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What Should We Be Doing Differently?

Partners in Excellence

We get caught up in our day to day routines and activities. Habit, momentum keep us doing the same things in the same ways, day after day. Our best practices and good processes, also keep us doing the same thing day after day. We’ve designed what we do based on what has made us successful.

Meeting 91
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Maybe We Are Looking At Sales Productivity Incorrectly….

Partners in Excellence

It seems like everything I read about sales productivity is focused on doing more. But it’s interesting how we fill the time we theoretically gain. It seems we fill the time doing more of that same stuff, rather than doing other things that may be neglected, or for which we have not enough time.

Product 116
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“Should We Do Things Differently?”

Partners in Excellence

The key opportunity we sellers face is our customers posing a question to themselves, “Should we do things differently?” ” This is the critical question that initiates a change process, creating opportunities that we can pursue. We know the old axiom, the only constant is change.

Consult 109
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Generative AI, Telling Us What We Already Should Know?

Partners in Excellence

Our feeds are filled with hacks, prompts, “cheat sheets” offering things like, “What are key decision maker roles for this… ? What are qualifying questions… ? What are trends… ? How do I handle objections… ?” I test across different roles, markets, different issues.

Gaming 124
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We Could Be Doing So Much More….

Partners in Excellence

Sometimes our success limits our thinking about what we could be achieving. We think we are doing well, but we really should be doing so much more. I’ve written, often, about how we “settle” for win rates of 15-20% and are happy achieving our growth goals.

Territory 142
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The Top 5 Secrets for Building Great Products with Leaders at Slack, Rubrik, and Grammarly

SaaStr

But how do you tactically achieve all of that? Building Trust as a New CPO As a CPO, the most important thing you have to do is build trust with your CEO or founder. Building Trust as a New CPO As a CPO, the most important thing you have to do is build trust with your CEO or founder. It’s obvious, but how do you do this?

Product 93
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In Search Of Objections

Partners in Excellence

“How do I avoid or minimize objections?” ” “How do I best handle them?” ” “Should I try to anticipate and pre-empt objections?” ” “Should I do everything I can to avoid them?” ” “Should I ignore them, hoping they will go away?