Eliot Burdett

When I became the leader of a sales team for the first time in the mid 90’s, I did not have the luxury of selling for many years and being mentored by someone who could teach me the ropes. Instead, I was a company founder who filled a need that we had at the time

Technology and data analytics are a critical advantage for human resource leaders that are committed to building and maintaining a high performance sales force. Recruiting A-players, the most important sales force effectiveness driver, is quickly moving up the priority list for sales leaders – 41% express dissatisfaction with their current sales force, saying they weren’t able to effectively

The pressure for HR Leaders to provide organizations with top performing sales candidates in short periods of time is on the rise. B2B sales reps typically onboard over 10 months with 24 months of average tenure. It is therefore of the utmost importance to hire top salespeople quickly and retain them long-term. Being responsible for the

Sales teams that possess energy and confidence are successful. And, good sales leaders know how to keep morale high whether business is at a peak or in a slump. However, the majority of workers are not satisfied with their current jobs. Research shows that 70 percent of workers are actively disengaged at their jobs. And, since

Sales managers are the conductors of a company’s revenue engine. They create and nurture high performance sales teams, and lead them to generate hit revenue forecasts and meet customer needs. To understand the responsibilities of a sales manager, it’s important to understand their position in the organization and the intangible roles and characteristics they embody.