Guest: Barry Trailer

In part two of this series, Barry Trailer, Chris and Corey bring a touch of humor to the conversation on the topic of sales and how it relates to the corporate business world today. Barry emphasizes the importance of establishing and elevating relationships over time, stating that sales isn't about predicting anything but rather bringing people together. He compares the unpredictability of sales to the unpredictability of a baseball game, where even the best players are out 70% of the time. Chris Beall adds that the desire for predictability is a universal human desire, but sales is about doing things that have a reasonable shot of bringing people together so that problems can be solved that would otherwise be left unsolved. There is even a reference to fortune tellers, who are able to convince people to believe in the impossible. They guys agree that while the game of sales has not changed, the tools available to do it have improved, and the ability to access and share information has greatly increased, making sales performance level much higher today than in the past.
If you haven't listened to the first half of this series, we highly recommend you to check it out, "The Scarcest Commodity in Corporate Business Today.”
 
Full episode transcript below:

Revealing the scarcest commodity in corporate business, especially in America today, first requires an understanding of how we got there. Today Barry Trailer, Co-founder of Sales Mastery, joins Chris and Corey. He reviews the four levels of process implementation: the percentage of revenue, the target revenue plan attained, the percentage of reps meeting or beating quota, the outcome of forecast deals, and rep turnover. These are real numbers. But higher levels of relationship and higher levels of process implementation lead to higher levels of performance. And the numbers are just the numbers They continued talking about the turnover. There's a huge contributory factor to the failure to implement significant change on the part of most sales organizations other than the change that a new leader brings in.
What is common is that the new lion, so to speak, the new CRO, the new VP of Sales, comes in and kills the cubs. They attempt to prove that whatever was being done before must not be done anymore. Because I've come in with my new way of doing things and territory must be marked, I was brought in to do something in a new way, and away we go. When the performance isn't there, the CRO or the CSO takes the bullet that the CEO doesn't want to take. But the only reason is that there's been this unholy alliance or this unspoken agreement that as long as we make the numbers, you'll stay out of my sandbox. Listen to this episode to see where your company falls in place in, “The Scarcest Commodity in Corporate Business Today.”
Full episode transcript below: