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Shane Gibson's Podcast - Social Selling - B2B Sales and Influence

Shane Gibson Keynote Speaker | Social Selling | Sales Trainer | Social Media Strategy

Monthly Archives / February 2009

  • Feb 27 / 2009
  • 6
* Sales Podcast, Leadership, Sales Management Blog, Selling In Turbulent Times

Are you giving your power away to the wrong coach or mentor?

sales podcast in itunes on mentors and coachingToday’s podcast is about the risks associated with mentoring and coaching. I have personally seen too many people give their power away or get off track from their own personal values by selecting the wrong coach or mentor.

This podcast talks about the difference between certification and qualification. It also talks about how we may want to select and mentor or coach in the future. If you like what I have to say or you disagree please comment, I would like your feedback.

  • Feb 26 / 2009
  • 2
* Sales Podcast, Internet Marketing and SEO, iPhone Podcasts, Leadership, Marketing and PR, Sales Training, Sales Training Video, Selling In Turbulent Times

Leadership in a Digital Age – Is there a Leadership 2.0?

sales podcast in itunes

I’ve heard many people (including myself) talk about the fact that the rules of business have changed.  In sales and marketing this is true.

What’s interesting is that the rules of leadership are universal. Offline and online networking and building social capital follow a very similar strategy. Today’s podcast addresses this challenge and opportunity.

  • Feb 22 / 2009
  • Comments Off on Darcy Rezac ‘s Networking Tip of the Week
Events and Seminars, Leadership, Marketing and PR, Sales Articles, Sales Blog

Darcy Rezac ‘s Networking Tip of the Week

Here’s another great networking tip for the week from Darcy Rezac:

No. 265- February 22, 2009

Dive Right In. Let’s talk about the job market in a positive way. Yes, people are losing jobs, but they are also finding new ones, or getting promotions. Here is some excellent advice on one of the first things you should do when you get that new job. William C. Byham, chairman and CEO of Development Dimensions International, in Start Networking Right Away (Even If You Hate It) Harvard Business Review, January 2009 says, “Even if you have an aversion to networking – as many people do – it’s imperative to start forging deliberate connections within the first 30 to 60 days after a promotion, the period when people in a new division or company are making up their minds about whether you’re dependable – or a loser who should never have been hired.” To read the entire article go to: Harvard Business Review

— Darcy, Gayle and Judy

Got a comment on this article? Visit Darcy Rezac’s SHEPA Circle

  • Feb 12 / 2009
  • 17
Internet Marketing and SEO, iPhone Podcasts, Leadership, Marketing and PR, Sales Articles, sales assessment tools and indicators, Sales Blog, Sales Management Blog, Sales Training, Selling In Turbulent Times

What’s Your Social Media Profile?

Are you a Thought Leader? An Engaged Participant? Why not find out? This is my “beta” quiz on Social Media Profiles.  Fill it out to find out your profile. After you complete it would great if you could share your results by posting them in the comment box below. Please comment and let me know how it could be improved or expanded. Have fun!


Thank-you to Split Mango (Ubertor and WordPress Specialists) for editing the CSS and PHP for this quiz to make it legible and functioning!

  • Feb 11 / 2009
  • 2
Leadership, Sales Articles, Sales Blog, Sales Management Blog, Sales Training, Selling In Turbulent Times

Questions to ask before taking that high tech sales job offer

Careers in High-Tech and Web-Based Industries

For every successful technology company there are dozens that fail and leave behind an array of lost promises, disappointed investors, and stressed former employees.  This sector offers a highly engaging, and potentially lucrative career in sales. With that in mind, we must be willing to ask some hard questions about the company we are going to potentially work with.
The following are examples of questions and topics we need to address when seeking out potential employers:

1.    What is the basis for their technology? Do they have something proprietary or innovative that will allow me to build up a client base? Will this technology give us a sustained competitive advantage?  Or are we just another “me too” technology that can eventually be built better and cheaper by some other company?

2.    Is this technology proven, scalable, and have a track record? Many organizations make grand claims about their latest invention but cannot back it up. Remember, when you are out prospecting, presenting, and visiting potential clients, you are going to get some hard questions. Make sure there is something of substance that you can sell.

3.    Does the company have a solid infrastructure, quality control, technical standards, and sufficient resources for customer support? Too many start-ups lack this infrastructure and back-office support. What occurs is as we land larger clients and sell multiple instances of our software or solution, and the production side of the company fails to keep up. This results in delayed projects, poor customer service, and loss of clients, market share, and opportunity.  Make sure the company you work for has those key systems in place.

4.    Does the company have a proven executive team? Leadership and the personal motivation and drive of key executives are very important, especially in the initial stages of business growth. Has the CEO surrounded themselves with intelligent, competent division heads, or have they surrounded themselves with an entourage of “yes” people?

5.    One of the most important questions is: “Is this solution a cure to a pain or a problem?” If it is, creating a business case for people to buy it will be achievable. If it is one of the many technologies with no real market demand (i.e. just another interesting technology tool) it is not going to be a priority purchase for anyone.

6.    Does the company and solution have a defined, accessible market? If the target market is difficult to reach or is ambiguous, much of our initial tenure at the company will not be spent selling, it will be spent trying to define the market and through trial and error, learning how to access it. This is not a formula for large commissions.

7.    Does the company equip the sales staff with the right marketing and collateral materials as well as tools necessary to sell the solution? In addition to this, do they have a well-defined and potentially lucrative compensation plan that will reward me for my efforts?

If you find it hard to answer positively about one or more of these questions the reality is you’re probably not being offered a sales job of real substance in web or high tech based industries.

I know of several sales people who’s resume’s are full of 3 or 6 month stints at half a dozen of these companies. The time frame makes them look like flakey employees who can’t commit or be loyal. The reality is they were great sales people who worked for companies of no substance.

– Shane Gibson

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