business? When was the last time you sat down with a rep or reps and watched or listened or asked about what they really do each day, and how effective it is? 4) “Selling Selfishly” Rather Than “Solving” Are your reps just pushing deals and “selling,” or are they proving to the clients that they can help solve problems? Do your reps disqualify? (Reps that just “sell sell sell” don’t disqualify enough). Can reps, as described in the prior section on “Selling To Success,” create a clear vision that empowers and pulls clients into really wanting what you have to offer? 5) Selling Too Low Find out early who has influence and approval power—who’s involved in the sale? Yes, I know, this isn’t revolutionary—but reps don’t do this. REPS DO NOT DO THIS. They are afraid to ask because they’re intimidated by executives and they’re afraid bold questions will derail their deal. Sales reps tend to spend time with the people at a prospect that are willing to spend time with them (it’s easier). In pipeline reviews or one-on-one coaching sessions, be merciless in finding out how much energy reps are putting into mapping out decision- making processes and people. If they aren’t directly in touch with decision makers, how can they help their Champion or main point of contact sell for them? (Never assume your internal champion knows how to or can sell internally for you!) When doing outbound sales, start high—one or two levels higher than your decision maker. Have reps practice role-playing with people at your company that can think and speak like decision-makers. It will give the reps confidence, and teach them how to have better conversations with senior people. How can you position your product and marketing to resonate and sell higher? 6) Poor Understanding Of The Prospect’s Buying Process (Or What It Takes To Close This Deal) Ask the prospects how their buying process works. Every company has their own buying quirks. Don’t be afraid to probe. The better you understand how