CHAPTER 5
The Doctor
Diagnose Small Problems, Define Big Needs
In an initial meeting with a VP of sales to discuss potential sales training, I began by establishing rapport, then asked him a few questions. Before long, I’d learned that he had a team of salespeople who sell advertising space for 300 billboards. When I asked about his current level of sales, he told me he was at only 70 percent of quota—and he was not pleased. Bingo!
What do you suppose most salespeople would do at this point? They’d present the sales training as a cure for low sales. And I must admit, I was sorely tempted to follow the old-school sales axiom “find a need and fill it.” Had I done that, if I’d said “I can teach your salespeople how to sell more,” he would have certainly ...
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