The views presented here are based on the evidence available on mental fitness and the interrelationship with sales performance as well as my experience out in the field. As someone who has been hired for her expertise in sales transformation, I know only too well how difficult it is to make systemic changes, both in terms of organisational structure, processes, and human behaviour.
Although current studies highlight the need for statistical power when it comes to the impact of particular sales systems on psychological, and neurological markers, and in turn on sales performance, initial findings suggest that any intervention must be assessed for its specific merits. Looking carefully at the likely impact on the entire sales system rather than as a programmatic approach that, although likely to offer some short-term shifts, is not conducive to systemic organisational changes and trait changes at an individual level.
In my next post, I’m going to deep dive into the Solutions Approach, exploring its evolution and more importantly what it has done for a sales professional’s mental fitness and sales sustainability. My aim is to critically analyse these sales systems so that we may effectively deal with those areas that exacerbate poor mental fitness so that we can build a H.E.A.L.T.H.Y. sales team.
In the meantime, what’s your take on the Glengarry Glenross style? What experiences have you had with this sales system?
Concerned about the impact that your existing sales system might be having on the mental fitness of your sales team and your ability to meet targets consistently? Contact me at firstname.lastname@example.org to explore a complimentary assessment and see how your organisation measures on the Sales Wellbeing Index.
This post first appeared on the Fusebox Blog at https://www.thefusebox.com/thinking-doing/
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