Sales is a company wide responsibility to help the frontline sales person capture revenue and keep the buyer financially engaged with the firm.

“He’s fast on his feet” or “She has a clear head on her shoulders.” “He’s definitely a thought-leader in the industry.” These current kudos pique a leader’s attention. After all, leaders look to hire, promote, and listen to those who think clearly and communicate well.

But what if you’re naturally quiet and slow to speak up in a crowd?  How do people really gauge how well you think—particularly when your interactions are brief and infrequent?  Can you still convey the same sense of being an astute, clear thinker as your more outgoing colleagues?

I think you can.

Enough books have been written and enough information is available that, by now, most leaders and managers understand what they need to do to manage change in their organization. They understand the need to get buy-in, secure credible senior sponsors, persuade key influencers in the organization and communicate, communicate, communicate.

the ceo magazine, workplace conflict,
Claudia St. John, Author, Transforming Teams: Tips for Improving Collaboration and Building Trust

A client called recently with a major worry.  “We have a big problem with our customer service representatives (CSRs) not getting along with our sales people.  Our CSRs are not being supportive of the new sales associates that we just hired,” she shared.  “If our company is to survive, we need these new sales associates to be motivated and productive and I’m worried they may quit. Can you do anything to help?”

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