Today, as few as 3% of salespeople who drive new business are trusted by buyers.

And, the words most often used to describe them, include manipulative, self-centered, arrogant, pushy, annoying, and worst of all … untrustworthy.

How is it possible friends and neighbors who we enjoy spending time with on the weekends, turn into manipulative, self-centered salespeople when they leave for work Monday morning?

The answer is not as obvious as you may think.

Now, I have a question for you, when you read only 3% of salespeople who drive new business are trusted by buyers, did you immediately think to yourself, “not my people.”

Really?  How do you know? 

When you give a salesperson or account manager a big revenue goal, limited time to achieve it, and THEN leave it up to them to figure out how to make it happen?  What’s the most likely outcome?

Well, we already know.

On one hand, you’ll have more desperate salespeople who are tempted to make promises they can’t keep, sell capabilities their product or services can’t deliver, withhold important information from you and their buyers until after the contract is signed, and take advantage of customers by upselling capabilities they don’t really need.  All of which places an extraordinary amount of pressure on your delivery and customer success teams, after the sale.

On the other hand, you’ll have salespeople who are more likely to skip steps in the sales process, present solutions too early, get caught up in competitive bakeoffs, and get stuck in frequent price negotiations that ultimately shrink deal values and put downward pressure on margins.

You simply cannot set high expectations for sales and account management teams without showing them exactly how to meet those expectations.

Do you really want YOUR salespeople PRACTICING on your prospects and customers?

Look, the stereotype of a typical salesperson exists for a reason.  

But you don’t break the stereotype by lowering your expectations and allowing your salespeople to become passive order takers.

You break the stereotype by keeping your expectations high and transforming your people into growth multipliers — sales and customer-facing team members who compete and win as servant leaders.

The growth multiplier movement represents a diverse community of business leaders and sales professionals committed to growth, by aligning sales and customer-facing teams around the CULTURE and CORE VALUES of servant leadership.

At the core of the movement is our proprietary sales process and methodology, Collecting WINS™; the only modern sales framework built upon the timeless growth principles of servant leadership and consultative selling.

Collecting WINS™ has delivered sustained revenue and profit growth to more than 6,500 business leaders and sales teams, representing more than 100 diverse industries.

Over a five-year period, clients generated more than 1.65 billion dollars in new pipeline opportunities, 350 million dollars of new revenue, and a 74% average win rate on every proposal they wrote.

Collecting WINS™ and the growth multiplier movement is not for everyone. 

They work best within organizations that expect their people to overachieve committed goals without compromising their core values, reputations, or corporate brand.

All it takes is a spark of curiosity and the commitment to lead change for yourself, your company, and your customers. 

Together,

James