The Executive Sales Coach: Keith Rosen’s Sales Blog and Business Blog On Selling, Leadership, Managing Your Team, Business and Life

Like many business owners and sales managers right now, there’s a strong initiative to recruit new talent that can drive sales during these more challenging times. Companies are scrambling to find more rainmakers rather than order-takers to build out their sales team – and the line of disparity continues to widen between the two, as many salespeople are struggling to keep up and make the necessary and rapid changes needed in their sales process and strategy, as well as in how they think in order to adapt to and thrive in this new marketplace.

Yet, as I’ve observed with several of my clients, diligent recruiting efforts and putting the hours in each day to find the right candidates is simply not enough, as I see many companies continue to make the wrong hiring decision. Sure, they’re asking many of the right questions, doing their best to disqualify each candidate in their effort to avoid being seduced by potential or ‘being sold’ on a candidate who in your heart you know isn’t the best fit. They even tell me that they hear my voice in their head when interviewing a candidate (gee, that could be a scary thing : -) saying, “Remember, hire from choice. Don’t hire out of need. Don’t compromise your standards. A mediocre hire breeds a mediocre sales team.”

While any business owner, HR professional, recruiter or sales manager can be hyper-sensitive to this, it’s still not enough to ensure the best hire. After all, if a candidate tells you during the interview process that they’re used to calling on a certain type of prospect or have no problem making cold calls and then when you hire them you come to find that they’re reluctant or unwilling to pick up the phone or are unable to cold call as effectively as they told you they could, where did you miss the mark? Where was the sign; the red flag?

One manager I spoke with readily admitted that even though they are doing their best to stay true to the standards and expectations they have regarding the caliber of people they hire, he realized that he was still asking questions that were leading the candidate to where he wanted them to be. That is, he was asking the questions that would give him what he wanted to hear, thus justifying his hiring decision. Here are two examples of the leading questions managers unknowingly ask that cause them to make the wrong hire – and into the depths of recruiting hell. “So, you don’t mind having to pick up the phone and make some cold calls each day?” “This position is for people who are team players, organized, motivated and are open to learning our way of selling that may be a bit different from the way you’ve done things in the past. Can you share with me some of the qualities you possess that you feel would make you successful here?”)

Finding your next star player requires more than having them simply sell you on why they are a solid fit for a position on your sales team. And it goes beyond anything you’ll be able to decipher or read into when evaluating their resume. While many managers and recruiters have taken the time to develop what they feel is a solid hiring strategy and screening process, they’re missing the mark when it comes to uncovering whether or not the person has the right selling acumen, make up, disposition, drive, persistence, experience and ability that would make them a successful salesperson within your company. Consider this; it’s one thing to determine if someone would fit nicely into your corporate culture. It’s an entirely different set of criteria that’s needed to uncover whether that person is truly the right fit for your sales culture.

Making the Right Hiring Decision Requires A Better Set Of Questions

There’s an entirely different set of questions that you’re not asking which is causing the breakdown in your recurring efforts. I’m referring to the type of questions that go many layers deeper, exposing exactly the candidate’s experience as it relates to the type of selling they did and who they sold to. Generic questions about their sales experience, how many years of they’ve been in sales, whether or not they’ve ever been trained or what they have sold in the past are the type of questions that managers and recruiters ask that seemingly qualify or disqualify a candidate. Unfortunately, the hiring decision is then made based on the wrong set of intelligence and data, thus forming an inaccurate perception of the potential new salesperson you’re thinking of hiring.

The next time you’re in recruiting mode, its critical to weave in this deeper set of qualifying questions to determine with greater pinpoint accuracy whether or not this salesperson is going to thrive on your team – or be another survivor who’s holding on to their job and their few selling opportunities by a thread. Rather than fill in the knowledge gaps about the candidate regarding their perceived abilities or experience with costly and inaccurate assumptions, here’s a list of 20 additional questions from the trenches that you can start asking during your next interview.

1. What was the average size of each sale? (Dollar amount, cost of goods/services sold.)


2. What type of appointments were you scheduling when prospecting or cold calling? What was the goal here?


3. Where the appointments on site/face to face with each prospect or via the phone?


4. When actually closing a sale, did you actually sell over the phone or did you have to meet each prospect in person?


5. Did you sell a product, a service or both? (Describe how you sold each product and why there was a different approach.)


6. Did you handle the entire sales process from start to finish, including the deliverable? (Was there an account executive who you worked with, was it a team oriented approach to selling, were you only responsible for certain aspects of the sale?)


7. Describe to me the products or services you’ve sold? (Complicated or simple?)


8. Did you sell something that had an online component? Was it strictly a service? (Where they selling the tangible or the intangible?)


9. Was your product/service a “nice to have,” a “want to have” (luxury, added benefit) or a
   need to have?” (Was it a necessity, i.e. gasoline, telecom, office supplies, utilities, mobile phones, insurance, etc.)


10. What do you consider ‘prospecting’ and ‘cold calling’ to be? How do you feel about having to engage in this activity? (We’re looking to uncover how they think and feel about prospecting; their perception of it.)


11. What type of prospecting and cold calling did you do? How much cold calling did you do each day/week? (Number of calls made.) How many calls did you have to make to (get an appointment, close a sale, uncover a new prospect, etc.)?


12. Please share with me what your typical approach would be when cold calling. (Describe not only your process but exactly what you said when you were making a cold call.)


13. Who was your target audience/prospect? (B2b, b2c, C level executives, business owners, sole practitioners, were you dealing with only one decision maker or did you have to coordinate with several decision makers, influencers, committees, board members, etc.)


14. When were you calling on them? (Time, day, frequency of calls, etc.)


15. What was the average size of the company you called on?


16. What markets did you focus on? (Type of company, industry, vertical, etc.)


17. How did you get your leads/uncover your prospects? Where the cold calls you made totally cold or were you getting them from another source and then following up with them? (These would be warmer leads from trade shows, web inquiries, referrals, call-ins, direct mail and marketing efforts, etc.)


18. What were the concerns or objections that you typically encountered with your prospects? (What stalled your sales efforts?)


19. How long was your average sales cycle? (From the time you connected with a qualified prospect up until the time when you converted that prospect into a client.)


20. Were you selling based on a bidding process, RFP’s, etc.?

The next time you’re searching for a sales champion to bring aboard your sales team, you can avoid the hiring nightmares simply by asking more specific, sales-oriented questions that will provide you with the critical, detailed information that you’ve never uncovered before. Whether your recruiting and hiring efforts become a painful, never ending process will depend upon how you approach and perceive each candidate. That is, view each candidate you’re thinking about hiring as a prospect who you’d like to sell to, as long as there’s an opportunity to deliver value to them. Now, rather than attempting to sell the wrong candidates on the job, your recruiting process becomes a matter of effective qualification to determine the perfect fit.

Landslide Technologies, Inc. just recently announced the launch of its Summer 2008 Release, which offers a breakthrough in usability, new Web 2.0 capabilities and an innovative Sales Workspace that allows salespeople to engage, interact, and sell using the proven best practices of their company and industry.

Landslide was created with the belief that there is a need for an application purpose-built to achieve one goal: increase sales performance. This sales-centric approach has been the driving force behind Landslide and the Summer 2008 Release continues to expand its offering based upon its in-depth understanding of sales work styles.

Building on its focus on helping sales professionals effectively navigate complex sales cycles, Summer 2008 Release features a comprehensive set of new capabilities including a completely re-designed Graphical User Interface (GUI) that minimizes the number of clicks needed to complete any sales tasks, a four-tier deep sales process with embedded sales job aids, mash-ups with Sales 2.0 offerings like InsideView and unique, new VIP services designed to offload the pipeline management and forecast reporting work from sales managers and senior executives.

“Landslide is on the verge of reshaping this industry,” said Michael Bosworth, co-founder, CustomerCentric Selling. “The new features in the Summer ‘08 Release offer a breakthrough in the ease with which sales teams can institutionalize best processes to manage opportunities and support the needs of the individual sales professional.”

Landslide is the only company that combines live services with its software offering to really support the work styles of salespeople. The Summer ’08 Release adds to this offering with the launch of eVIP—a new set of services for the sales executives specifically designed to help them manage their sales teams.

“Today’s announcement of the Landslide Summer 2008 Release marks the changing of the landscape from the old generation date entry driven CRM to the new innovation in selling where the salespeople use web technology to follow a best of class selling process, interact with their buyers and close deals,” said Razi Imam, CEO and founder, Landslide Technologies.

Additional information can be found at www.landslide.com. To sign up for a free trial, visit www.mylandslide.com.

Sales 2.0; the conversion of technology and sales and the symbiotic relationship between the two; how they can be integrated together and co-exist in harmony. Yet, with all the technology that is going to change how salespeople sell and manage themselves, we need to be keenly sensitive about removing the human side of interaction and communication from our daily lives and processes; the deeper level of connection we foster between each other, especially with our customers.

Sure, technology will automate and streamline many of the functions and tasks salespeople and management are currently responsible for. More specifically, how they manage their sales pipeline and the stages of their selling cycle, how they qualify and mine for new prospects, how they network with other business professionals, how they maintain their contact database as well as how they communicate with their prospects and customers. And the trend for companies to transition from what was once a face to face sale to a virtual, off site sale will continue to dominate more sales cultures.

Yet, with any change, certain imminent challenges are sure to follow in its wake. Sales 2.0 and Web 2.0 have certainly had an impact on how we communicate. I have already seen the negative impact that some of these great advancements are having on sales teams across the globe as it relates to how salespeople are interacting with their prospects, customers, even their managers. Sure, these technological breakthroughs allow us to communicate and connect on many different platforms, yet it’s diluting our ability to connect powerfully on a deeper level, the level that long term relationships are fostered. Many managers have reported spending far too much time reviewing a thread of email conversations between their salespeople and prospects when attempting to uncover where a communication breakdown occurred or when trying to identify how a great selling opportunity was lost. Misinterpreted and poorly worded emails between management and their staff are the cause of more costly problems and upsets which deteriorate relations than any additional time-savings they supposedly create. As such rather than connect – we’re getting more disconnected with every communication breakdown that ensues.

Moreover, there’s the ever-widening communication gap that some of these new technologies promote between the younger generations and that of their boss, especially as more and more sales teams are built on a virtual platform where there’s little, if any face to face weekly interaction with their manager. Rather than develop their core leadership and coaching competencies and skills, managers are relying far too heavily on these solutions to solve many of the managerial challenges they are up against when building and managing their sales team.

Salespeople are expecting their webinars, proposals, websites, online marketing campaigns and collateral materials to do the selling and prospecting for them. And what’s worse, there are those salespeople who attempt to close a prospect or overcome objections via email rather than simply picking up the phone to facilitate a direct, one to one conversation that would appease the person’s concerns. Here’s just one example of a perfectly good opportunity and a valid reason to reach out to a prospect over the phone that salespeople need to take full advantage of, yet fail to do so.

The introduction of these new technologies into our sales culture will continue to proliferate, for change is truly the only constant. After all, there will always be a need to make the selling process easier and more efficient for the salesperson, for your company and for your customers.

While more applications such as the ones I’ve mentioned are infused throughout each stage of the sale, the technology of maximizing human potential is far from tapped. And as more technology emerges to simplify the selling process, there will be an even greater demand for the elite salesperson who can manage and leverage technology as well as effectively communicate their message to their targeted audience.

The technology of interpersonal, result oriented communication; the language and true art of selling will still reign supreme in the selling profession. Sure, these new tools we have at our disposal will improve efficiency, cut down on travel as well as timely administrative tasks, and reduce prospecting time and the time it takes to convert prospects into customers, now that there is less of a need to meet face to face with prospects in order to sell your product or service to them. However, it will be the sales leader who is the rainmaker, the fearless and persistent prospector, the conduit to building and maintaining strong relationships and the master of communication, who will continue to dominate this era of technological change.

The Top Ten Self-Sabotaging Behaviors Managers Engage In that Prevent Positive Change

Every manager wants to develop a team of champions. Yet, only a select few have been able to truly realize this goal and enjoy the benefits that follow. Not that sales quotas aren’t being achieved; they’re just being done so at a greater expense; the managers’ time, resources, peace of mind and energy. However, the truly great managers realize they first need to learn how to coach their people to the top and develop that missing discipline of leadership.

If your marketplace has changed, then you need to change with it. Einstein said it best. “The level of thinking that got us here is no longer enough.” Managers and executives need to embrace the new rules for engagement when it comes to communicating with their people as well as attracting, retaining, motivating and building a world class team. The majority of managers are simply doing it all wrong, creating the very problems they are desperately looking to avoid.

Especially within a tough marketplace, business owners and managers who want to shift from surviving to thriving need to develop an entirely new skill set and mindset, which is counterintuitive to how they currently do things. Here, I’ve exposed ten of the most popular self-sabotaging behaviors managers engage in that prevent positive change and some strategic solutions to them.

1. Get Out Of The Fear Based, Survival Driven Mentality
   Many of our decisions are governed by fear. Lets face it; we’re all pretty good at articulating what we don’t want to happen in our lives yet fall short when trying to come up with a vivid picture of what we do want or our goals and dreams. If you know what you don’t want and don’t know what you do want then where do you think you are going to continually wind up directing your thoughts and energy? Your goals and dreams don’t even stand a chance! Instead, empower your dreams and goals rather than your fears to be the driving force that moves you forward. Otherwise, you’re breeding a culture based on fear.

   1. Become Process Driven vs. Result Driven
      Like many professionals, there’s often pressure to reach quota or a certain level of acceptable performance. While having a monthly goal keeps your eye on the prize and your focus on the end result, it may actually do more harm than good. The irony is, this constant push to reach sales numbers keeps you hooked on the goal, diverting your efforts away from refining the selling process needed to generate more business. The quandary then becomes, “I’m too busy to work on my process. I have numbers to meet!” Consider this paradox; the result is the process. Shift most of your attention away from your goal or the end result and onto the process. After all, you don’t do the result; you execute the process, which produces the result as a natural byproduct of your efforts. By honoring the process, you can enjoy the benefit of knowing that you will attain your goals.

   
   

   2. Get Off The Adrenaline Train
      Many people today are hooked on a commonly abused, yet elusive drug whose widespread use seems to be flying under our radar. That drug of choice is adrenaline. The classic symptoms? Saying “Yes” when you mean “No.” Overcommiting or overbooking your schedule, then finding it difficult to deliver on deadlines or complete tasks. Procrastinating until the last moment. Believing you, “Work best under pressure.” Being easily distracted. Tolerating stress, chaos, disorganization, poor planning, lackluster team performance or undesirable customers create situations that provide the adrenaline rush associated when working on overdrive.

   
   

   3. Develop and Implement a Tactical Turnaround Strategy for Underperformers
      Without having the awareness and discipline to develop and execute a turnaround strategy when needed, the costs to every company are great. There are a myriad of reasons why a salesperson fails and why a turnaround strategy is a vital component needed to ensure their long term success. Managers need to be acutely aware and sensitive to the fact that some turnaround situations will result in termination or the salesperson deciding to leave on his own accord. Regardless of the underlying reason why a salesperson isn’t performing up to desired expectations, a four week turnaround program will help you identify what’s really going on and provide you with the framework to quickly determine how you can turn around an underperformer in less than thirty days or whether you and your company are better off without them.

   
   

   4. Take Full Responsibility For Your People
      If you want to become powerful, hire a powerful coach. It’s a simple, yet highly effective strategy. If you want your salespeople to be powerful, you need to be a good role model for them. As you evolve, so does your team. Consider this truth: Your team is a reflection of you. After all, avalanches roll down hill. If you’re not prepared to be 100 percent accountable for the success and failure of your team, if you skirt accountability in any way, if you lack professionalism or proficiencies in certain areas, your team will reflect these weaknesses.

   
   

   5. Don’t Be Seduced by Potential
      The greatest seduction managers fall victim of is the seduction of potential. Are you keeping someone aboard who isn’t serving the best interests of the company? The “Lets just wait and see” approach is a surefire strategy for failure. Are you trying to be the “good guy?” Are you worried about having to refill the position? Are you attached to making this person work out? Every day you keep a bad hire aboard costs the company money, time, leads and many selling opportunities. Don’t let your staff keep you prisoner. Look at the numbers. Make your decision based on their activity and productivity, not on your emotions. Remember, “hope” isn’t a strategy.

   
   

   6. Develop a 30 Day New Hire Strong Start Orientation Program
      Regardless of your product or sales cycle, every manager needs to be able to confidently assess whether or not someone is going to ‘make it’ within their first thirty days on the job. What do you expect from a new hire within the first thirty days?

   
   

   7. Make Confidence A Choice
      What if we don’t allow external situations to dictate our internal condition? What if your confidence is, simply just a choice you make about yourself? A belief in yourself? What if you could choose to be confident, choose to have faith in yourself and adopt an unwavering belief in your abilities, regardless of the outcomes of each day? Consider for a moment that you have already proven yourself and all of your future accomplishments are achieved as an expression of what you value or the value you want to deliver to others. If you can believe in this, your confidence now becomes unconditional as it is now based on who you are and the quality of the person you are, not simply what you do or what you produce. It’s trusting in yourself without any proof to back up your conviction.

   
   

   8. Relinquish Your Role as The Chief Problem Solver
      Stop giving the answers to your staff. All this does is create more dependency on you. Instead, learn to ask the right questions in order to get your employees to develop their own problem solving skills and come up with the solutions on their own. If they create the solution, they own it and if they own it they’re more apt to act on it rather than being told what to do.

   
   

   9. Stop Oiling the Squeaker – Start Enrolling (Not Selling) Your Team
      Investing your time in the wrong person is an exercise in futility. Strop rewarding the underperformers with your time and support and focus on the ones who are truly committed to generating the expected results. And that’s achieve through the Art of Enrollment, the new language of leadership.

   
   

What Exactly Do You Coach?
The Top Ten Things You Can Coach Someone On

I have found that the gap (the space you coach that is the area of opportunity which exists between where the person is now and where they want to be or the result they want to achieve) represents several key indicators or areas of opportunity that you can coach someone on. The opportunities for coaching someone are vast. Here is a detailed list of what you can coach.

1. The Who: Values, passions, standards, boundaries, integrity, and so on.
2. The Attitude: Belief, mindset, philosophy, outlook, or assumptions.
3. The Lesson: What have they learned? Why are the same lessons repeating themselves? Are they getting it?
4. The Ideal Characteristics: The ideal qualities you have defined that encompass a sales leader or manager. (Extroverted, actionable, honest, strong communicator, process driven, accountable, curious, organized, strong integrity and presence, knowledgeable, comfortable disposition, smart, responsive, etc.)
5. The Skill: Is there a missing discipline or one that needs further development?
6. The Activity: Are they engaging in the activities that support their goals?
7. The Strategy: How do they plan to achieve the intended result? What resources are needed?
8. The Commitment: Observe their energy level, consistency, enthusiasm, and motivation.
9. The Communication: The language, dialogue, or communication regarding style, delivery, presence, and disposition.
10. The Relationships: The relationships they have with intangible concepts and feelings as well as with their stories/illusions/assumptions.

The Top Characteristics of an Effective Facilitator

A client asked met the other day what makes a great facilitator (defined as, “someone who makes things easier”). Here’s what we came up with. I thought a list of the top characteristics of an effective facilitator would be of interest for those managers, speakers and trainers.

1. Stimulates the interaction and the free sharing of thoughts and ideas.


2. Creates the safe environment in order for the group to open up and become actively engaged in the discussion.


3. Are masterful and engaging listeners.


4. Provides the structure for the discussion. Sets the parameters, the intention and guides the conversation.


5. Supports the well-being of each participant as well as the group.


6. Acknowledges the participants and makes them right (and never makes anyone wrong.)


7. Utilizes the art of the question to create and cultivate new possibilities that stimulate new thinking.


8. Taps into the wisdom of each person, as the value derived in each discussion is a result of the co-creation and wisdom of the group (vs. dominates the discussion.)


9. Is charge neutral and responsive rather than reactive.


10. Is fluid and flexible vs. rigid. (Is light and dances gracefully within the conversation.)


11. Connects with the group.


12. Plans effectively yet is fluid based on the atmosphere and needs of the audience.


13. Is authentic and shares themselves with others/is fully self expressed.


14. Has fun and is passionate about the transformational process that occurs – if done successfully!

Sales? Leadership? Coaching? Strategy? HR? There’s a new AllBusiness.com expert feature that was just launched. I’m excited about this new platform to connect with readers and interact with you! More specifically, this is an Ask The Expert, Q and A Forum for you to get your toughest questions answered, and your greatest personnel and sales related or management challenges resolved ,so that you can sleep well at night knowing you are achieving your goals.

We’re hoping you will enjoy the connection and the opportunity to interact. Here’s how it works. You will be able to e-mail me direct, on the bottom right corner of my blog page here, as well as leave a voicemail on my exclusive toll free hotline describing your specific issue, challenge or question! We’ll review the voicemail questions and select the ones to use in the recorded “Ask the Expert” interviews where I will provide short answers to your e-mailed and phoned in questions. Call in now using the number below. I look forward to hearing from you.

“Ask the Expert” Hotline!
The number is: 1-877-49-EXPERT (1877-493-9737)
Option #1

Or, send me your question on This page here.

The Sales Book Awards recognize books, authors, and publishers whose work advances sales as a profession.

During one of their regular conversations, two avid readers, writers, and globally recognized sales experts lamented that sales books were often overlooked by book award programs and shunned by many in the publishing industry.

Jeb Blount, CEO of the sales portal, powerhouse, SalesGravy.com and Jonathan Farrington, Chairman of The Sales Corporation based in London and Paris and CEO of Top10SalesArticles.com, who share a life-long passion for sales, decided it was time for a book award program just for sales and sales related books, ebooks, and audio books.

Farrington, who has identified and cataloged the world’s top sales experts on his website TopSalesExperts.com said, “Our ultimate goal is to develop and foster a wide coalition of thought leaders, educators, publishers, authors, and corporations who share our mission to recognize authors and publishers who create outstanding works which contribute to the profession of sales.”

“Advancing sales as a profession is our core mission,” said Blount. “All proceeds from corporate sponsorships and entry fees will be used to create scholarships for deserving students enrolled in University level, sales degree programs.”

He explained that across the globe there are more than 50 universities and colleges that have developed degree level programs for sales within their business schools. “The students who graduate from these programs will be responsible for growing the world’s economy in the very near future. Our desire is to play a small but significant role in helping future Sales Professionals meet their financial needs while at the same time highlighting the accomplishments of today’s key thought leaders who contribute so much to sales.”

In the spirit of their mission, Jeb and Jonathan tapped three students, enrolled in professional selling at the University of Central Florida, to design the Sales Book Awards and build the website. According to Blount, Yurani Caicedo, who will be selling for the Miami Heat when she graduates this summer, along with Bri Chmel, the 2007 Women’s World Wakesurfing Champion who will also be enrolled in the University of Central Florida Sales Track this fall, and Raymi Dick, a UCF marketing major who graduates in 2009, were the real key to bringing the Sales Book Awards to life.

The Sales Book Awards call for entries begins on June 23, 2008. Titles may be entered online at SalesBookAwards.org

Any publisher or author may enter books with publication dates between January 1, 2005 and December 31, 2008. Books will be judged in ten separate categories and a title may be entered in up to five categories. Finalists in each category will be announced on November 15, 2008. On December 15, 2008 category winners and the Sales Book of the Year will be named.

For information go to: SalesBookAwards.org

Business Expert Webinars is an international community of business experts, comprising best-selling authors, award-winning speakers, and business gurus. With more than 200 speakers and about 1000 live business education webinars, they have a wide array of programs available which have already begun airing in May, 2008.

“We are using webinar technology to deliver business eLearning,” said Lee B. Salz, President and CEO of Business Expert Webinars. Topics include all genres of business –sales, networking, public relations, marketing, real estate, human resources, entrepreneurship, management and many others. Visitors interested in participating can view the extensive schedule and sign up for webinars at BusinessExpertWebinars.com. Each webinar is taught by a live presenter on the phone and is supported by a presentation delivered over the Internet.

“People are frustrated with the free webinar offerings where the price of admission is a sales and marketing pitch. Either the entire webinar is an infomercial or the content is delivered at a high-level in the session and concludes with, ‘if you really want to know how to do this, buy my CD, DVD, book, etc.’ Thus, they aren’t really free,” said Salz.

Business expert and author of “Selling to Big Companies,” Jill Konrath, said, “What attracted me to deliver content with Business Expert Webinars was that the experts pick very specific topics and go deep into the subject matter. This is strictly business education. Participants come away from BEW webinars with actionable information they can implement immediately. It is a great way for adults to learn valuable information inexpensively, without leaving the office.”

For more information, visit BusinessExpertWebinars.com.

I’ll be speaking at the National Speakers Assocation’s 2008 Annual Convention this Saturday.

Here’s the description:

Learn from those who have combined training and speaking with coaching to maximize their business growth, and how you can do the same. By attending this session, you will be able to: *Learn the steps to add coaching to your speaking/training business, including developing your credentials as a coach * Uncover the process to sell a package of coaching and speaking/training services * Understand how a portfolio of services enhances your clients

You can find out more here:
www.nsaspeaker.org/