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Debunking the Great Sales Myth
The progress of sales as a profession is often hampered by myths, misunderstanding and plain ignorance. Over many years of testing, recruiting, researching and training salespeople, we have learned quite a few things about salespeople. Some may surprise you and some may not. The 39% factor Interviews with over 100 000 business decision-makers have revealed that in b-2-b markets a customer’s decision to buy is based on:- • Salesperson’s competence (39%) • A total customer solution (22%) • Quality of product or service (21%) • Competitive price (18%) The salesperson is the sale. • Many sales stars operate in commodity marks • Sales superstars usually dont shine academically • Sales talent can be sharpened not created • Sales training is not enough

Sales Training that Really Works
Research and practical experience reveals that many of the widely used sales training approaches and techniques are largely ineffective with a relatively small proportion of the learnings being retained after the training event. Salespeople have relatively little brain space allocated for theory and respond best to highly interactive, participative and engaging simulations that mimic the reality that they will face in the field. Such simulations are feedback rich and play on salespeople's competitive instincts as they compete with one another in the simulations.

Other military leadership Related Articles

Even George Washington Almost Got Canned Once
Did you know that in 1777, there was an effort to force George Washington to retire from the military service? I didn't -- until I took a look at Mark McNeilly's George Washington and the Art of Business: Leadership Principles of America's First Commander-in-Chief.

The Value of Military Leadership Experience in Turbulent Business Environments
Surviving and prospering in a troubled economy requires a certain kind of leadership. Since the tactics required in both business and combat are fundamentally similar, business success and military leadership experience are often linked. See what the latest research says about how military officers can improve companies operating in turbulent business environments.
Flawless Execution: Bridging the Continuous Improvement Gap
Lean and Six Sigma, while effective business tools, possess certain gaps that lead to reductions in ROI; Flawless Execution, a simple, scalable continuous improvement process taught to fighter pilots in the world of military aviation, bridges the gaps found between the two, while encouraging development and promoting leadership and team building strategies to get the job done right.
“Third Generation Leadership” – “3G Leadership” or “Leadership v3.0”
First Generation Leadership ("G1 Leadership" or "Leadership v1.0") was typified by a command and control approach in which hierarchy ruled and the leader was "right". Second Generation Leadership ("G2 Leadership" or "Leadership v2.0") was typified by a reward for conformance / non reward or punishment for non-conformance. Again, hierarchy ruled and the leader was largely "right". Third Generation Leadership ("G3 Leadership" or "Leadership v3.0") is typified by engaging followers both with what they are doing and with the people with whom they do it. In this article Doug Long introduces both the concepts of leadership generations and shows the distinctions between them.
Recruiting America's Military Elite to Lead Your Organization
The value that transitioning military leaders bring to civilian organizations is quickly becoming a highly sought after asset. Unlike their business contemporaries, America's military elite have already headed up a team comprised of their fellow soldiers, for whom they are directly responsible. Discover how recruiting former military leaders can inject your organization with incredible knowledge and skills.
Business Leadership Skills
Not that a business is born with leadership skills. It is true that certain leadership traits that quite a few others seem to them. However, there are others that can be developed. There are many leadership programs that teach us different leadership style will also help us realize our business leadership skills and have some improving. However, short of the best leadership training effort comes from rising above the rest and put personal gain before the collective interests.
Is "leadership" dead?
"Leadership" now seems to be a catch-all term (a bit like "communication"). That being the case, has the time now come when we should be considering whether the term "leadership" has lost its impact and whether we need to radically rethink the whole concept by moving out of all the traditional concepts like "servant leadership", "situational leadership", “contingency leadership”, “leadership habits” etc that are based on attitudes and behaviours?
MORE HACKING. WHEN WILL IT STOP?
The simple answer? It won't. To paraphrase Willie Sutton, bank robber, "That's where the money is." PBS, Sony, Lockheed, Amazon, IMF, US Senate, etc., all announced in 2011 that their systems were hacked. Security specialists are now calling 2011 the year of the hacker. Weak SecureID tokens, malware, password attacks, etc., have all been used. Foreign governments, terrorists and a "hacking collective" called LulzSec have been accused. Recently, the DOD announced that cyber attacks can now be regarded as a military attack with the recourse being military ordnance.
It’s A Battle Out There: Retail Conscription and CX
What do South Korea, Brazil, and Singapore all have in common? If you said booming economies you wouldn’t be wrong, in fact, all three have enjoyed steady growth within the past 10 years. However, there is something else these countries share that is slightly less glamorous than power lunches and billion dollar deals. Military conscription. For those of you lucky enough to grow up in the peace loving bubble of Canada, that means a government regulated amount of mandatory military service for all males (and sometimes females) of a certain age.

THE SECRET TO FEELING IN CONTROL OF YOUR DESTINY UNDER RISKY CONDITIONS (AT THE OFFICE AND BEYOND)
Do you think having a 50% chance of dying while at work everyday might affect your job satisfaction? Well, according to the 1945 report, Men Under Stress, that was the mortality rate for fighter pilots in World War II, the highest among the military. And yet, they also had the highest job satisfaction in the military, 93 percent of them claiming to be happy with their assignments. How could this be? As Taylor Clark relates in his fascinating book Nerve: Poise Under Pressure, Serenity

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