Summit Keynotes


Jim Keenan  |  A Sales Guy Inc.Jim_Keenan_Headshot_2014

Poor Sales Performance is Management's Fault - Not the Sales People's

The key to successful sales teams is driving predictable, sustainable revenue and despite conventional wisdom success or failure in this effort starts and stops with sales management and leadership, NOT with the sales people.

Successfully building and maintaining amazing sales organizations starts with managements acceptance and ownership of this one simple premise. Anything short of that is a hot mess.

1) Hiring – if a sales person sucks, it’s your fault, you hired him. Learn to hire right.

2) Just because she’s good doesn’t mean she doesn’t need coaching. You owe your players, good, ongoing coaching.

3) NO! You don’t need to tell your team what to do or know everything they are doing. Your micro managing isn’t helping.

4) The product does matter, make sure it’s up to par. Good sales people CAN’T sell a bad product

5) Sales people aren’t super heroes, they need support too. They are not set it and forget it.

6) Quota, compensation, commissions, matters. Stop being cheap, screwing with their compensation/commissions.

7) Don’t be a Schmuck, there is more than one type of sales leadership style.

If you take ownership for your sales teams success or failure and stop blaming the sales team, you will build a high-powered team.


Key Take Aways:

 •   How to hire the right sales person

 •   How to keep them through coaching

 •   Why micromanagement is choking your sales team

 •   How to build an accountability culture

 •   Why the wrong sales leader can kill everything

 •   The critical elements of successful sales teams.

Read Jim's Bio  




Randy Pennington  |  Pennington Group

Staying Nimble, Relevant, and Engaged in a World of Constant Change

A fundamental shift is occuring in how business is conducted. Change no longer influences the environment—it is the environment.

That’s why this session is so important – it provides practical tools to help sales leaders and their teams meet the challenges of continuous change in these transformational times. New challenges are presented to us every day. We can survive and flourish by learning to stay nimble, relevant, and engaged in a constantly changing world.

Participants in this entertaining, fast-paced session receive practical information based on Randy Pennington’s 20 years of experience helping organizations initiate and manage change. The specific content will be designed and customized for you from the following list of objectives. At the end of the session, participants will be able to:

• Describe how change has changed and why the ability to continuously and quickly adapt is critical for personal success and business survival

• Identify the five reasons why individuals and organizations have difficulty adapting to change and what you can do to overcome them

• Utilize seven change leadership strategies to turn intentions into action enable your team to change more quickly and often.

• Address seven behaviors your team members may exhibit to block change.

• Develop personal strategies to thrive in the midst of change and make change a way of life!

Read Randy's Bio



Bill-Eckstrom_Headshot_2014Bill Eckstrom & Sarah Wirth  |  EcSell Institute

Sales Managers: Do you Motivate or De-motivate your Team?

Sales leaders, through their coaching acumen (or lack thereof), ultimately dictate the performance of their team. And, knowing the impact a manager has on a rep’s motivation to sell more is a great place to start.
Most managers feel they know what to do, but it is another set of skills that dictates if it is done well. Execution of the high pay-off coaching activities does not insure a manager is obtaining discretionary effort from their team. Like anything else, there is a quality issue that either improves performance, or if not done well, can actually de-motivate a team of sales people.Sarah-Wirth_2014

In this interactive session led by EcSell Institute’s Sarah Wirth and Bill Eckstrom, attendees will learn:

• How to find and create the best coaching opportunities
• How to provide coaching feedback that makes reps want to work harder
• What your top performing reps want and need that is different than the rest of the pack

Great coaches know it is simply not enough to spend time with your team, but making sure your time is of high quality through the eyes of the sales rep is what’s most important. Read Bill and Sarah's Bios



Summit Sponsors


Chuck Smith  |  New HireChuck Smith

6 Steps to Hiring Sales Rock Stars 

All the great business books tell us that business success begins and ends with the people on your sales team. But how do you build that team? You need a successful, repeatable process for sourcing, screening and identifying top talent. Chuck Smith leverages his 25 years of recruiting experience to bring the latest information and techniques on how your company can build and maintain a competitive advantage in the War for Sales Talent. You will learn to:

  • Create objective criteria to identify your Target Talent
  • Define your Employee Value Proposition
  • Brand your company’s recruiting effort
  • Quantify the cost of a mis-hire
  • Use Social Networking and other media to attract top talent
  • Reduce your cost-per-hire while improving the quality of your team

Value to Attendees:  The latest market information and best practices to improve your sales recruiting process. Attendees will receive valuable tools including worksheets that will help you define your company’s Employee Value Proposition, improve your team’s recruitment process, establish accountability and measure performance results.

Read Chuck's Bio


Dave Kurlan

Dave Kurlan  |  Kurlan & Associates

How to Hire Salespeople That Will be Great (Instead of Great Salespeople That Fail)

Wouldn’t it be great if you could consistently hire salespeople that would be great?  While most companies aren’t able to do this, some learn to do it well. What’s their secret?

There are many factors that contribute to consistent selection success and we’ll get to those in a moment. But first, have you defined what great performance would look like?  Do you really know what your new salesperson must possess with regard to experiences, expertise, competencies, and Sales DNA to succeed? Do you know where they should come from? Would you know it if you saw it? Can you find it from a resume or a phone call?  

That’s probably more questions than the average salesperson is asked during an interview as managers, more concerned with selling the candidate on joining their company and taking the job, fail to thoroughly interview.  Then again, how many sales managers have been thoroughly trained to conduct a thorough interview of a sales candidat

There are 10 primary components to nailing sales selection every time:

  1. Sales Recruiting Process
  2. The Role Configuration
  3. Sales Specific, accurate, predictive, customizable candidate assessment.
  4. Applicant Tracking
  5. Job Site
  6. The Killer Ad
  7. Automation
  8. Phone Interview
  9. The Deconstructed Resume
  10. Interviewing Skills

I’ll talk more about each of these 10 steps and how to get them right when I speak at EcSell Institute’s Fall Sales Coaching Summit in Dallas.  See you there!

Read Dave's Bio


Chris MottChris Mott  |  Kurlan & Associates

When Does Sales DNA Lead to Sales Hiring Mistakes?

Sales DNA describes a salesperson’s underlying strengths and weaknesses. Using athletic traits as an analogy, they are comparable to good hand-eye coordination, quickness off the line, acceleration, and balance.

A salesperson’s Buy Cycle (how a salesperson purchases), the time it takes for them to Recover From Rejection, and whether they Get Emotionally Involved when selling can significantly influence selling behavior and outcomes. 

Sales candidates either can sell or will sell. The challenge is selecting the ones who will. Effective sales recruiting requires science, the right process, patience, and excellent interviewing skills. Unfortunately, many companies don’t approach sales recruiting holistically.  The most common, first mistake comes in identifying what they’re seeking.

Science is critical to consistently hiring “Will Sell” salespeople. Recent data from the Objective Management Group sales candidate assessment and sales force evaluation identifies the following:

  • 90% Have Unsustainable Pipelines,
  • 83% Lack Written Personal Goals,
  • 60% Make Excuses,
  • 55% Lack Urgency,
  • 45% Are Not Self-Starters, and
  • 21% Have Consultative Selling Attributes.

Because prospects are more knowledgeable (due to the internet), increasingly skeptical, and empirically proven to contact salespeople much later in their buying process, hiring managers absolutely must identify a salesperson’s DNA and skill gaps very early in the recruiting process. 

On Objective Management Group’s Sales Candidate Assessment Dashboard, Sales DNA is reported as a percentage.  The difficulty of the sales position drives what the minimum required score is for Sales DNA. The candidate’s Sales DNA must correlates with the specific sales role for which they are best equipped.  For instance, salespeople who must hunt require very different attributes to be successful than those who will manage accounts. 

Great data and science create a foundation for successful recruiting. A best practices, sales-specific, recruiting process, combined with practiced, honed interviewing skills, will increase your percentage of “Will Sell” salespeople.

Read Chris's Bio


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