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Sales Engagement: Isnít It Finally Time for a Holistic Systematic Approach That Starts With Meaning?

Dan CilleyThis EEA YouTube show focuses specifically on effective practices in sales management as part of the Enterprise Engagement Alliance’s ongoing education program on strategic people management. Based on the findings of this show, most organizations could increase their sales effectiveness and organizational morale by applying a more strategic and systematic approach to sales management, as opposed to the ad hoc, reactive approach prevalent in many organizations today.

Contrary to popular belief, the management of sales teams over the last few decades has not evolved much furtherPaul Donehue than human capital management in terms of implementing strategic approach. According to this Enterprise Engagement Alliance YouTube Show with three sales professionals with a combined 100-plus years of experience, most sales departments fail to maximize results because they do not apply a strategic and systematic approach to sales management aligned with corporate purpose.

Here is a summary of key findings of this EEA YouTube Show on effective sales engagement practices with: Dan Cilley, Chief Executive Officer, Vendor Neutral; Paul Donehue, President, Founder, Paul Charles Associates, and Ira Ozer, President, Engagement Partners and Innovation Meetings.Ira Ozer

  • Increasing numbers of people want to have minimal contact with salespeople and prefer a self-service approach.
  • People do far more research before making a purchase than ever before.
  • There is a much greater interest in working with salespeople who can add value by providing useful information than in dealing with high-pressure salespeople.
  • Despite the clear change in customer demands, the sales industry has changed remarkably little.
  • Salespeople generally do far more talking than they do listening.
  • There is still too much focus on selling, and not enough on helping.
  • The best salespeople today become as or even more knowledgeable about the business than their clients, so that they have the credibility to provide useful information and get the attention of the buyer, yet companies build high levels of turnover into their management model, losing valuable knowledge without any measurement of the cost.
  • It’s time to once and for all stop selling and start helping.
  • The brand of sales is in a sort of a renaissance because the pandemic fostered a greater interest in entrepreneurialism and self-reliance, which requires the ability to sell.
  • More people are recognizing the relative independence and high pay of business-to-business and other salespeople.
  • When people feel a sense of purpose and value in what they are selling, they find the work enjoyable.
  • Great sales leaders have the ability to create a sense of meaning and purpose.
  • They create a culture in which people feel valued, supported, and mentored.
  • They have commitment to sales enablement—a system for training individuals on the professional skills and business knowledge needed to become trusted advisor and to provide them with the information and other tools to stand out.
  • There systematic approach that looks at the entire sales department and process holistically to understand all the factors that influence sales success and retention.
  • They have strategic approach that aligns marketing and sales.
  • They have respect for the value of experience—the average tenure of salespeople is not too much longer than the two years or more it can take to reach peak sales performance at an organization.
Other key points:

  • The need to listen to the needs of prospects has never carried greater weight because the natural impulse of many people is to avoid talking with salespeople. 
  • On an initial call, salespeople generally should speak no longer than is necessary to substantiate why the prospect should be open to sharing his or her key issues.
  • If a salesperson does not feel sufficiently informed with solutions to the issues raised in the call, he or she should take good notes and have the confidence to explain to the prospect that it will be necessary to get back later with specific recommendations.
  • The best sales management is holistic and uses a strategic approach to enhance sales performance increasingly known as Sales Enablement.
  • The best incentive programs not only recognize the top performers but also the middle-60%; they emphasize the actions needed to achieve goals as well as the results, so that they make sure they promote constructive behaviors and work collaboratively with everyone in the organization who touches the sales process.
  • Creating an intrapreneurial culture not only creates a sense of purpose and meaning but also gives the sales team the motivation to look for innovations, better processes, and to take more personal ownership of sales forecasts, making quota setting more realistic.
To Contact the Panelists

Dan Cilley
Chief Executive Officer,
Vendor Neutral--simplifies the sales technology selection and adoption process to enhance ROI.
Paul Donehue
Founder, Paul Charles & Associates--helps people and organizations sell more and communicate better.
Ira Ozer
Founder, Engagement Partners--Performance Improvement program design, development and implementation, and managed outsourcing.
es Engagement Essentials: It’s Time for a Systematic Approach

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The Enterprise Engagement Alliance at is the world’s first and only organization that focuses on outreach, certification and training, and advisory services to help organizations achieve their goals by fostering the proactive involvement of all stakeholders. This includes customers, employees, distribution and supply chain partners, and communities, or anyone connected to an organization’s success.
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