Chances are, you've never heard of Amanda Palmer. But she has 7 million views of her TED talk. She may not be on your musical radar but she has hundreds of thousands anticipating every new, uniquely AFP, release. You may be following business icons while you never noticed her record setting crowd-funding initiative - where she became the first musician to raise more one million dollars on Kickstarter. Her book, The Art of Asking, leapt onto the New York Times bestselling list with a limited promotion and marketing muscle. Who is this person and what can we learn from her on the topic of customer engagement?

Recently, sporting a baby bump, performing to a sold-out crowd at The Granada Theater, Amanda Palmer played a couple songs then asked to bring the house lights up. "What do you want to hear? But I won't pick you if you yell it out. Please let me ask you directly for your request" Enthusiastic hands flew up in the air. The raucous crowd turned politely silent and let her choose her contributor. She wrote down "Vegemite (The Black Death), Ukulele Anthem, I Want You, But I Don't Need You." Then she sang about Vegemite, Ukeleles, relationships and insecurity. 1,000 fans in the sold out crowd sang every word. 

If you read Palmer's book, you learn she started her performing life as a statuesque figure of a white bride. On the unforgiving streets of New York, she would hold a handful of flowers. Should a passerby pull out a bill and put it in her bucket, she would break her frozen stance, make eye contact, and add to the connection with the gift of a flower. She would suffer people yelling out, "Get a job." But these echoes would vanish with the next poignant connection. Amanda learned a unique art form of asking and connecting with those she touched. 

In music she became a zealot for building an AFP community. No opportunity was missed when an email address and a Twitter fan was in her crosshairs. She will tweet an invitation for am impromptu pre-gig concert. Haters accuse her of using musicians and not paying them. The optics of her asking for others to join looked like using. But all the while she just wanted to build a community.

Her community grows with each release, whether it is The Dresden Dolls, Evelyn Evelyn or her solo work. Her community expands when her TED talk hits a viral nerve. Her book amplifies the question, "What is it about Amanda F... Palmer?"

Here's what we can learn from her lead.

1. She is Fearless. Fearlessness is a marketable, appealing, engaging, romantic, enticing and magnetic quality. Examples? Comedians like Will Ferrell or Eddie Izzard (heck most any successful comedian). How about Rosa Parks, Nelson Mandela, Mother Theresa, Lady Gaga, MIss Piggy, Muhammad Ali, Elvis, that dude standing in front of the tank in Tiananmen Square in 1989. Fearlessness means you have, at least partially, tamed the raw, caustic power of ego. Being fearless means you have a passion that supersedes insecurity. You are fearless.

2. She is Empathetic. What appears to be performance or self serving forays are actually her way of reaching into another person's heart and holding on to that connection. Empathy is a well spring of connectivity. Making your talent about others. Being of service. Chasing answers for the better good of others. You are empathetic.

3. She is Vulnerable. There is a photo in her book. It is difficult to comprehend. She is naked with her fans who are signing her body. Those with limited information would call it a publicity stunt. Those who can take anecdotal information and turn it into a universal fact would call her audacious, irreverent, lacking a moral compass. Look deeper and you see someone obsessed about new frontiers of transparency.  You are vulnerable. 

Fearlessness, empathy and vulnerability - not exactly the tag line for a celebrated force of commerce in our midst but she is making it work because her community comes first. The money will follow - or not - but the community is still paramount. 

Build your community. Fearlessly, empathetically, vulnerably keep asking for what THEY want. Follow your passion. How? Stay engaged with those who raise their hands. 

PwC surveyed 1,322 business leaders across 77 countries between September 25 and December 9 in 2014, including 103 CEOs in the US, for insights on how businesses are setting a course for growth. PwC also sat down with 28 US CEOs to gain greater context.

US CEOs intend on making their company smarter

They are seeking to move their organization up the learning curve in distinct ways. This year, the interviews and responses reveal:

• CEOs are innovating and accelerating the impact of technology for their customers. CEOs say they are seeing real payoffs from these investments. They expect to take risks to operate within diverse and fluid networks.
• Yet as CEOs spiral up to better performance with a new set of technology capabilities, tensions are surfacing inside the organizations that are acute and are not going to get better. Activist investors and competitors are pressuring businesses to find new ways to extract value now. Half of US CEOs (50%) believe a significant competitor is emerging or could emerge from technology sector versus 32% of CEOs globally.
• Much within their own portfolios are under review—hard assets as well as capabilities. Over half of US CEOs (54%) say they expect to complete a domestic acquisition this year, up from 39% a year ago. This year, 23% plan to divest a majority stake or exit a business, up from 15% a year ago.
• But it’s not all about buying (or selling) assets. US CEOs are widening their use of alliances to secure new technology and speed up innovation. They are significantly more willing than peers globally to consider partnering with competitors or customers. Traditional industry boundaries are blurring, and CEOs expect cross-industry competition to accelerate. Over a fifth (24%) say their business entered or considered entering the tech sector within the past three years.
• Businesses are recruiting for a wider range of skills and looking for the right fit in more places. They want to better reflect the increasingly global and dynamic customer sets of their organizations as well as meet growing technology demands within their organizations. Over half (59%) expect to expand headcount this year.

For the full article... http://www.pwc.com/us/en/ceo-survey/index.html

Sometimes enthusiastic people and opportunity intersect. Here's an example:

Kevin Harrington and Global Leaders Organization

Sometimes enthusiastic people and compelling opportunity intersect. Here's an example:

Kevin Harrington and Global Leaders Organization

You may remember Kevin as:

• The original Shark on Shark Tank, or
• Founder of As Seen on TV, or
• Inventor of the infomercial. Remember the Ginsu Knife?

He has been involved in over 500 product launches that resulted in sales of over $4 billion with 20 products reaching $100 million in revenues. Crossing paths with him recently, it's clear he's not done yet!

First, a bit of background... When Kevin was 15, he started his first business. By the age of 23, he founded The Small Business Center, a one-stop shop for all sorts of businesses; accounting, advertising and financing. This company launched his career as a serial entrepreneur and small business owner.

His passion for connecting business and people lead to founding the ERA (Electronic Retailers Association - now in 45 countries) and a founding board member of Young Entrepreneur’s Association (now EO), which boasts combined member sales of over $500 billion dollars.

This his busy brain gave birth to an extraordinary idea...

It revolves around how small business owners and CEO’s can leverage technology to do more business together, raise their visibility with decision makers and efficiently go public with their products/services without wasting time and money.

"So we created an exclusive platform for leaders of businesses doing over $1 million in annual revenue," Here are some details about the Global Leaders Organization (GLO):

• Members Only ($299 annual membership, or as Kevin gushed in his ultra-enthusiastic way, "Vince, that's 82 cents per day!")
• Marketplace - Showcase your company’s products and services with the option to offer 'Specials' to members. 
  
• The Deal Network - Provide GLO members new avenues for advancing key business transactions such as: raising capital, investing or acquiring companies, licensing, selling one's business or finding the right strategic partner.
• Peer to Peer Discussion Hub
• Lessons in Leadership - A webcast and podcast event series featuring today’s most relevant newsmakers and thought leaders.
• Main Street Leader - (My favorite feature by the way.) A personalized digital library curated daily from 100’s of leading publications so members save time, stay on top of topics preselected topics, and stay ahead of the competition.
• Knowledge Capital™ for participating there are GLO Points, a rewards system to cash in benefits such as: dinner with a NY Times bestselling author, one-on-one coaching sessions by a thought leader, custom tailored suits, luxury getaways, backstage entertainment passes and access to high-profile events (i.e. TED Summit and Clinton Global Initiative).

"BOOM," he said throwing his hands in the air. "Where do business leaders get that kind of value on one platform for 82 cents per day?"

When someone like Kevin Harrington and GLO show up, pay attention.

Question, how do you react when enthusiasm and opportunity intersect?

Here are three notes Kevin asked us to forward to you: 

1. Permanently lock-in this introductory rate by being one of the first 100 people in your city to join at $29.99 per month, or $299 if paid annually. Advertise your business and showcase your brand to peers you want to do business with daily plus enjoy all the benefits of GLO for same low price forever. Lock-in here.
2. Receive a 10% rebate by referring a friend. Both of you will receive the rebate on your initial membership once they join. Just click here. This represents a $72 total annual savings you share.
3. Give the gift of knowledge to an employee, student, friend or emerging entrepreneur. Provide two subscriptions to The Main Street Leader for a full year absolutely free. Just let us know whose day you’ll make with this gift. This represents a $144 value based on the single subscriber annual subscription price. Click here to take advantage.

Let's test your knowledge regarding speakers bureaus of today.

1. Bureau agents push certain speakers to get a higher commissions. FALSE. Speakers bureau agents are passionate about a long-term relationship with their clients. Yes, commissions are an incentive, but repeat commissions are a higher motivator. Bureau agents are entirely motivated by a happy client first and getting their commission from the speaker's fee second. (Note: Booking a speaker direct or through a speakers bureau is the same speaker fee.) 

2. Bureau agents are influenced by speaker promotions. FALSE. During every holiday period, Speaker Bureaus are flooded with cookies and treats from speakers. When a speaker's calendar is slow, a speakers bureau gets a promotional present. None of these typical promotional tactics work. The worst advertising a bureau can make is the wrong fit for their clients. A bureau agent will always drive towards the best fit, with our without the delicious cookies.

3. Meeting planners who directly book a keynote speaker can get a lower fee than a bureau agent. FALSE. Speakers know they are likely to only speak for a client once but can work with a bureau agent multiples of times. A speaker will go where his or her incentive is the highest. Bureau agents are much better negotiators with speakers than a single meeting planner.

4. If I know of the keynote speaker I want to work with, it is faster to go direct to the speaker. TRUE. Sure, if you know exactly whom you want, then a quick Google search can land you that speaker's contact information. But, beware! Every speaker bureau agent on the planet has dozens of stories regarding clients who didn't listen to them. In these examples, the speaker selection turned out to be a disaster for one reason or another. If you are 100% comfortable making a speaker selection without a professional opinion, then go for it.

5. My time is limited; page one of Google is as far as I have time to search for a speaker. This is good enough. FALSE. Page one is where the best marketing people land, not necessarily the best speakers. Over time you will learn this the hard way. Check out each of their videos and you will eventually learn that good SEO abilities do not equal a quality keynote speaker. This can be a huge time waster. Use your favorite speakers bureau to save time, money and stress.

6. Speakers bureaus push their favorite speakers. TRUE. They recommend whom they know will represent you and their bureau the best way possible. If there is a perfect-fit keynote speaker they have not heard of before, the agent will go to great lengths to vet that speaker. Zero speaker bureau agents want to have a bad speaker fit. 

7. Speakers bureaus compete with search engines like Google and Bing. TRUE. Pre-Internet, speaker bureaus used to be necessary booking agencies for speakers and meeting planners. Today, bureaus compete against the Internet for mind share of people who book speakers. Speakers bureaus have responded by adding more value with solution selling, niche or speakers rosters and personal, boutique style services. The Internet is to scissors, what speakers bureaus are to a free hair salon. Sure you can cut your own hair but wouldn't it be better for you to have a true professional do it at no charge?

8. It is easier to contact the speaker direct than going through a speakers bureau. FALSE. First, the bureau agent not only has a relationship with the speaker but also the gatekeeper. Second, there is cloud-based software, such as eSpeakers, which helps a bureau agent instantly know available dates or key information. Third, if you are loyal to your speakers bureau, you will get the loyalty back in spades. If a bureau agent does all sorts of work for you and you call the speaker direct, the agent will basically move on (hurt feelings and all) and spend time on clients who stay faithful.

9. The size of a speakers bureau is directly proportionate to the quality of the speaker selection. TRUE and FALSE. TRUE if you are working with a fairly new speaker bureau agent. When a meeting planner calls a newbie, the rookie agent will brainstorm with more experienced agents in the larger office. FALSE because size does not matter with an experienced agent. A seasoned bureau agent with years of experience has all the tools necessary to find you the perfect keynote speaker for your needs.

10. This article was written by a biased speakers bureau agent. FALSE. In fact, I'm a speaker. Like any other keynote speaker, it is nice to get paid more from direct bookings over paying the bureau fee. But the bureau agent has a broader perspective on the speaker talent pool and knows the best fit for you. In the end, I've never been the wrong fit for an event, and I wouldn't want yours to be the first. Excellent speakers partner with bureaus to serve clients.

If you have a speakers bureau agent you love working with, none of the above will be a huge surprise to you. If you are looking for speakers bureau who will meet your needs, a good place to start are referrals from fellow meeting professionals, production companies and speakers or check out the International Association of Speakers Bureaus and Agents for a vetted and trusted list.

About the Author: Vince Poscente is the CEO of the Big Goals Fast Institute, NY Times bestselling author and Olympian with 20 years experience as a keynote speaker representing dozens of speakers bureaus and over 1,200 organizations worldwide. 

History's most powerful leaders use emotion to be impactful and influential leaders. But, emotion can be vulnerable. Having delivered over 1,500 keynotes, witnessing a variety of leadership styles, one can't help but see the value of authentic leadership. Bottom line, "You can't show your true authentic self without being somewhat vulnerable." But how can a powerful leader avoid exhibiting weakness?

Oh, dear reader, it is tempting to give you examples of what not to do. Unfortunately, those very people who have hired yours truly, might be reading this 70 second eBrief. By going into too much detail, they may think they are the 'bad example.' Oh, and what's that saying about stone throwers in glass houses... We won't go there. Let's focus on the mindset necessary be a powerful, authentic leader.

1st, Weakness Does Not Equal Honesty. There is a barrier to vulnerability if honesty takes a back seat to practicality. Executives giving a keynote clearly have a nerve-racking job. He or she has one chance to deliver the goods. But, robotically delivering a speech through a teleprompter is worse then a temporary mess up here or there. Honest, extemporaneous thought underpinning a well-crafted speech demonstrates a trusted leader. Just look at politicians who deliver a speech on a teleprompter and compare your gut-feel when that same politician is interviewed one on one. There is a genuine honesty that can be revealed when the mechanics are taken away.

2nd, Speak From the Heart and Your Noggin. Talking about your kids, or your parents, or a time when you struggled shows your employees you are human. Couple that with rational insights and people connect.

3rd, Speak Authentically and You Show Courage. The moment you open your mouth, audience members start evaluating your authenticity. To be honest, open, clear and vulnerable is the ultimate example of courage on stage. Your people will follow a courageous leader.

Hopefully, you have taken the leap to interpret this information as a life skill as well. If you are honest, people won't think of you as weak. If you demonstrate your viewpoint from your head and heart, those important to you will see your genuine intent. Finally, be courageous by being authentically you. Hiding behind a persona or an act to avoid conflict is more transparent than we may care to admit. 

Finally, know this "advice" is a constant pursuit of mine as well. It is entirely human to know this stuff and slip up now and then. You may read this and think, "Easy for you to say." In fact, it's my life long pursuit to stay the authentic course. Whether it is leadership for the self or on the leadership keynote slot on the corporate agenda. You and I can only do the best we can.

Kick the teleprompter over. Be the authentic leader you were born to be. 

Expensive meetings, a truckload of logistical necessities and communication breakdowns coming from any direction can make a professional meeting planner weak in the knees. Plan your corporate event right and you are the hero. But, make any of these three pesky planning mistakes and you may wish you had stayed home.

1^st Pesky Mistake: The Mismatch Maker

Be sure the people you connect with tasks are a match made in heaven. Like an old-school matchmaker who decrees relationship compatibility, coupling someone’s skills with the needs at hand are critical. You may have a gut feel for someone or sense you can take a chance on a trusted employee, but beware. You don't want to be a "Mismatch Maker."

Un-mistake Able Tip: Planning a meeting is like taming a dragon with ten heads. Match proven skills with the vision you have for your event. To do this, start with the end in mind. Work backwards with this one simple question, “In order for this outcome to happen, this (insert action) has to occur.” Repeat this until you have worked your way back to today. With one ultimate outcome, immediately split the next level into various entities: Attendees, Executives, Vendors, Contractors and Planners. You can come up with other categories as well. You will notice certain people have the skill set to fulfill certain actions. This is a flow-chart, similar to a sideways family tree or a sports bracket.

2^nd Pesky Mistake: You Didn’t Track Your Twerks with Tweaks

When young Miley twerked her way into our consciousness, it became an oft repeated phrase, “That’s dancing?” The same can be said for any proverbial “left turn” in our plans. When the unexpected ‘twerk’ happens in your planning, you simply, in real-time, need to tweak your plans. Or you’ll have a foam finger pointed at you and an uproar on your hands.

Un-mistake Able Tip: Consistently tweak as the weeks and days approach your big event. Tweaking involves three things: document, communicate and manage revisions. Changes in travel, weather, seating, food, speakers and the gazillion other logistics will happen. Leading up to your meeting, constantly be on the ready to track your ‘twerks’ with tweaks.

3^rd Pesky Mistake: Only a Handful of Contingencies

Every planner has contingencies in mind but it is huge mistake to only have a few in place. For example, with an outdoor event, what if the weather changes where will we go? Ending your contingency planning here would be a mistake. This is your chance to go over the top with contingencies. 

Un-mistake Able Tip: This is where multiple heads are better than one. In your planning phase, map out the various contingencies for every possible situation you can get your hands on.The more contingencies you can imagine, with a contingency sequence, the more prepared you are. Basically, dive deep in with this senctence, "If this, then that." This can be a fun process rather than an arduous task.

Split your planning team into groups and have each map out their ideas on contingencies. Being aware of any weak spots in what you planned can pay off big time when it is ‘show time.’

About the author. Vince Poscente has spoken to over a 1,500 meetings in every setting imaginable:

• Sunrise at the Acropolis
• Outdoor Bahamas event in gale force winds
• Flatbed stage while the Olympic torch comes from the other end of the street
• 6am motivational keynote in a cardboard manufacturing plant
• 18,000 network marketers
• 12 double PhD’s at a Fortune 500 company think-tank
• 5,000 home-based-business females who admitted, “We don’t get out much.”
• Countless, convention ballrooms full of salespeople / leaders / user groups / IT pros / (you name it)

He has partnered with numerous professional planners as a keynote speaker who cares about the meeting outcomes.

If you would like to spend 15 minutes discussing your next meeting with Vince Poscente, click here. 

You can have quality and speed at the same time. Even if it appears cumbersome on the surface. Here is a flashback motivational eBrief that rings as true today as it occured eight years ago. 

During the 41^st Super Bowl telecast, Sheryl Crow starred in a Revlon Colorist television commercial with a Buddy Holly classic only available on iTunes where all proceeds went towards Breast Cancer Research.

Say that ten times.

Crow, a cancer survivor, teamed up with Revlon to raise money for Breast Cancer Research. Revlon pony upped for the commercial time and production costs. All parties got a plug and created goodwill in the same moment. The NFL looked good for running the ad. Apple tossed in the digital infrastructure. Sheryl Crow lent her talents. Revlon Colorist sent a message to over 90 million people that their product works on hair and for charity.

All in less than 60 seconds.

In the time it takes to read this eBrief; Sheryl Crow, the NFL,Revlon, iTunes sent a compelling message to millions that will ultimately help benefit women who have a one out of eight chance of a breast cancer diagnosis.

Think of the value and benefits you, your products or services represent. How do you get your message across when you have the opportunity to sell or promote?

Pitching a concept to a committee has more traction if you tell a story about the idea before listing the benefits. You ingratiate yourself to employees by revealing insights about being a parent before extolling the virtues of leadership traits. A supplier will be more loyal to you if they know about you rather than just what they can get from you.

Tell a story, make it an experience. People remember an experience. Stories help them remember your message. Revlon could have had Crow do the conventional; sit in a chair and pitch all the reasons why you should donate money for Breast Cancer Research. Instead, Revlon told a story 

In the ad, Crow was approached by Revlon to use its Colorist product on tour. They drove a hard bargain and Crow ended up on stage week after week with no faded hair. A classy, subtle sidebar appeared part way through the commercial saying, “Not Fade Away, Only Available on iTunes.” The catchy ditty ends and sixty seconds are up.

It has been said repeatedly that speed and quality can’t be delivered at the same time. That was then. Today we can and are compelled to live by a different motto. Speed and quality can be delivered together.

Kudos to Revlon, iTunes, the NFL, the Breast Cancer Research Foundation and especially Sheryl Crow for creating a charitable conduit that is a toe tapping song in earbuds across the land.

We live in the age of speed where we are asked to do more-faster-now. Some motivational examples help us see that it’s possible, even if it appears on a hair care commercial.

We speakers love our hotel partners; with one exception. We can't say the same about the guy who sets up the chairs. Time and again, the conference room is set up the same. Huuuuuuuuge middle aisle. Laser beam straight rows. An acre of property between the front row and the stage. Before your speaker even hits the stage, the energy in the room is compromised. 

The opposite end of the room set-up spectrum is a case in point for amplifying energy at your event. If you have ever been to a stand-up comedy club you know what they do. They cram seats together in a seemly chaotic mish-mash of table and seat angles. The front row guests literally bump their knees up to the stage. The stage is surrounded on three sides with seats. Back seats are not opened up until the remaining attendees filter in. Before the stand-up commedian hits the stage, there is a buzz in the room. 

At a corporate conference, there is a nice balance between the picture above and the randomness of a comedy club. The bottom line is this: Make sure you are dedicted to building energy in the room before hand. This starts with the seating arrangement. 

There is no exact seating design that works for every room, but generally follow these three rules.

1. Eliminate the Center Aisle -  Give your presenters a fighting chance by filling THE most important real estate in the room with humans, not dead air. You can easily add two rows on either side of the center. Boom! Problem solved. 

2. Apply the Tiny Ten - Ten feet is all a speaker needs to have a relatively good rapport with the front row. It helps if you fill those seats. Have you ever noticed, when the seats are free, such as church and conferences, the back rows fill up first. When the seats cost money, the front row is coveted. Help your speaker fill the front first. A tiny, ten feet will be a boost to the energy exchange between audience and speaker.

3. Use the 114 Degree Rule - Amp the energy in a room by ensuring everyone has a peripheral view of their seat mates. As you are looking at this screen, broaden your gaze to your peripheral vision. You have a visual awareness of approximatelly a third of 360 degrees. If someone was sitting directly beside you you could not see their face. If they were within a 114 degree scope of your vision, their expressions zoom into your awareness. Bring each of the chairs within peripheral view of each other and you added another layer of energetic buzz to your room.  

Ask Us How your meeting can have a better ROI from one keynote speech. 

According to Tiger Wood’s former swing coach, Hank Haney, more than 1/4 of golfers suffer from the yips. It seems that the yips could be a corporate condition as well.

Some of you are going, “Wow, that’s high.” Others are saying, “Yips? What are yips?”

To get us all on the same page, yips are a slight tremor occurring just before the forward swing of a club. In effect, a golfer can have all the skill and experience in the world, but if he or she has a slight “yip” before striking the ball it will end up in an unintended location.

Speaking at a PGA Merchandise Show, Haney talked abou the yips and a Golf Digest interview he did. The average response to any article is about 30 emails. Golf Digest registered over 3000 emails from the yipping community. “The articles hit a nerve,” explained Haney.

Golf is considered to be a slow, meandering sport but it really is a speed game. In less than three seconds a myriad of physical and mental skills need to align for the perfect shot. Flawless execution in such a brief period is the holy-grail for all golfers.

The yips are a natural human condition. Unlocking the mysteries of the human condition is the quest for golf coaches and business guru’s alike.

In business, the yips would be analogous to real time, forced decision making. In other words, when there is no time for conscious deliberation. It could be that crucial point in a sale where you immediately need to know exactly what to say. Or a negotiation that requires the perfect words. Or a speech in front of industry specialists scrutinizing your every word.

One yip and you’re toast.

Here’s how to get past the yips in business (and golf):

1. Interrupt your patterns. If you have a habit of one sort, break up the habit by doing something different. For example, in a speech if you typically walk on stage and say, “Good morning,” then change it up. Pause first, look at the audience, take a breath and then say something else like, “We are going to have some fun this morning.” Haney recommends that instead of looking at the ball, look at the bill of your cap at the top of your swing. In either case you are interrupting the unconscious patterns that circumnavigate the patterns associated with yips.
2. Keep your eye on the prize. Any behavior that is self destructive in nature reveals a deeper, unconscious pathway to an undesirable outcome. Even subtle behaviors like gossiping or forgetting to call someone back can be clues to an unconscious agenda that needs to be corrected. Ensure that you are clear on the prize that you desire. Know what closing a deal or sinking a birdie would feel like and then take a swing.
3. Let go of yips gone by. Fixating on a problem only exacerbates the problem. You will give power to problems by obsessing on them. Acknowledge the yip and move on.

May you speed past the yips as you golf, work or manage to do both at once.

What would happen if we eliminated all the "adult daycare drama" out of a sales organization? Let’s fantasize for a moment… that happy place in corporate la-la land. What if a sale’s manager’s job was not managing people problems? What if his or her sole focus was just on improving sales? 

No damage control on who hurt who has feelings. No fragile egos running to the managers office to complain about stuff. An entire office of people 100% accountable for their actions and results. 

Don’t jump out of the dream just yet. Imagine a sales manager who could spend his or her time as follows:

• 35% on generating leads for the sales people
• 35% on improving efficiency of sales operations
• 20% on internal effectiveness initiatives like less paperwork
• 10% on protecting the rebels and their wellspring of innovation

How would that accelerate your organization’s sales?

You might be fortunate to be part of a well-oiled, highly accountable sales division.

You might be part of a semi-dysfunctional sales group.

Or you might be suffering in a sales organization that is like an adult daycare.

Whatever your situation, the sales team can always improve.

Be a part of the solution. Find ways to own the problem.

Do this and your sales numbers will soar and your drama will whither.

Need help with focusing your sales team? Would a motivational kick-in-the-pants help? Check our availability...