I have read extensively on the lives, characteristics and leadership styles of all the great leaders, including Alexander the Great, Montgomery, Elizabeth 1st, Churchill, Ghandi, Mandella, Luther-King et al (the list is pretty extensive).

However, the one that earns my greatest respect and the one with whom I feel the greatest affinity is Shackleton, because I have learned so much from his style of leadership – characteristics that I have endeavoured to incorporate within my own management style.

Sir Ernest Shackleton has been called “the greatest leader that ever came on God’s earth bar none” for saving the lives of twenty-seven men stranded with him on an Antarctic ice floe for almost two years.

From 1914 to 1916, Shackleton and his men survived the wreck of their ship Endurance in the crushing Antarctic ice, stranded twelve hundred miles from civilization, with no means of communication and no hope of rescue. The temperatures were so low the men could hear the ice freeze. They subsisted on a diet of penguins, seals and ultimately… dogs.

When the ice began to break up, Shackleton set out to save them all on a heroic eight-hundred mile trip across the frigid South Atlantic – in little more than a rowboat.

Unlike most of the polar expeditions, every man survived – not only in good health, but also in good spirits – all due to the leadership skills of Shackleton.

So What Are The Leadership Lessons We Can Learn?

Here are just a few that I have worked hard to adopt:

• Cultivate a sense of compassion and responsibility for others. As a leader, you have a bigger impact on the lives of those under you than you can imagine.

• Once a career decision has been made, commit to stick it out through the tough learning period.

• Play your part in creating an upbeat environment – a positive and vibrant workplace is important to productivity.

• Broaden your cultural and social horizon beyond your normal experiences. Learning to see life from different perspectives will give you greater flexibility when it comes to problem solving at work.

• We live in a rapidly changing world, so be willing to venture in new directions to seize new opportunities and learn new skills.

• Find ways in which to turn setbacks and failures to your advantage. This represents a good time to step forward on your own.

• Be bold in vision and careful in planning. Dare to try something new, but be meticulous with your proposal so that your ideas have a good chance of succeeding.

• Learn from your mistakes – yours and those made by others. Sometimes the best teachers are the worst bosses.

• Never insist on achieving a goal or objective at any cost. It must be achieved at a reasonable expense, without undue hardship on your staff.

• Don’t be drawn into public disputes with rivals – better to engage in respectful competition. Remember, you may need their co-operation someday (Due to my crusading spirit and refusal to lower my standards of what is fair and right, this is the one that I have had the most difficulty with!).

If you are a leader, you will have identified closely with all of these principles.

If you are a follower, you will be considering how your leader would stand up to such a test?

 Question: What is the number one need for success in business today?

Answer: To persuade others of your value and the value of your ideas.

So What Is Influencing?

Influencing is getting your own way, especially unobtrusively.

Most managers do it, most of the time.

• You can influence others simply be being you (notice how easily children are influenced by the behavior of those around them)
• You can influence covertly, behind the scenes
• You can use more open strategies and tactics

Great influencers manage to get other people to go along with their ideas while maintaining the relationship. If people feel manipulated, relationships will be damaged. It is important to understand the different strategies available to you and to plan your approach.

Here then is my recipe for successful influence:

Ingredients

• Trust

• Openness

• Comfort

• Acceptance

• Empathy

• Flexibility

• Something in common

• Shared understanding

Method

Mix together as required. Notice changes and be prepared to maintain a flexible approach throughout. Keep communication flowing on all levels.

In Summary: Use the Recipe Often

Increasingly, today’s managers are measured by their ability to influence others in the workplace. Being able to get people to do what you want has a direct effect on:

• The well-being of your staff
• The prosperity of your company
• And ultimately, your own destiny

You are probably already successful at influencing others – some of the time.

How can you become consistently successful? If you can identify your strengths and weaknesses and make a few changes, nothing can hold you back.

On September 13th, I will complete 1000 posts on The JF Blogit - how amazing is that?

I will officially become a veteran in the “Blogosphere” – but not sure I really want that title?

To celebrate this achievement, I am publishing a free eBook containing my fifty most favorite posts.

As well as containing twenty five of my posts, the booklet will also include a further twenty five of the many guest contributions  that have been made over the past four years.

Those guests include some of the most  globally recognized sales experts around -  “some good friends”

The Full List of Guest Contributors:

Jill Konrath, Joanne Black, Linda Richardson, Dave Stein, Wendy Weiss, Keith Rosen, Dave Kurlan, Paul McCord, Nigel Edelshain, Dr. Tony Alessandra, Paul Castain, Dr. Greg Stebbins, Nancy Bleeke, Niall Devitt, Mark Hunter, Kelley Robertson, Tibor Shanto, Dan Waldschmidt, Kevin Eikenberry, Kendra Lee, Lori Richardson, Craig Klein, Dave Brock, Colleen Francis, Diane Helbig.

Of course, it will be free to download from a number of locations  - on September 13th. I very much hope that you will download it, and enjoy four years of my work.

Then I begin work on the second 1000 posts!!

The JF Guest Author Post

Nancy Nardin

Being picked last in gym class; standing by the punch-bowl while everyone else is dancing; or sitting alone at lunch time in the school cafeteria; small business owners are being made to feel unworthy and unimportant.

It’s a darn-right shame! While hundreds – make that thousands – of vendors offer envy worthy products, alas, only the good looking have a shot at getting a date with them. Who are these popular kids? Large Businesses.

Since scouting out sales tools is my full-time job, I see first-hand the favoritism being shown to large businesses at the expense of small businesses. Would it be so hard to offer products that are affordable to 99% of companies? Selling to big companies is fiercely competitive. So why don’t sales software vendors take the easier route? They continue to angle for the big catch while ignoring the millions of smaller fish which are just as hungry.  And I do mean millions.

Consider this; according to the 2004 U.S. Census Bureau statistics, there are just shy of 5.9million employer firms. A whopping 5.78 million of those firms have fewer than 100 employees.

I’m tired of vendors telling me that (although their primary market is large businesses); they are also applicable to smaller companies. No you’re not!

For small business owners, shopping for sales tools is like going to a flea market. They have to pick through stinky clothes and musty furnishings to find the one item that has true value. 

There’s no Googling for tools either. I’ve yet to see any sales tool that’s priced right for a company under 100 turn up on the results pages of a Google Search.

I’m not talking about CRM. Yes, since the first salesforce automation software for personal computers was introduced – (around 25 years ago!) – CRM is now affordable and easy enough to use for almost anyone.

Let’s take a look at some other product categories. I’ll start with marketing automation. Lead nurturing, lead scoring, lead routing, are all accomplished with marketing automation. Yet the least expensive marketing automation program is $299/month. And I commend Active Conversion for offering a product with such great functionality at such a low price.  But after them marketing automation is unobtainable for many companies because it’s complicated and prohibitively expensive.

Now take sales enablement. Sales portals that offer shared-knowledge, collateral management, collaboration tools, and sales content are all elements of sales enablement. How much does that cost? Way more than any small company could afford.

Vendors seem to think that they can strip out functionality and limit the number of users or amount of usage, and viola, they now have a product for smaller companies. Wrong! You now have a product suitable for enticing larger companies to give it a try. But you are not offering value for small companies.

Why can’t there be a “Quicken” of sales and marketing tools? Or even a McDonalds? Small business owners are hungry for tools to help fuel their sales growth. They’ve been stiffed for too long.

Nancy Nardin founded Smart Selling Tools in early 2009.  Smart Selling Tools is a place where sales professionals can find and recommend tools to help them sell more.  As a 25-year top sales veteran, Nancy has set out to help individual sales performers and managers find the best tools based on three key premises 1) there is life beyond CRM 2) the very best sales professionals are on a constant quest to improve their performance and 3) Salespeople benefit when they interact and engage with each other.

Three months ago, a very good friend of mine had a complete break-down – last Monday, he took his life.

Today will not be TGIF for his wonderful wife and their beautiful four children, all of whom are under the age of ten, when they bury him.

It could have all been so easily avoided.

Six months ago he was, apparently, on top of his game. CEO of an immensely successful company. Healthy, vibrant – and a truly wonderful person, who became a victim of “the pressure”

So, as I contemplate his life and prepare this post, let me ask you this question: “What are you doing this week-end?”

Please consider this:

There has been increasing evidence that sales professionals and sales captains are working longer and longer hours, thereby putting health and family relationships at risk.

Pressure to complete and meet the ever-increasing demands of customers (as well as the need to achieve higher sales quotas) is forcing people to spend more of their time working.

Whilst stress does have its benefits; too much can cause errors of judgment, mistakes, accidents, damage to health and even death!

Some people are more vulnerable to stress from overwork than others; American researchers identified two types of managers – Type ‘A’ who, though thriving on stress, are vulnerable to its effects, and Type ‘B’ who rarely let events disturb them.

Not only are there Type ‘A’ managers but Type ‘A’ organizations also – is yours one?

Types A & B:

Type A
 
• Try to do more and faster 
• Concerned with speed, performance and productivity 
• Tend to be aggressive, impatient, intolerant, hard driving and always hurried 
• Preoccupied with time
• Start early
• Strong competitive tendency
• Always want to succeed
• More likely to have heart attacks

Type B
 
• Easy going
• Take difficulties in their stride 
• Spend time on what they’re doing
• Rarely harassed
• Less prone to heart attacks 
• Take time to ponder alternatives
• Usually feel there’s plenty of time
• Not as preoccupied with time

Stress What Is It?

Popular definitions include: ‘the result of a person being pushed beyond the limit of their natural ability’ When used in physics, stress is defined as ‘the external pressure applied to an object’, the resultant change is called ‘strain’

Applied to people, we mix up the two terms, using ‘stress’ to refer to both the pressures we’re under and the effect it has on us

What Causes Stress?

• Where you work – Red tape, changes, demands from customers, uncertain future.

• Your Job – Volume of work (too much/little), deadlines, pressures, being responsible for staff.

• Your career to date – Still not found your niche, no clear goals, reached your plateau.

• Your Relationships – Colleagues, friends, partner, boss, staff, children and families.

• Conflicts – Unable to find a balance between work and home; worried about money.

• Self-imposed – Giving yourself a hard time, low self-image, poor self-management

What Are The Signs?

• Physical – Headaches, indigestion, throbbing heart, allergies, infections, twitching, nausea, tiredness, weight loss/gain, vague aches and pains.
 
• Mental – Indecision, making mistakes, forgetfulness, poor communication, easily distracted, worrying more, making hasty decisions.

• Emotional – Irritability, anger, alienation, nervousness, apprehension, loss of confidence, tension, cynicism, job/life dissatisfaction.

• Behavioral – Unsociable, restless, unable to unwind, appetite loss/gain, diminished/increased interest in sex, taking work home, too busy to relax, poor personal management.

Is this you?

Finally – Prime Time When Are You at Your Best?

We all have a ‘prime time’ during the day when we are at our best and fully alert, the secret is to recognize this and do those activities that require energy, application and thought when you’re at your sharpest.

When energy is low, we are sluggish and tend to make mistakes, so watch what you eat – a heavy meal and wine make a lot of people sleepy; a healthy meal can provide energy hours.

Work in periods of time; a maximum of an hour before you give yourself a break – this way you’ll concentrate better.

We must all try to work SMART, not DANGEROUSLY HARD!

Colin, this post is dedicated to you – I will miss you very much.

 As you can imagine, I am often asked by sales leaders, anxious to recruit the best salespeople they can afford, just what is it that makes a consistently top performer; what are their characteristics; where are their strengths, and what differentiates them?

Over the past thirty-five years I have recruited, managed, lead, trained and developed thousands of sales professionals, from foundation right up to “master craftsman” level and this has given me the opportunity to formulate an accurate profile of a “Top 5% Achiever.”

So what is it that top 5% players do? Here are the ten most common characteristics

They:

Position themselves with the real decision-makers and avoid those without ‘approval power’. They are able to first identify and then access the formal decision making unit.

Not only get the order but a satisfied customer, repeat sales, enthusiastic reference sites and constantly increase sales penetration within their accounts.

Know how to minimise the uncertainties of a cold call on a new account, by careful planning and rigorous opportunity assessment.

Recognise when to treat an old account as a new prospect and keep the relationship fresh, alive and maintain profitability

Never entertain business they do not want because they recognise that it takes just as long to work an unprofitable opportunity through the sales funnel, only to lose it at the death, as it does a profitable one. They trust their own judgement but also rely heavily on objective assessment.

Readily identify and know how to deal with the four different buying influences present in every sale i.e. Economic Buyer, Technical Buyer, User Buyer, and Ally.

Understand how to prevent sales from being sabotaged by an internal enemy. They insulate themselves by developing strong allies within.

Are able to recognise fail-safe signals that indicate when a sale is in jeopardy. This comes from experience but also information supplied by their allies.

Are rigorous in tracking account progress and are able to accurately forecast future sales because they use proven methodology, which allows them to weight every opportunity in the pipeline.

Avoid ‘dry-months’ by allocating time wisely to their critical selling tasks i.e. Prospecting for new business, covering the bases with existing opportunities and finally closing the best few.

In summary, the very best sales performers do not achieve that status overnight. They work tirelessly to develop and hone their skills-sets, insist on regular top-up coaching, and seek out those who are outperforming them, so that they may learn and improve still further. They have an unquenchable thirst for knowledge of their industry and sector.

Finally, they concentrate on eliminating any weaknesses and are anxious to be assessed and receive feedback on a regular basis.

News:

Greatest Gold-Mine of Sales Wisdom Ever

 I want to take just a couple minutes to let you in on something special…

…something that could easily make this your BEST YEAR of sales EVER!

 Eric Taylor and David Riklan, the Creators of the “Mastering the World” book series, are releasing their newest masterpiece…

It’s an INCREDIBLY valuable resource for ANYONE working in Sales.

( The complete details are here: http://www.masteringtheworld.com/  )

One look and you’ll quickly see why I call this “the best of the best”.

Because whether it’s the classic wisdom of Napoleon Hill, Robert Cialdini, and Zig Ziglar … or up-to-the-minute advice on using the power of “Sales 2.0” technologies…

You can take absolutely ANY nugget from within this book’s 385 pages, and IMMEDIATELY apply it to solving your most pressing real-life sales challenges.

This is truly the most powerful and relevant single-volume collection of sales strategies, persuasion tactics, and training advice you’ll find ANYWHERE. Bar none!

*** And I should know, because they’ve also included a chapter with my Sales Strategies.

Jeffrey Gitomer, author of “The Little Red Book of Selling”, says:

“This book is all about what is working NOW [in] business, sales, service, and personal development for the second decade of the twenty-first century.”

Look, I’m not even going to TRY listing all the topics covered, and all the experts contributing. Even on the webpage, they don’t list quite everything.

But I guarantee you’ll be well-impressed when you see what they CREATED!

http://www.masteringtheworld.com/  

David and Eric are also celebrating the book’s release date with an incredible, exclusive give-away of $2,686.00 worth of hand-picked FREE Gifts. (You’ll have to visit their webpage to get all the details, and see how you can qualify.)

http://www.masteringtheworld.com/

I know anyone purchasing this book who doesn’t experience a major boost to their bottom line … hasn’t actually USED it.

It’s that well-written … and that powerful!

http://www.masteringtheworld.com/  

Look – I want you to go to the book’s website, and see for yourself what all the fuss, and all the excitement is about!

PS – I should mention: All those thousands of dollars worth of gifts David and Eric have set aside for you will be offered to someone else – someone perhaps a bit more motivated – if you don’t grab yours by Midnight Tonight. Go to http://www.masteringtheworld.com/

Extensive research recently completed by the Corporate Transformation Department at Luton University in England, confirms suspicions and beliefs that I have had for some time now.

In business terms, they claim that these findings represent a revolutionary breakthrough in understanding what makes a successful contract bidder.

Two key facts tell a worrying story:

1. 50% of them said it is important for them to win new business in order to fulfill their corporate plan.
2. And yet four out of five companies interviewed win less than half of the bids they pitch for.

Conclusion: Most companies are not winning enough new contracts to meet their business objectives.

Not unnaturally, this would cause some anxious looks around the boardroom table if it were not for another key finding from the report.

A small improvement in bidding techniques and tactics can lead to a disproportionately large increase in the number of contracts won.

Not surprisingly, the most effective bid winners prefer to draw a veil over those factors that make them successful but the research has pulled the veil aside and provides a glimpse of the critical success factors in winning major bids.

The companies answered a detailed questionnaire which focused on two key areas – how successful they were at winning major bids and what they regard as the factors that made them most successful at winning the bids.

Figures are rounded to the nearest decimal point. The companies in the survey represent a cross section of those British companies that compete in major bids either in the UK market or overseas.

The participants came from industries as diverse as information technology, construction, engineering, aerospace, media, consultancy and utilities.                                  

The companies were candid about their success.  Some 37 per cent admitted they won less than a quarter of the bids they pitched for. A further 40.1 per cent said they won between a quarter and half of their bids. Only 4.1 per cent of the companies claimed to win more than three-quarters of their bids.
 
But for these companies, what constitutes “success” at winning major bids? Among the companies 71 per cent “strongly agreed” that it was to win bids at “acceptable profit margins”, while an almost mirror image of 70.6 per cent “strongly disagreed” that it was to win a bid “at any cost”. Among other possible definitions of success 31 per cent strongly agreed that it was winning sufficient bids to achieve growth targets, and 19.2 per cent winning bids from blue-chip customers.

There was little disagreement that winning major bids was essential to achieving business plans – 52.8 per cent said it was very important to win bids from new customers and 64.5 per cent from existing customers.

Given that winning major bids is important for achieving business plans, just what is it that gets a company invited to bid in the first place? The companies were invited to rank a number of different factors on a scale running from “very important” to “not important at all”.

The top five factors are:

1. Perceived quality of your products/services (68.5 per cent say very important)

2. Relationships with existing or potential customers (54.4 per cent)

3. Position of the company in its market-place (52.2 per cent)

4. The company’s overall image (47.6 per cent)

5. Track record in similar projects (46.5 per cent)

However, as the survey shows, more than three-quarters (77.1 per cent) of companies win less than half the bids they pitch for.

What do the best quarter have that the other three-quarters lack? Watch out for a follow-up post next week!

It seems to me, based on some recent experiences, that Directors and management often see customer relations as the affair of a complaints department, while they are occupied with far more important tasks, like running the business. This is a form of warfare carried out against the irritating habits of customers seeking fair treatment, a fair deal or equality of relationship.

Then we have salespeople who often see customers as an unruly, disobliging and dishonest source of commission.

Support staff accept that they are paid to (try to) cope (on a good day) with unreasonable, whining, stupid, ungrateful customers who just will not be behave.

Next, administrators, who see customers as dunces who must be forced to follow the rigid procedures developed for the convenience of the supplier (an endless nuisance to the customer).

Oh, and of course technical people, who often see customers as stick-in-the-mud know-nothings to be loftily put in their place by the use of elitist techno-jargon.

We cannot exclude production people who ignore customers entirely, because otherwise customers would get in the way of how they want to run the place.

Finally, my favorites – finance people, who treat customers not as people, but as reference numbers with obligations required to fit processes.

Unkind comments? Not at your place? Sure? Ok, great! But be assured, anti-attitudes like this abound right across the commercial spectrum.

You do business with your customers — not despite them! Customers pay the wages for everyone, not just the sales force.

There is always a penalty for poor customer relations. It plays out over the weeks and months ahead when people — and those they influence — simply avoid your firm.

The drive for continuous improvement will come from your customers — if you let it, and if people’s arrogance does not get in the way.

Believe me, the customer is an expert in your business. They may not know how to make grommets, or how to merchandise goods, or how to write software, but they do know what they want from you.

Imagine them saying, “As customers, we do not want it your way; we want it the way that suits us. And we will tell you, if you want to listen, and providing we see you want to do something about it.”

One of the problems with employees in many companies is that they just do not want to be told anything, especially by a customer. No one’s going to get anywhere with customer relations until they recognize that customers are valued assets, not dumb milk cows for money.

Customer relations is a strategic understanding, not a departmental name. Most people in most companies don’t think about their responsibility for developing good customer relations, because they simply do not see it as their “job.” The trouble is that you cannot see the cost from a simple item on the profit-and-loss sheet. Most of it is hidden in the cost of losing business and winning new business.

Existing customers cost much less to keep than new customers cost to win!

And you? Can you truthfully say in your heart of hearts that you believe in the value and need for everyone in the business to help to build good customer relations? If not, then watch out for the competitor who will figure that out first — or the person competing for your job who knows that is how it’s done.

Customers are the reason you go to work every day – without them, no job, and in fact, no company!

And now the good news: I am compiling a list of companies who are excelling in the field of  customer service, ahead of a white paper and a forum due out later in the year.

So far I have Eurostar, Virgin, and way ahead, Johnnie Boden who is now in the USA too.

I did a quick calculation, and I have purchased twenty-four items this season, and do you know what? They all met my “Five Rights”

The right quantity

Delivered to the right place

At the right time

For the right price

In the right way

They are virtually faultless, and I have been buying from them for ten years. Their clothes are “ageless” – and they continually exceed my expectation.

Want a peek into their Autumn range ? You can HERE

And if you want to learn more about my thoughts on the man that is behind Johnnie Boden, you can catch up HERE

Full Disclosure: I never accept reward for a personal recommendation, I just simply want to share my experiences – good and bad!

He really is a great guy who has got it right, and he has obviously surrounded himself with great people  …

When we agree to an idea or proposal, it’s because there’s something in it for us. It’s hard to influence people who can’t see what’s in it for them. Sounds one-sided, but it is true. Call it self-interest, selfishness or whatever. It is only human nature to ask, ‘What am I getting from this?’

People will say yes to your ideas if they meet their needs or match their view of life in the following areas:

• Principles and values

• Beliefs and opinions

• Needs and wants

So Give People What They Want & Need

People agree to ideas and suggestions that match their needs or views of life. Underpinning all our lives are certain principles and values that we hold to be true. These become guidance for how we conduct our lives. They influence and mould our behavior. They can differ greatly from person to person and successful influencers always take principles and values into account.

But how?

• Notice what principles and values drive other people

• Ask questions and invite comment and reaction

• Check with those who know them well

Some examples of principles:

‘Integrity and fairness are an integral part of business dealings.’

‘I think that older people deserve courtesy and consideration.’

‘Moral behavior is part of the fabric of daily life.’

It would be unproductive to spend time attempting to dislodge these deep-seated principles. Instead, harness them to add leverage to your suggestions

Beliefs & Opinions

Beliefs and opinions can be transient or short-term. Remember when you used to believe in Father Christmas; the Tooth Fairy; giants and witches? Proof can easily dislodge a belief. So too can time.

An early step on the road to influencing others may include having to change lingering beliefs or convictions before you can proceed further.

‘I think that BubbleClean washing machines break down more often than the Tumblingsystem range.’

‘I think that all politicians are corrupt.’

‘I never make decisions on the 13th.’

Each of these beliefs can be dealt with by logical questioning or providing proof or data.

Needs & Necessities

These are fundamental requirements – they have to be met if you are to influence others. Typical needs include: reliability, security, achieving a deadline, meeting a budget, keeping up to date.

‘Because of increasing competition, it is essential that we maintain an image and at the same time keep up to date.’

‘My team members are under great pressure, so it important to maintain their morale.’

‘The system must not only be reliable but secure, as well.’

Having uncovered needs, you may have to mould or reshape your ideas to dovetail with the requirements of others. Often, people have a hierarchy of needs, so it may be important to discover and use this:

‘Which is most important to you – reliability or security?’

Wants & Wishes

Wants and wishes are not essentials, just a wish list: ‘Wouldn’t it be lovely … if only’. But their fulfillment can be the cherry on your influencing trifle, placed on top with a flourish, after the other person has agreed to your proposal.

Depends What’s on Offer

Question: How will your suggestions benefit the other person?

The person or people you are influencing will interpret the benefits of your suggestions in different ways. Some will be interested in the features – the fine details, the nitty gritty of ideas. Others will say ‘How will I benefit?’  Others will seek out the advantages of proposals – how the benefits are different.

News: Big week coming up: Tomorrow sees the launch of …

“This book literally contains sales training and information from every top Sales Trainer in the world” - around 100 of us, and I’ll provide more details tomorrow.

Then of course, we are counting down to the launch of Top Sales World … Top Sales what JF? Do please scroll down and catch yesterday’s post.

Oh, and we have a real surprise for you … on September 13th, you will read the 1000th post here, and to celebrate, me and some good chums have put together just 50 favorites …..More soon!

So, after almost twelve months development, Top Sales World is almost ready for launch – I think you will agree, the wait will have been worth it.

“Just what is involved JF?” I hear you ask. Here is a taster.

Each day, you will be able to catch up with the “Latest World Headlines” and then decide where else in “The World” you want to visit.

There are twenty-two sections – yep, twenty-two, so you are hardly going to get bored – it really is a “Sales Hypermarket” and the shelves are stacked with must-have sales resources.

For example, the Top Sales Masterclass & Roundtable season kicks-off on September 13th, and during that month, we have an all-star line-up including:

Wendy Weiss, Dr. Tony Alessandra, Jill Konrath, Linda Richardson, Keith Rosen, Dave Kurlan…oh, and me.

Registration is FREE for all of the sessions.

In fact, everything on the entire site is FREE to access.

We really have created the “Greatest Sales Resource on the Planet” and it is finally coming to a PC near you on September 7th – launching at 12 noon (Eastern) 5pm (GMT)