Buyers have access to more information than ever before. They are well educated on what they need. Most are well down the buying process before they meet a salesperson. Their eyes glaze over as another powerpoint deck is opened.

Sales people have lots of technology based sales tools. They have tools to find new prospects, keep information on those prospects, send targeted emails, forecast sales etc. However, many are rooted to their technology rather than engaging buyers. They lack the most important sales tool – the ability to tell a great story.

We’ve written lots about how building the right metrics into your business can help transform growth. It makes sense – focus on the right metrics or KPIs and good stuff happens. But when the good stuff happens how do we choose what to celebrate?

High performing teams celebrate success well. They intrinsically understand that to drive the right behavior you need to celebrate success. Yet we had an interesting conversation with a client’s team earlier this week.

Joe is CEO of a mid-sized software company that sells enterprise software to financial institutions. The sales cycles are typically 18 months and there are a lot of decision makers to convince. He is one of those CEOs that staff love most of the time. He runs a good business. There is a pace to it. The financials are always produced on the seventh day of the month. Products are always shipped four weeks after the product software goes to the quality assurance department. Joe is a doer and he expects others to do what they say they will do.

Whilst browsing through Linkedin at my desk today over a sambo I came across an interesting discussion on how different roles have different views on business and life.

I laughed so much I just had to share it…

Winning the first international reference site is tough. The normal rules don't apply. Greg Turley (Cartrawler) told a great story recently which has become known as the 'embassy close'.

The challenge Greg faced was getting that critical signature from an international airline. He had tried everything. Frustration in getting it across the line was mounting. Vanity was the only route left. He told his sales manager to call the international airlines key buyer to tell him that the CEO of Cartrawer (Greg) was hoping to meet him in Warsaw in the Irish embassy, with the Irish Ambassador and some media to sign the famous contract.