Maximizing Your Team's Potential: Leadership Strategies for Boosting Sales

Maximizing Your Team's Potential: Leadership Strategies for Boosting Sales

Here's an overview:

• Introduction: Understanding the Link Between Leadership and Sales Performance

• The Anatomy of Effective Leadership in Sales

• Vision Casting: Steering the Sales Team Towards a Common Goal

• Sales Strategy: The Blueprint of Success for Sales Leaders

• Communication: The Lifeline of Sales Team Coordination

• Empowerment: Fostering a Culture of Responsibility and Ownership

• Training and Development: Investing in the Sales Team's Growth

• Adaptability: Leading Sales Teams Through Changing Markets

• Motivation and Incentivization: Driving Sales Team Performance

• Accountability and Performance Measurement in Sales Leadership

• Technological Tools: Leveraging Innovations for Sales Efficiency

• Overcoming Obstacles: Crisis Management in Sales Leadership

• Case Studies: Real-world Examples of Effective Sales Leadership

• Conclusion: Synthesizing Leadership Strategies for Sales Excellence

Introduction: Understanding the Link Between Leadership and Sales Performance

Leadership is the cornerstone of any successful organization, acting as the catalyst that propels sales performance. Leaders who understand how to manage their teams effectively can inspire confidence, foster a strong company culture that drives success, and implement strategic coaching to develop their workforce. Embracing leadership as a learning process, savvy leaders take ownership of mistakes and continuously refine their approach to decision-making. Effective leadership transcends mere directives; it embodies the art of teambuilding to act, move, and communicate in ways that consistently win in business. By optimizing these dynamics, services rendered not only meet but exceed expectations, setting a new bar for what is achievable through synergistic leadership.

The Anatomy of Effective Leadership in Sales

Effective leadership in sales hinges on how you lead or manage your team. It requires taking ownership of mistakes and consistently coaching to be a better leader. Leaders must recognize that leadership is a learning process, one that is pivotal in teambuilding and shaping a culture that drives success. They should act, move, and communicate to win in business through:

• Setting clear goals and expectations to align the team's efforts.

• Demonstrating exceptional product and service knowledge.

• Encouraging open communication and fostering a supportive environment.

• Strategically developing individual team member strengths.

• Promoting accountability and providing constructive feedback.

Emphasizing these traits ensures that the leader can navigate the complexities of the sales process while maximizing their team's potential.

Vision Casting: Steering the Sales Team Towards a Common Goal

Effective leadership hinges on the ability to articulate a clear and compelling vision. In leading a sales team, a leader must exemplify how to lead or manage through collaborative goal setting, ensuring that each member understands the overarching objectives. The process involves coaching to be a better leader, thereby fostering a company culture that drives success. Leaders take ownership of mistakes, viewing them as opportunities for growth. The act of vision casting is pivotal, as it serves as the rudder for the team's efforts, aligning individual targets with the company's strategic direction. Regular communication confirms that the sales team remains unified, with every member moving in synch towards achieving set goals. Leadership in this context is not just a role but a continuous learning process. It involves a balance of dictating strategies and providing services to the team members, so they are equipped to carry out the organization's mission. In essence, vision casting is about harnessing the full potential of the team, turning it into a cohesive unit that can act, move, and communicate to win in business.

Sales Strategy: The Blueprint of Success for Sales Leaders

Effective leadership hinges on a robust sales strategy, serving as a beacon for navigating the competitive market. Sales leaders must grasp the nuances of team management, fostering a culture where taking ownership of mistakes transforms setbacks into learning opportunities. Such a culture not only drives success but also strengthens the company's foundation.

A well-executed sales strategy involves:

• Coaching to Be a Better Leader: Implement continuous learning processes that encourage leaders to evolve and adapt.

• Teambuilding Act: Move, communicate, and engage in exercises that promote trust and collaboration, essential for business triumph.

• Leadership as a Learning Journey: Emphasize that leadership is an ongoing process, with each challenge offering a new lesson.

Leaders must possess an in-depth understanding of their services and how they align with customer needs, maintaining a pulse on the market to steer their teams to success.

Communication: The Lifeline of Sales Team Coordination

Effective leadership hinges on clear communication, which in the realm of sales, is the cornerstone for team alignment and success. A leader adept in communication ensures that every team member understands the company’s goals, services, and culture, which drives success. Robust communication channels facilitate seamless interdepartmental operations, aiding in strategizing and executing sales plans effectively.

Leaders should:

• Establish regular team meetings to discuss objectives and share insights.

• Promote an environment where taking ownership of mistakes is encouraged and used as a learning tool.

• Implement coaching sessions to bolster individual sales skills and team performance.

• Ensure that information about changes in services or strategy is disseminated promptly.

• Utilize team-building activities to foster trust and improve how the team acts, moves, and communicates to win in business.

Remember, leadership is a continuous learning process. Embrace it to lead and manage your team towards excellence.

Empowerment: Fostering a Culture of Responsibility and Ownership

Effective leadership transcends simply managing a team; it involves inspiring each member to take personal responsibility for their outcomes. By instilling a culture that values ownership of actions and results, leaders can guide their teams toward a collective success that also fosters individual accountability. A crucial step in this process is the transparent acknowledgment of mistakes, embedding a learning culture where errors are viewed as opportunities for growth, not as failings. Furthermore, coaching becomes an essential tool in this environment, not just to impart knowledge, but to underpin the belief that every team member's contribution is vital for the overall success of the business. When each member feels responsible for the team's performance, the entire group moves towards a shared vision, communicates more effectively, and competes to win in the market. Ultimately, the journey of leadership is one of ongoing education, where fostering empowerment is a service leaders provide to both their teams and the business as a whole.

Training and Development: Investing in the Sales Team's Growth

Effective leadership recognizes that investing in a sales team’s growth through training and development is crucial. How do you lead or manage your team towards success? Begin by instilling a culture of continuous learning, ensuring that every team member understands that leadership is a learning process. Services aimed at enhancing skills, such as sales workshops or communication courses, are vital. Taking ownership of mistakes and coaching to be a better leader play a significant role in demonstrating accountability and resilience. Moreover, does company culture drive success? Absolutely. Teambuilding acts move and communicate to win in business. Therefore, create training programs that reflect your company’s culture and values, and encourage collaboration and innovation. This commitment to development not only sharpens skills but also fosters a motivated, knowledgeable sales force poised to excel.

Adaptability: Leading Sales Teams Through Changing Markets

In the volatile realm of sales, leadership must forefront adaptability, a pivotal aspect that determines a team's success. As markets fluctuate, the leader's role transcends management; it becomes an embodiment of evolution. Engage in coaching to foster better leadership and encourage team members to take ownership of mistakes. Emphasize the significance of a robust company culture in driving success, and integrate adaptability into this culture.

Integrate strategic teambuilding acts that move, communicate, and win in business. Leaders should illustrate how services can adapt to shifting market demands. Remember, leadership is a perpetual learning process. Leaders must show by example how to pivot strategies swiftly, ensuring the team remains resilient and responsive to change. This adaptability keeps a sales team ahead, transforming challenges into opportunities for growth and innovation.

Motivation and Incentivization: Driving Sales Team Performance

Leadership transcends mere oversight, blending coaching to be a better leader with strategic incentivization, fostering an environment where team members take ownership of mistakes and triumphs alike. Exceptional leaders understand that a potent mix of motivation and rewards not only sharpens a sales team's competitive edge but also cements a company culture driving success. They harness services about training, mentoring, and teambuilding act move communicate to win in business scenarios, propelling their teams toward excellence.

• Emphasize clear, attainable goals along with tangible rewards to boost morale and performance.

• Implement personalized incentives that resonate with individual team member's drivers.

• Utilize regular recognition to underscore the value of each contribution, thereby promoting team unity and dedication.

• Ensure leaders model accountability, proving that leadership is a learning process marked by continual improvement and resilience.

• Offer professional development opportunities to show investment in the team's long-term success; this includes sales training, educational workshops, and career advancement pathways.

Through these methods, leaders can transform the dynamics of their sales team, resulting in enhanced productivity and a robust bottom line.

Accountability and Performance Measurement in Sales Leadership

Effective sales leadership hinges on accountability and thorough performance measurement. Leaders must be exemplars in taking ownership of mistakes while fostering an environment where team members can transparently assess their own work. Sales managers should drive success by instilling company culture values that promote accountability.

To maximize potential, sales leaders must engage in constant coaching and be open to learning. Leadership is an evolving skill, and effective coaching leads to better leadership capabilities over time. They must:

• Set clear, measurable targets for sales teams.

• Encourage a culture of ownership and responsibility.

• Use data-driven insights to guide coaching and feedback.

• Implement regular performance reviews to track progress.

• Celebrate successes and constructively address shortcomings.

By doing so, leaders not only manage their teams effectively but also lay the foundation for a sustainable business model where continuous improvement is integral to the service excellence mantra.

Technological Tools: Leveraging Innovations for Sales Efficiency

In today's cutthroat business environment, effective leadership recognizes the significance of technological tools to boost sales efficiency. Leaders adept at teambuilding act swiftly and communicate strategically to win in business, integrating advanced CRM platforms to track interactions and sales processes. These CRM systems offer real-time analytics, enabling leaders to manage their teams based on current data trends and insights.

Extending beyond CRM, sales automation tools streamline repetitive tasks, freeing up time for strategy and customer engagement. Video conferencing solutions bridge geographical divides, personalizing interactions without the need for travel. Meanwhile, AI-powered chatbots provide 24/7 customer service, ensuring no opportunity is missed.

Leaders who prioritize learning can harness e-learning platforms for continuous team development. These digital spaces facilitate coaching to be a better leader and enhance team skills. By incorporating these technological advancements into their strategy, leaders not only improve their abilities on how to lead or manage their teams effectively but also underline the role of company culture in driving success. Taking ownership of mistakes and understanding leadership as a learning process are vital as they navigate the incorporation of these technologies into their services. Through the astute application of tech tools, sales leaders are paving the way for optimized performance and sustained growth.

Overcoming Obstacles: Crisis Management in Sales Leadership

In sales leadership, overcoming obstacles encompasses not only strategic problem-solving but also cultivating resilience within the team. How do you lead or manage your team effectively during a crisis? It begins with taking ownership of mistakes, an act that fosters trust and accountability. A successful leader must coach to be a better leader themselves, turning challenges into teachable moments. When crisis strikes, the leader's role magnifies; they must act, move, and communicate to win in business, demonstrating that leadership is a learning process.

A robust company culture that drives success is pivotal in crisis management. Services and solutions may stem from collective efforts, but it is the leadership's ability to influence, guide, and grow a team that truly overcomes adversity. About managing crises, leadership must prioritize teambuilding and steering the group towards a common goal. Ultimately, effective crisis management in sales leadership hinges on proactive, skillful, and inspiring guidance.

Case Studies: Real-world Examples of Effective Sales Leadership

In a renowned consultancy firm, leadership embraced coaching, fueling a culture where associates took proactive ownership of mistakes and learned collectively. Guided by mentors, they sharpened their abilities to identify client needs, bolstering service delivery and sales.

At a tech start-up, the CEO's commitment to transparency and consistent communication forged a strong team dynamic. By exemplifying how to lead through uncertainty, the leader cultivated resilience and adaptability, resulting in a dramatic increase in software solution sales.

An international retailer exemplified how company culture drives success. By fostering an environment that celebrated diversity and collaborative problem-solving, the sales team turned challenges into opportunities, thus achieving record-breaking performance quarters.

Collectively, these instances validate that leadership is not a destination but a learning process, where continual development and strategizing propel sales teams towards excellence.

Conclusion: Synthesizing Leadership Strategies for Sales Excellence

To lead or manage a team effectively in the dynamic sphere of sales, leaders must embody a culture of continuous learning and development. Leadership is an evolutionary process that demands agility and resilience. They must coach team members with a focus on fostering a company culture that drives success while also taking ownership of mistakes with grace.

Strategic leadership involves:

• Communicating clear goals: Setting a vision and articulating the path towards achieving sales excellence is crucial.

• Teambuilding: Encouraging collaboration and a united front helps teams act, move, and communicate to win in business.

• Tailored Coaching: Adapt coaching to be a better leader for each individual, aligning their growth with the team's objectives.

• Service Orientation: Prioritize excellent customer service, as it reflects the efficacy of leadership and team synergy.

Ultimately, leadership in sales hinges on the ability to converge these strategies into a coherent roadmap toward sustained excellence and growth.

How to Sell the Invisible

I recently read the book Selling the Invisible by Harry Beckwith. It’s part of my Leaders learning series that I have been embarking on in 2018, and it was also a great suggestion by a friend.

Now I have been in sales basically my entire adult life. I started selling simply enough in retail as a sales associate at The Finish Line, selling sneakers a physical product. It was my freshman year in college, and quickly showed my acumen for sales. Having the highest multiple sales percentage or selling add ons when people only come in for sneakers in the store. Not long after I was training others to do the same then moved into assistant manager role and finally co-store manager.

Then after college I started working in B2B sales selling DHL Shipping service(both a physical product and service a hybrid model) for domestic and international customers. It was a war of attrition with outbound call volume being tracked by a CRM system and a sales quota based on dollars of new customers. I did really well in this position but it was a means to a goal to eventually enter into medical device sales. What I learned here was you were really selling yourself, and on price. People more than likely already had a shipping partner in Fed-ex or UPS, and DHL was aggressively going after the domestic market after years of being the international leader. DHL had a strong base and brand as international shipper. So once you had the business you had to keep it, and of course there were many issues early on.

Next I entered Medical Device sales selling Orthopedic disposables and capital equipment to hospitals and Ambulatory surgery centers. This was a product sale but with a strong relationship part of the sale as well. Adding technology like robotics to the sale makes it a four part sale, of product, clinical, technical and relationship I have done this for the last 12 years.

In the last two years a few friends and I started a consulting company focusing on Business Consulting, Training and Coaching. We are focusing on Medical Device Companies, Medical Practices and Small to Medium Sized business. We work with companies and analyze what we feel are the three main pillars of any business; People, Process and Profit. We then offer suggestions, training or coaching to help the company or individual improve in whichever of three vertical needs improvement.

So how does this tie into Harry Beckwith and Selling the Invisible, because consulting is basically invisible until you produce a product or service. We also have he challenge of building a brand name out of thin air.

Why would anyone know what RTB Limited means or stands for. So it is our job to create that brand name recognition, we are starting to use a skeleton of these tidbits and you can take what you like from it as well. I am aiming to share some value here with my friends. Just as a heads up RTB stands for Ring The Bell, more on that on a later post.

Here is a quick Synopsis of the book. It is kinda of dated with early 90’s references, but still offers great value.

Regarding Your Basic Service

• Assume your service is bad. It can't hurt, and it will force you to improve. (p.6)

• Let your clients set your standards. (p.8)

• Ignore your industry's benchmarks, and copy Disney's. (p.9)

• Big mistakes are big opportunities. (p.12)

• Don't just think better. Think different. (p.17)

• The first rule of marketing planning - always start at zero. (p.18)

• Create the possible service; don't just create what the market needs or wants. Create what it would love. (p.20)

Regarding Market Research

• Always have a third party conduct quality satisfaction surveys. (p.24)

• Survey, survey, survey. (p.25)

• Beware of written surveys; it's far better to conduct oral surveys, as you have a chance to clarify any misunderstandings. (p.27)

• Beware of focus groups - they often reveal more about group dynamics than about how individuals think. (p.31)

Regarding Marketing

• Every act is a marketing act. Make every employee a marketing employee. (p. 38)

• "In most professional services, you are not really selling expertise - because your expertise is assumed, and because your prospect cannot intelligently evaluate your expertise anyway. Instead you are selling a relationship." (p.42)

• Before you try to satisfy "the client", understand and satisfy the person. (p.43)

• Often, your client will face the choice of having you perform the service, or doing it themselves. Therefore, often your biggest competitors are your prospects. (p.45)

• Make technology a key part of every marketing plan. (p.50)

• Study each point of contact with your client - your receptionist, your business card, your building, your brochure, your website, your invoices. Then improve each one significantly. (p.51)

• Be professional - but, more importantly, be personable. (p.54)

Regarding Planning

• You'll never know the future, so don't assume that you should. Plan for several possible futures. (p.59)

• In successful companies, tactics drive strategy as much or more than strategy drives tactics. Do anything. (p.62)

• Execute passionately. Marginal tactics executed passionately almost always outperform brilliant tactics executed marginally. (p.63)

• Do it now. The business obituary pages are filled with planners who waited. (p. 65)

• Have a healthy distrust of what experience has taught you. (p.73)

• Don't let perfect ruin good. (p.76)

How Prospects Think

• Appeal only to a prospect's reason and you may have no appeal at all. (p. 88)

• Familiarity breeds business. Spread your word however you can. (p.90)

• Take advantage of the Recency Effect. Follow up brilliantly. (p.91)

• The best thing you can do for a prospect is eliminate their fear. Offer a trial period or test project. (p.98)

Positioning and Focus

• Stand for one distinctive thing that will give you a competitive advantage. (p.103)

• To broaden your appeal, narrow your position. (p.105)

• In your service, what's the hardest task? Position yourself as the expert in this task and you'll have lesser logic (the idea that if you can do the hardest thing well, you must be able to do everything well) in your corner. (p. 107)

• Don't start by positioning your service. Instead, leverage the position you have. (p.112)

• Positioning statements should address the following six points:

  1. who

  2. what

  3. for whom

  4. against whom

  5. what's different

  6. so...? (p. 114)

• Choose a position that will reposition your competitors; then move a step back toward the middle that will cinch the sale. (p.119)

• In positioning, don't try to hide your small size. Make it work by stressing its advantages such as responsiveness and individual attention. (p. 120)

Pricing

• Setting your price is like setting a screw: a little resistance is a good sign. (p. 133)

• Beware the deadly middle. If you price in the middle, what you are saying is "We're not the best, and neither is our price, but both our service and price are pretty good." Not a very compelling message. (p.134)

• Don't charge by the hour. Charge by the years (of experience). (p.138)

• In services, value is a given. And givens are not viable competitive positions. If good value is your best position, improve your service. (p.139)

Naming

• Give your service a name, not a monogram. (p.143)

• Generic names encourage generic business. (p. 145)

• Never choose a name that describes something that everyone expects from the service. The name will be generic, forgettable and meaningless. (p. 145)

• Be distinctive - and sound it. (p.146)

• In service marketing, almost nothing beats a brand. (p. 151)

• A service is a promise, and building a brand builds a promise. (p.154)

• Invest in and religiously build, integrity. It is the heart of your brand. (p.155)

• A brand is money. (p.160)

• Give your prospects a shortcut. Give them a brand. (p.161)

Communicating and Selling

• Your first competitor is indifference. (p.171)

• Say one thing. (p.171)

• After you say one thing, repeat it again and again. (p.175)

• Don't use adjectives. Use stories. (p.176)

• Attack your first weakness: the stereotype the prospect has about you. (p.176)

• Create the evidence of your service quality. Then communicate it. (p. 178)

• Seeing is believing. Example: even when people know the tricks used by the grocery industry to make ripe oranges appear orange, they still are buy fruit with the most orange-looking peel exterior. Check your peel. (p.188)

• If you are selling something complex, simplify it with a metaphor. (p.194)

• You don't listen to clichés. Your clients won't either. (p.197)

• In presentations, get to the point or you will never get to the close. (p.198)

• Tell people - in a single compelling sentence - why they should buy from you instead of someone else. (p.199)

• You cannot bore someone into buying your product. (p.201)

• If you want publicity, advertise. (p.203)

• Make your service easy to buy. (p. 209)

• Above all, sell hope. (p.214)

Nurturing and Keeping Clients

• Watch your relationship balance sheet; assume it is worse than it is, and fix it. (p.219)

• Don't raise expectations you cannot meet. (p.220)

• To manage satisfaction, you must carefully manage your customer's expectations. (p.222)

• Keep thanking your clients. (p. 223)

• Out of sight is out of mind. (p.229)

What does this all of this tell us, that sales is an evolving practice that changes everyday with the way people buy. Most people research online quite a bit before making a purchase or commitment of any kind. Consider the last time you bought a car? This also include the brand they buy, so building a brand is just as important as having an amazing product and service. I hope this helps some people when reading this review. If you need additional help with People training in Sales and Leadership skill. Please feel free to contact RTB limited for a free initial consult.

Leaders are Learning Book 8/26 The Go-Giver by Bob Burg, and John David Mann

How much do you give?

Here is a Video blog of my review of "The Go-Giver by Bob Burg and John David Mann". This is a great adjunct to other books about giving like "Adam Grants Give and Take". My notes on the book are below for you to review. How can this help you as a leader? Giving back to your team in knowledge, life skills and connections can help your whole network.

How are you giving back? That is the question. Time, Money, resources, connections.

1. JUST GIVE!

2. People do business with people they know, like, trust.

   1. Your true worth is determined by how much you give in value than you take in payment

3. First Law: the Law of value; you’re a true worth is determined by how much you give in value than you take in payment

4. The Second Law: The Law compensation your income is determined by how many people you serve and how well you serve them.

   1. How many lives do you touch?

   2. Give and serve and you will receive

   3. Why work? Survive, save, and serve to grow from nothing.

5. The third law: Your influence is determined by how abundantly you place other peoples interest first.

6. The fourth law: the most valuable gift you have to offer is yourself

7. the fifth law: The Law of receptivity: the Key to effective giving is the stay open to receiving

   1. Being open and perceptive is the best way to receive from others, you never know when it will come.

If you would like to learn more about what RTB Limited does and how we can help you click to schedule a free and quick 15min call here.

Coaching to be a Better Leader

Recently my 6-year-old son started wrestling for our school club team. He has been involved in a few sports as we are trying to introduce him to as many as possible while he is young. He is moving towards liking a few of them and is asking for exposure to more. This has been great but I have a hard time staying out of the coaching realm. I played and coached Men's Rugby for a few years and enjoy transferring my skills to other players. I never wrestled, I played football, ran track, and I boxed until I started playing Rugby. My wife would like me to be more involved in my son's sports, but the timing has always been difficult.

In 2018 I have made the move to be an Entrepreneur starting and working fulltime on a few ventures at the same time. My business partners and I started www.RTBlimited.com a Training and Business consultancy company last year, and this year another friend approached me about starting www.DermRT.com a radiation therapy solution for skin cancer. I also help my mother with her business Magnolia House Honey This has given me a greater appreciation of time-management skills which I feel like I have gained over the last few years. It has also given me more time to spend with my son as he took on wrestling. Wrestling has a lot of the same body position and control as Rugby so it was difficult for me to stay on the sideline. Needless to say, I did get involved early and helped coach my son and his friends this season. They did great but I also learned a great deal about leading and coaching.

As a leader, it is important to always coach your team to be better than you are or to transfer the info you have to them so they can evolve as members of your team. Being involved with my son's team help reinforce that perspective as we learned the basics of wrestling and I added what I learned to from rugby to help them grow. It also showed me that when coaching whether as a technical expert or seasoned professional it's important to teach or coach your team like its the first time they are hearing this info and to break it down to simple terms and grow onto it as they become more proficient.

The overall message here is to be a better leader it's important to coach and teach on a regular basis. This helps you with not only operational efficiency as you grow and it gives you the ability to set up a decentralized command structure within your team. You are creating the next set of leaders on your team, not the replacement for your job. This has been reinforced in an HBR article stating that delegation and leading require coaching as well.

Learn more from our RTB LImited Team by scheudling a quick call here

Reading is Fundamental

If you grew up in the lates 70's to early 80's like I did you grew up on Saturday morning cartoons and TV Shows and of Course PBS. Sesame Street and in 1983 PBS launched Reading Rainbow starring Lavar Burton. Most remember him from Reading Rainbow and Star Trek. However what we learn from Reading Rainbow is that Reading is Fundamental for growth in your field as it is explained in this HBR Article.

In the article, the author changed his lifestyle by removing his TV from the main living area and it took the temptation away to watch TV and read more. So he has read 50 books last year and this year is on track for 100. My goal is 26 in 2018. This is a minor goal but I am determined to read more and broaden my horizons and find a new way to inspire people to take a deeper look at themselves and how they can live and lead a better life.

In my journey so far, I have compiled a scattered list of books to read, and truthfully many are recommendations by others who have had great experiences with the books. Many are military books, or books about leadership, entrepreneurship and sales and marketing. All these subjects I am passionate about and looking to grow further in. Then there are a few that help me grow as a Human Being if your interested take a look at what is left on my list for 2018. Be on the lookout for my thoughts on the books and how they can help you as a leader, Teammate, and person! www.Rtblimited.com/blog

Past

1. The Starbucks experience - Joseph Michelli 
2. Moving up to medical sales - Michael a Carroll
3. Give and take - Adam grant 
4. To sell is human - Daniel pink
5. Grit - Angela Duckworth
6. Art of war - sun tzu 
7. Closing techniques - Stephan Schiffman
8. Boost your interview IQ- Carole Martin 
9. Business writing and communicating - Kenneth Davis
10. Mind manipulation- Dr. Haha Lung
11. The first 90 days - Michael Watkins 
12. Legacy - James Kerr 
13. . Leadership and 1 min manager - Ken Blanchard 
14. The happiness advantage - Shawn anchor 
15. Social selling- Tim Hughes
16. Extreme ownership - Jocko Willink
17. Beyond return on investment- Pam arlotto 
18. The trusted advisor - David Maister 
19. . Freakonomics - Stephen dinner 
20. Lone survivor - Marcus Luttrell
21. Supervisors portable handbook - George fuller

Rest of year

1. Rise and grind - Daymond John
2. Book of five rings - Miyamoto Musashi
3. Go-Giver - Bob Burg
4. The leadership challenge - James kouzes, Barry posner
5. Creating the high-performance team- steve buck holtz
6. Soar with your strengths - Donald Clifton 
7. Cash flow quadrant - Robert Kiyosaki 
8. Winning when outgunned and outmanned - Gen. Hal Moore 
9. Selling the invisible - Harry Beckwith
10. Mastery - Robert green
11. The book of joy- Dali Lama 
12. About face - Col. Hackworth
13. Thinking fast and slow - Daniel Kahneman 
14. The four tendencies- Gretchen Rubin
15. 10% better- dan Harris
16. money- Tony Robbins
17. Flawless Consulting - Peter Block
18. Meditations - Marcus Aurelius
19. The tax and legal playbook - Marc Kohler
20. Crushing It - Gary Vanderchuck
21. The CEO Next Door - Elena L. Botelho, Kim R. Powell
22. Alive at Work - Daniel M. Cable
23. In Defense of Troublemakers - Charlan Nemeth
24. That's what she Said - Joanne Lipman
25. Big Potential - Shawn Achor
26. Great at Work - Morten Hansen
27. The Culture Code - Daniel Coyle
28. Lean Startup - Eric Ries
29. Principles - Ray Dalio
30. Exactly What to Say - Phil M. Jones
31. 12 Rules for Life - Jordan Peterson
32. The Four Tendencies - Gretchen Rubin
33. Blue Ocean Strategy - W. Kim Chan

Do you have an elevator pitch for your business or yourself?

You walk into a building where you have been trying to get a meeting for months. You step into the elevator with a plan to get more info from the gatekeeper. As the Elevator door closes In walks the contact you have been trying to meet with. Your research before your call is finally paying off and you know its the correct person. What will you say to help you get a meeting?

These short interactions are just as important as closing your deal. Have your prepared for this interaction? Having a 30 second or elevator pitch is an important part of your sales training. Here are some key things to incorporate.

1. Who are you?

2. What do you do?

3. How do you do it?

4. What product or service you deliver?

5. Who you work with?

6. Can we schedule the next meeting to give you more details and value?