Hope Eyre

Hope Eyre is a sales effectiveness expert who takes a roll-up-the-sleeves approach to building winning sales organizations. She regularly works side by side with sales teams around account segmentation and planning and has helped numerous complex organizations rethink they way they serve their largest accounts. Hope’s specialties include sales transformation, sales capability development, leadership development/coaching and performance management. If “sticky” could be a word to describe a consultant, it would be a perfect descriptor for Hope, as clients like to keep her around.

Recent Posts

Sales Restructuring Decisions in a Virtual Selling Environment

By Hope Eyre

You’ve heard the phrase, “we’re all Inside Sales now.” It’s meant as a nod to virtual selling solidarity. Not to be taken literally. But still, it made us think.

So many of our clients have had to make, or are in the process of making, sales org restructuring decisions to fit economic realities. The now outdated “Inside/Outside” sales terminology can muddy the waters on these decisions, particularly if your company doesn’t have clearly defined sales roles, which is a common enough occurrence.

Leaders looking hard at their sales organizations to determine if they need to restructure an “Outside Sales” force that can no longer work outside should ignore the terminology altogether and look instead at the specialization of roles required to achieve their revenue targets. Especially if they have personnel decisions to make.

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Descartes Philosophy: Applied to Modern Sales Challenges

By Hope Eyre

“Have you ever had a dream, Neo, that you were so sure was real? What if you were unable to wake from that dream? How would you know the difference between the dream world and the real world?” -- Morpheus, The Matrix (1999)

Last week, we attended our first large-scale virtual conference.

Organized by an industry association client of ours, it was in every way analogous to a sales kick-off meeting. About 8000 attendees registered. At any one time, 1800-1900 people were viewing a main-stage event, attending education sessions, browsing exhibitor booths or virtually networking.

The conference interface was intuitive and easy to navigate. You could go into and out of live sessions as easily as walking into or out of a hotel ballroom – easier, actually. You didn’t disturb anyone by opening a physical door. If you wanted collateral or presentation material, you picked it up and dropped it into your virtual briefcase for later viewing. You could chat with just about everyone.

Who would have thought 4 ½ months ago that an organization could pull this off virtually?

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Sales Leaders: Assess Skills Gaps Now to Avoid Pipeline Issues Later

By Hope Eyre

We suspected this would happen, and then we got confirmation from the Sales Ops team at our largest client.

“Some of our best sellers have become some of our worst,” they said.

The client was describing a subset of sellers who had historically been star performers based on the strength of their relationships; especially those who had relied heavily on face-to-face socializing.

“It’s the ones who never had to lean into any technology, because they were successful without it,” the lament continued. Pipelines already under stress were absolutely going to be affected.

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Why Sir Francis Bacon Would Have Loved the Challenger Sale

By Hope Eyre

A couple of weeks ago, I was teaching a class in Business Case Selling to a high-tech client. Virtual is a tough setting for this topic because the length of time you can hold a seller’s attention on a webinar is shorter than what’s needed to teach it well.

We solve this by extending the training experience well outside the webinar itself. Pre-work, practicum assignments, manager coaching and the like. Several smaller pieces connected to build one compelling lesson.

Our client’s main objective with this training is to win without discounting, every sales leader’s dream.

To do this, their sellers have to prove, in empirical detail, the financial value of each high-tech solution to the customer. These sales are complex, lengthy, competitive and customers are known to start bidding wars to drive down price.

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What Sales Leaders Can Learn from Epicurean Philosophers

By Hope Eyre

It’s called Pandemic Downtime, and we have it. That extra time we’d normally never have because we’re on airplanes, entertaining clients, and generally doing the things people do when they’re free to leave the house.

A lawyer friend of mine and his wife always have interesting podcast recommendations. So while I was browsing through a list they’d given me, I stumbled across a series called Philosophize This!  by Stephen West.

The host is a superb storyteller, adept at explaining philosophical tenets in a relatable, entertaining way. Imagine attending a lecture on Socrates given by Jimmy Kimmel. That’s what he’s like.

My colleague, Warren, was nearing the end of a Thomas Keller cooking series he’d been watching on Masterclass, so I suggested Philosophize This!  We figured strolling through non-business topics while we had the time might boost creativity when we returned to a faster pace.

Philosophy isn’t exactly familiar territory for either of us, but after listening to a few episodes (Daoism, Confucianism, Stoicism), we were hooked. It was only a matter of time before we started trying to relate the concepts we learned to the business of sales.

Topics: sales process
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Talking to Your Sales Team: Do it More Often, Starting Now

By Hope Eyre

If you manage sellers, frontline sales managers or indeed anyone, you understand they’re under stress, apprehensive, and craving any type of normalcy until actual normalcy returns.

Most sales leaders we talk to are currently in break/fix mode: Some are having to shrink their organizations or reduce pay. Most are trying to figure out how to help customers whose businesses or entire industries have been upended.

All are worried about the health and safety of their teams in addition to working hard to help sellers quickly become accomplished in a virtual environment. The key to managing much of this lies in how you’re communicating with your team while stress is running high.

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How Do Sales Leaders Stay Credible and Legitimate?

By Hope Eyre

There’s this TED talk I like by General Stanley McChrystal called “Listen, Learn… then Lead.” We assign it as homework in our Leadership Academy, a 6-module program we’ve run for years at individual clients to ready their next generation managers for leadership positions across a variety of functions.

General McChrystal (who knew he was funny?) has several poignant messages delivered compellingly against the backdrop of combat, but his key takeaway is this: Leaders are good when they’re willing to learn.

“How," he asks, "does a leader stay credible and legitimate when they haven’t done what the people (they’re) leading are doing?”

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Why Using Behavioral Assessments to Hire Sellers Requires Caution

By Hope Eyre

I drive too fast. This according to approximately 11 police officers and my boss, who recently banned me from renting cars and made taking Uber a condition of my continued employment. (In Dallas on business, I dutifully delivered him to DFW in a Dodge Challenger with a Hemi engine and evidently he had issues with his passenger experience.)

So what can we predict about my behavior the next time I’m behind the wheel? That depends on a number of factors, some of them random. I’ll get to how this relates to hiring sellers in a minute.

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Sales Leader’s First 90 Days: Setting a Longer-Term Sales Strategy (Post 4 of 4)

By Hope Eyre

This is the conclusion of our multi-part exploration of how sales leaders approach their first 90 days in a new role. The topic was born from a startling statistic: The average tenure of a Sales VP working in the same role at the same company is incredibly brief – only about 18 months.

So many of our clients have found themselves in a new position, after a relatively short tenure elsewhere, that we wondered what we could learn from their experiences that could be put to pragmatic use by sales leaders changing jobs.

Post 4 of 4

In this, our final blog post (for days 60 through 90), we’ll show you how to organize the considerable information you’ve gathered, actively look for major alignment issues and build a roadmap that sets longer-term sales strategy.

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Sales Leader's First 90 Days: Dig Deep to Determine Longer-Term Strategy (Post 3 of 4)

By Hope Eyre

Introduction

This is a continuation our multi-part exploration of how sales leaders approach their first 90 days in a new role at either a new company or with a new sales team at their current company. The topic was born from a startling statistic: The average tenure of a Sales VP working in the same role at the same company is incredibly brief – only about 18 months.

So many of our clients have found themselves in new positions, after a relatively short tenure in their previous roles, that we wondered what we could learn from their experiences.

Article 3 of 4

In Article 1, we tackled onboarding yourself with your new company to prepare for day 1. Article 2 offers concrete steps for balancing the need for learning with the need to take the quick actions required to achieve early wins – what we call our “Secure & Get Right” method.

In this article, we’ll show you how to dig deep into the sales organization so you can systematically surface the knowledge you need to determine longer-term strategy. We’ll also use our discovery process to understand the all-important political and cultural landscape. Finally, we’ll begin building relationships with key influencers whom you will, sooner or later, have to rely on to ensure your team’s success.

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