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ThinkSales April - June 2015

ThinkSales magazine caters exclusively to the needs of sales management leaders. The editorial objective of ThinkSales magazine is to empower, motivate and inspire sales leaders with strategic knowledge, tactical skills, management insights and exposure to international sales and management thought-leadership and best practice necessary to lead sales organisations to achieve higher and sustainable sales results.

South Africa
Thinksales Corporation Ltd
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4 Issues


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steeped in tradition and style

If you join the Rand Club as a member, you will have access to more than 130 reciprocal clubs worldwide.Host an event or conference steeped in style and old Johannesburg traditions and opulence at the Rand Club.A SLICE OF JOHANNESBURG’S HISTORYLegend has it that when Cecil John Rhodes had firmly established that there was indeed gold in ‘them thar hills’, he walked to a point where the fledgling Commissioner Street meets the present-day Loveday Street and imperiously exclaimed. ‘Here we must have a club’. And so one of Johannesburg’s great institutions was born and took shape. That shape has changed radically since the first brick-and-thatch structure went up in 1887. Less than two years later, that first single-storey club house became an impressive two-storey building with a bar (of course),…

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the power of small wins secrets to unlocking a motivated workforce

It turns out that ordinary scientists, marketers, programmers, and other unsung knowledge workers, whose jobs require creative productivity every day, have more in common with famous innovators than most managers realise. The work day events that ignite their emotions, fuel their motivation, and trigger their perceptions are fundamentally the same.The Double Helix, James Watson’s 1968 memoir about discovering the structure of DNA, describes the roller coaster of emotions he and Francis Crick experienced through the progress and setbacks of the work that eventually earned them the Nobel Prize. After the excitement of their first attempt to build a DNA model, Watson and Crick noticed some serious flaws. According to Watson, “Our first minutes with the models… were not joyous.” Later that evening, “a shape began to emerge which brought back…

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a surprise for managers

In a 1968 issue of HBR, Frederick Herzberg published a now-classic article titled ‘One More Time: How Do You Motivate Employees?’ Our findings are consistent with his message: People are most satisfied with their jobs (and therefore most motivated) when those jobs give them the opportunity to experience achievement.The diary research we describe in this article — in which we microscopically examined the events of thousands of work days, in real time — uncovered the mechanism underlying the sense of achievement: Making consistent, meaningful progress.But managers seem not to have taken Herzberg’s lesson to heart. To assess contemporary awareness of the importance of daily work progress, we recently administered a survey to 669 managers of varying levels from dozens of companies around the world. We asked about the managerial tools…

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stop coaching late-stage opportunities

ANTHONY IANNARINO is the President and Chief Sales Officer for Solutions Staffing, and the MD of B2B Sales Coach & Consultancy. He is also an adjunct faculty member at Capital University’s School of Management and Leadership where he teaches Persuasive Marketing and Social Media Marketing in the MBA programme. Anthony’s training and development products are exclusively represented in Southern Africa by ThinkSales Corporation.Most sales managers want to coach late stage opportunities. It’s easy to find your way from a pipeline review to coaching an opportunity without meaning to, especially when you come across opportunities that are high visibility and high value. We want to win these ‘must win’ opportunities, so we spend time coaching them. But the problem is that most of the decisions that cause you to win or…

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are you paying sales people draws?

LEE SALZ is a sales management strategist. He is the president of Sales Architects and author of the award-winning book Soar Despite Your Dodo Sales Manager. His latest book is entitled The Sales Marriage: How to Hire and On-Board the Right Sales People.MANY EXECUTIVES pay draws to bridge sales earnings when sales people first join the company. This strategy is intended to help them attract top talent by keeping the sales person’s income consistent when starting a new job. However, is this strategy truly paying dividends for the company? Or, is it flawed?To answer those questions, let’s look at the two types of draws.There’s the recoverable draw which is a loan to the sales person. Every day the sales person comes to work, he accrues debt. Nothing like working hard…

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the progress loop

Inner work life drives performance; in turn, good performance, which depends on consistent progress, enhances inner work life. We call this the progress loop; it reveals the potential for self-reinforcing benefits.So, the most important implication of the progress principle is this: By supporting people and their daily progress in meaningful work, managers improve not only the inner work lives of their employees but also the organisation’s long-term performance, which enhances inner work life even more. Of course, there is a dark side — the possibility of negative feedback loops. If managers fail to support progress and the people trying to make it, inner work life suffers and so does performance; further undermining inner work life.Managers needn’t fret about trying to read the psyches of their workers, or manipulate complicated incentive…