'Eating radishes' That is how, according to Matt Dixon, many 'doer-sellers' experience selling their services. People do not become management consultants, executive coaches, accountants, lawyers, or engineers to sell. However, for those working in professional service firms or independently, selling is an integral part of their role. At the same time, professional sales processes are changing. More and more professional services are sourced through RFPs, and buying committees are replacin...
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'Eating radishes' That is how, according to Matt Dixon, many 'doer-sellers' experience selling their services. People do not become management consultants, executive coaches, accountants, lawyers, or engineers to sell. However, for those working in professional service firms or independently, selling is an integral part of their role. At the same time, professional sales processes are changing. More and more professional services are sourced through RFPs, and buying committees are replacin...
Even though, for years, we have had a vast array of change management theories and methodologies at our disposal (Kotter, Lewin, Kubler-Ross, Bridges, ADKAR, etc.), it still proves to be very hard for us as leaders and consultants to implement real, sustainable change (transformation). Most change projects fail (70% according to McKinsey), or end with a superficial victory declaration, after which the organization often falls back to 'the way we DID things here'. 'Why is that?' T...
Leadership 2.0
'Eating radishes' That is how, according to Matt Dixon, many 'doer-sellers' experience selling their services. People do not become management consultants, executive coaches, accountants, lawyers, or engineers to sell. However, for those working in professional service firms or independently, selling is an integral part of their role. At the same time, professional sales processes are changing. More and more professional services are sourced through RFPs, and buying committees are replacin...
