Truly successful people don’t merely tolerate discomfort—they embrace it and seek it out again and again. The most successful among them believe that withstanding discomfort is a skill that has helped them in hugely positive ways.
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Greatness is a quality that comes from within us; it is the result of learning and practice; it expresses skill, achievement, or power, and it can be recognized by those around us.
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In the dynamic world of sales, making big decisions can be a daunting process for any leader. The pressure to achieve targets, drive revenue, and outpace competitors necessitates a careful balance between gut instinct and data-driven insights.
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There is a big difference between web design, UI, UX design. Unfortunately, most people need to understand the difference and often hire the wrong person for the job. Thus, it is essential to know the difference between the three to hire the right person.
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Sales leaders are much more than just managers. They are expected to be consultants, providing their expertise and guidance to their clients and teams. Similarly, consultants are expected to be sales-driven, constantly seeking new opportunities to generate revenue for their organizations.
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After 30 years in sales, revenue, or growth, most executives have done a lot of different things; in fact, many LinkedIn profiles look alike. Most everyone has worked at a few nameplate accounts, has delivered substantial growth, has built and transformed, hired and coached, and exited successfully. But now it is time to identify your superpower!
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In the course of helping clients find their ideal CROs, I hear the gamut of perspectives from both the client side and the executive side on the role of Sales Head and the Chief Revenue Officer. The terms and roles are often used interchangeably, and the definitions of each role vary widely.
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The Peter Principle is a real phenomenon that can have negative effects on businesses if not addressed properly. Employers should be careful when promoting employees, ensuring that they are prepared for their new role and monitoring their performance closely.
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Jennifer had her eye on the clock, trying to meet the company expectations. She was worried about her own bills. What she wanted to do was get them their product and move on.
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Salespeople have been trained to persuade, convince and even cajole buyers into making a purchase. However, I think a new paradigm should be looked at. Instead of trying to sell, focus on helping buyers to buy.
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