Sell Like a Team: The Blueprint for Building Teams that Win Big at High-Stakes Meetings (Michael Dalis, 2017)

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  • Moon and Armstrong: group together to fulfill a sales and disband after
  • Qualifying customers: why must the customer do this? Why must they do it now? Why must they do this with you? Why should you do this with them?
  • Pressure can create diamonds or dust: thinking becomes rigid, people got defensive, performance pressure paradox (become generic, drive towards consensus, yield to those who hold authority)
  • Sales under pressure: acknowledge the pressure, prioritise client knowledge, choose words carefully, choose an excellence mindset, practice together
  • Sales process: identify prospect or opportunity > initiate contact with prospect > explore and qualify opportunity > propose and present > negotiate and close > monitor success and new developments
  • Effective sales leader: focus on the goal, create a collaborative climate, build confidence, demonstrate sufficient technical know-how, set priorities, manage performance
  • Qualify salesperson: interpersonal skills, complementary skills, client-specific expertise, collective intelligence
  • Conditions for a well-organised team: refine the group’s mission, set performance goals, identify challenges, clarify individual and collective work product, define accountabilities, plan for conflict, sort through your communication plan, seek and objective feedback loop
  • Commiserate: express or feel sympathy or pity; sympathize
  • Re-group meeting: key learning points, internal follow-up accountabilities, client follow-up accountabilities, benchmark the meeting, access the team’s performance, debrief individual team member performance
  • BATNA: Best Alternative To a Negotiated Agreement


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