a “robust” pipeline. It quickly became clear that the Manager did not feel that the Seller was getting in front of enough prospects.

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