Only 1 in 7 Sales Reps Do this Vital Practice

ONLY 

Years ago I attended a sales development workshop conducted by the Sandler Group.

That's when I heard the statistic. 

Sitting in class, I was stunned when the instructor said, “Only one in seven salespeople self-assess after a sales call.”

How could that be? I instantly thought. To me, it was a standard operating procedure. I assumed everyone did it. All the time.

Then, the instructor added, “…. and, those who do are the top performers.”

Bingo! It made total sense to me. After all, how could you get any better if you didn’t analyze your own performance on a regular basis.

Yet over 85% of salespeople didn’t do it. Maybe they didn’t know how. Maybe they didn’t want to be at fault. Maybe they didn’t even know why it made a difference.

But it did. It mattered tremendously.

If a person didn’t self-assess, they’d be stuck in mediocrity, blissfully unaware that top performers were doing anything differently from them. Or, they’d get progressively discouraged, questioning if they were cut out for sales and ultimately quitting.

Hearing this statistic was a defining moment for me. It reaffirmed my own behaviors. I'd discovered a sales best-practice. 

Sales managers will never reach their full potential (Or quota) unless they coach their salespeople how to think about their actions in a way that enabled them to continuously improve.

Sales managers who consistently produce results through their team realize that questions are their best tool in helping salespeople get better. They provoke curiosity and imply that there were alternative ways to do things. (I’ve listed some helpful ones below.)

An impactful coaching conversation leads to lots of impromptu role-plays where sales reps can test out new ways of doing things. It is an experiment in getting better.

Good sales managers love exploring their salespeople’s challenges (aka issues, obstacles, objections, delays, losses) the most. Their goal is to help each person get to the root cause of their particular selling challenge.

(Check out our blog: The 5 "Whys:" Getting to the Root Cause of a Problem Quickly)

It's a great learning opportunity—for example, when a prospect asks about price early on in the meeting—and upon learning it quickly replied, “We don’t have any money in the budget.”

“Mmmm,” the sales manager can say to the rep , “Based on my experience, something you said elicited that response. What were you talking about just before your prospect brought up the budget issue?”

Then the sales manager backtracks, reviews the rep's actions, brainstorms different approaches and do quick mock calls to see if they could possibly lead to better responses.

It gets salespeople thinking. Exploring. Testing. Assuming personal responsibility for their success. Getting better.

By showing reps how to self-assess on a regular basis, their sales results will improve enabling them to outperform even their own expectations. 

While that “1 in 7” statistic is an incredible number. It truly is a difference maker!

Self-Assessment Questions

Here are some good questions you can ask yourself or your reps. Use them after a phone call or a sales meeting.

 Overall

• How do you think that call/meeting went?
• Did you accomplish your objective?
• If not, was it a realistic one?
• Is the next meeting on the calendar? If not, what happened? 

What Went Well?

• As you review the call/meeting, what were the best parts?
• What were you doing then that was so effective?
• How can you integrate that into future conversations?

What Needed Improvement?

• What surprised you, put you off your game?
• What did you forget to do/say/ask that could make a difference?
• Where did you run into trouble? What do you think caused that?
• What could you have done things differently? What else? What else?

To get the maximum impact, use these questions frequently. Make them a regular part of your personal self-assement or your sales management process.

To your greater success,

Peter C. Mclees, Sales Coach and Trainer
Smart Development
petercmclees@gmail.com
Mobile: 323-854-1713

We help sales reps and sales organizations accelerate their sales.

7 Tips To Make Yourself (And staff) More Efficient Right Now

You’re busy and don’t have time to read a lengthy intro (especially in a piece about productivity). So let’s get right to it. Plenty of productivity gurus recommend an entire, complicated system to get yourself organized and working optimally. First, however, give yourself an immediate boost in productivity by adopting one or several of the tactics below. Starting tomorrow, they can help you get more time back and get more done every day.

1. Get Up 30 Minutes Earlier
Would it really be that hard to get up 30 minutes earlier? This may not be your most productive awake time, but an extra 30 minutes (when the rest of the house is still sleeping) could be used for reading, exercise, whatever you want. This alone gives you an extra 3.5 hours a week, and that’s a lot of time. Plus, I bet that extra 30 minutes makes you feel more ahead of the day and in charge of what’s ahead.

2. Do Your Most Important 1–2 Tasks/Projects
FIRST Every Day (Before Email And Voicemail) At the beginning of each day, you already know what one or two things are most important to accomplish. But most of us, before tackling those projects, check email and voicemail and quickly get distracted by the day’s interruptions and fire drills. Nine times out of ten, those distractions can wait until your most important tasks are finished. 

Get them done first, and I guarantee you’ll feel (and be) far more productive every day.

This is more than just a prioritized list of projects or tasks. Be explicit about the top one or two tasks, as they’re likely far more important than what’s farther down the list. Crossing tasks off makes you feel good, but ignoring the top priority isn’t going to move you forward fast enough.

3. Set A Morning “Daily Do” Reminder
 There’s likely a core set of tasks you could execute in 30 minutes or less, every day and probably earlier in the morning, that would accomplish a number of things quickly and help you feel far more on top of things. They’d keep your networking active, ensure proper follow-up on things that happened yesterday, plus ensure you’re completely prepared for the day ahead.

Set a daily meeting with yourself every work day, Monday through Friday, for 30 minutes. Do it early morning (before you get to the office) with a cup of coffee, or begin a habit of starting your daily office routine on your own, free of distraction, and knock these tasks out.

The specific task list will be unique to you, but here’s a sampling of what’s on my “daily do” list every day:

• Check LinkedIn and Gist for other important update across my network, and comment back as necessary
• Scan yesterday’s schedule, and send thank you notes (email or hand written) as necessary
• Ensure all to-dos captured yesterday have been filed and prioritized (either today or for later)
• Confirm my priorities and to-do list for today, and ensure I have every resource necessary to get them done
• Confirm today’s meetings (including sending a confirmation email if necessary)
• Prepare for today’s meetings (including any documents I’ll need there, any homework I needed to complete, etc.)

4. Keep Your Email Offline, At Times
If you use Outlook in particular, right click on the icon in the lower right-hand corner of your screen and select “Work Offline”. This will “freeze” the email in your inbox currently, and queue up anything in your Outbox to sync when you want to. This helps you focus on what’s at hand, without getting distracted in real time by new incoming messages. Click the send/receive button when you want to, but otherwise stay more focused and more productive without the constant distractions.

5. Sort Emails Into Three Folders To Focus On What’s Most Important, Right Now
I aggressively use Outlook’s email rules to manage my inbox. This automates much of the filing and sorting I’d otherwise have to do manually, especially when Outlook can recognize patterns and help me save certain types of emails for quick scanning or processing later.

For example, I subscribe to several email newsletters, but every one is automatically filed in a “reading” folder (more on that below). I get “watched item” alerts from eBay, which also get filed in a separate folder. There are certain reports I’m copied on, some of which I rarely read but want filed away for future reference. I have an Outlook rule that does all of this filing for me automatically. This tool alone saves me countless clicks and minutes every day.

For short-term processing, I typically sort the rest of my email into three folders: Action, Waiting For, and Reading.

Action: Anything that takes longer than two minutes goes into the Action folder. Very, very few of these requests need immediate response.

Putting them together in an “action” folder allows me to tackle them later, and all at once.

Waiting For: I often send an email to a colleague or vendor, and wait for a response. I typically blind copy myself on these emails, and have an

Outlook rule set up so that these emails automatically get sorted into a “Waiting For” folder. This gives me a complete inventory of the outstanding emails I’ve sent for which I haven’t received a response. I’ll quickly scan this folder a few times a week, deleting emails that have been responded to, and occasionally following up with people that haven’t yet taken action.

Reading: I get to this once a day, usually in the morning or evening. None of it is urgent, and I have no problem deleting an unread newsletter if the folder is getting too large, or if more recent emails (especially in the case of news summaries) are piling up.

I file these folders in my Outlook folders with an “@” symbol in front of them, so that they all stack up at the top of my Outlook folders list. This way they’re always in front of me for easy clicking and viewing when I’m ready.

6. Use The Two-Minute Rule
Each time a new email arrives in your inbox, ask yourself: “Can I respond to this in two minutes or less?” If so, then respond right away! Don’t click or open another message just to read it. Be diligent and respond to the message you have open quickly before moving on.

To your greater efficiency,

Peter Mclees, Leadership Coach, Trainer and Performance Consultant

SMART DEVELOPMENT

Email: petercmclees@gmail.com  or  Mobile:323-854-1713

Smart Development has an exceptional track record helping service providers, ports, sales teams, restaurants, stores, distribution centers, food production facilities, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth. 

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

A Simple Lesson from the NFL to Close More Business

Ahhhhh….. The NFL is back! Teams have played a couple of games, and coaches are watching game film and teaching players how to improve every week. I once read a piece by Peter King from SI.com about his conversation with Ellis Hobbs—former cornerback with the New England Patriots. He was talking about how much respect he had for Patriots head coach Bill Belichick.

Ellis said, “Early in my career, Bill called me into his office, and we sat there, for a long time, studying game film. He taught me to look for the simple things, and not to make football so complicated. I got better. I was with one of the best coaches of all time, and he helped me become a better player.”

In  sales, too, you can become a better sales producer if you concentrate on the simple things and doing them better. Here are two things you can do starting today to increase your closing ratio and make more money:

#1: Keep a record of the reasons your prospects don’t close and then concentrate on qualifying on these issues up front with your next prospects. This is one of the simplest and most effective habits to develop.

Keep a notebook with all your prospects in it and every time they don't buy put in red ink the reason why not. You can even boil it down to three codes: NI, for No Interest; NM for No Money; and NC for Not Cooperative.

And then throughout the days and weeks go back through your notebook and look for patterns and ask yourself, “What do I need to focus on during the qualification stage?”

If too many prospects were not buying because they simply weren’t ready to buy right then, then “No Interest” needed to be addressed during the qualifying call. Start by asking more direct questions like:

“_______, if you find that this would work for you, what is your time frame for moving ahead with it?”

And so on. Bottom line—if you don’t get it right during the qualifying call then you’ll never increase your closing ratio.

#2: Ask for bigger orders on every close. Oh, I know, you’ve heard this before, right? But how often do you actually do it?

So many sales reps are afraid to ask for too much and are just happy to get a minimum order. 

Your sales will increase when you start asking for bigger orders on every single call. You never know how much a person or company can handle. You can always go down (in price, quantity, etc.), but you can never go up.

The truth is, it’s all the same amount of work anyway, so why not ask for two times, or three times the minimum order and see what you get? If only two in ten of your prospects buy the increased amount, how much more money would that mean to you?

In addition, the good part about consistently asking for more is that you’ll end up getting more—and every time you do, you reinforce the habit to do it. And as soon as you get a taste of closing bigger deals, you begin looking for and expecting them. Try it and you’ll see for yourself. It’s one of the simplest things you can do to make a lot more money.

So there you have it—two simple ways of closing more business and making more money. Just remember, as you’re reading this, NFL players and coaches are working on the simple things to improve.

You should be doing so, too!

Good selling,

Peter C. Mclees, Sales Coach and Trainer
Smart Development
petercmclees@gmail.com
Mobile: 323-854-1713

We help sales reps and sales organizations accelerate their development and as a result their sales.

"The Crucibles of Leadership"

There is an article written by famed leadership gurus Warren Bennis and Robert Thomas called “The Crucibles of Leadership.” Bennis and Thomas interviewed many leaders and found that they shared a common type of experience. They wrote, 

"We came to call the experiences that shape leaders  “crucibles,” after the vessels that medieval alchemists used their attempts to turn base metals into gold.  For the leaders we interviewed, the crucible experience was a trial and error, a point of deep self-reflection that forced them to question who they were and what mattered to them. It required them to examine their values, question their assumptions, hone their judgment. And, invariably, they emerged from the crucible stronger and more sure of themselves and their purpose—changed in some fundamental way."

What constitutes a crucible depends on a person’s beliefs. Someone born a Rockefeller might have so much material wealth and security that no one else would see them as having problems, let alone crucibles. But from their perspectives, they might still have to struggle. Meanwhile, some people who live through what others consider great suffering consider their travails just regular parts of life. Use what works to help you develop and grow.

If you are deeply challenged and stressed at work or in your personal relationships, you can consider your situation a crucible if seeing it that way helps, or not if it doesn’t. Just because you aren’t being physically tortured with hard labor doesn’t mean your pain isn’t as real to you as anyone else’s is to them. The point isn’t to compare suffering but to create a belief that helps you achieve your goals.

Maximize Your Learning and Growth During a Crucible By Journaling

If you want to maximize your growth and minimize your stress when going through a crucible then try journaling for seven days or so.

The biggest benefit of keeping a journal is to expand your self-awareness. Self-awareness of your strengths, your energizers, what challenges you, what can derail you is a key driver of emotional intelligence. Emotional intelligence (the ability to know and manage yourself and others) is a key driver of success in leadership or in any field for that matter.

Another key benefit of keeping a journal is to manage stress. Workplace stress has a significant impact on our overall well-being. Journaling about stressful events can help you process them, release the negative emotions, and ultimately enable learning. Our physical and emotional well-being is a key driver of the energy we bring to the workplace. The more positive emotion and inspiration we feel as a leader, the greater the impact on our teams. A gratitude journal has been shown to have significant positive impacts in maintaining a good immune system and wiring the brain for positive emotion.

Effective leaders are able to see what's happening with a clearer perspective. They are thus able to respond with greater agility to change. They lead effectively because they see effectively.

Ten Questions For Your Leadership Journal

To make your leadership journal a habit, I suggest you block off ten minutes on your calendar and make it part of your morning or evening routine. Find a favorite place. Some people choose a beautiful journal to write in so it becomes something they look forward to rather than a chore. For me, writing in my journal is like sitting and having a good cup of coffee with a close friend. I look forward to it.

Often, my coaching clients ask “How do I get started?” The following is a list of useful prompts. Regardless of whether you’re going through a coaching process or want to power up your leadership, you may find these coaching questions useful as prompts to write about in your daily journal. If ten questions are too many, start with one or pick a few that really resonate with you. The key is to start and stay in the practice.

What’s present for me now? This may feel like an esoteric question to start with but it’s a useful one to get present to what’s going on in this moment for you. Take a few deep breaths, close your eyes, and bring awareness to your body. Stretch and release any tension you’re feeling. Look inside yourself. Notice what emotions are present. Often, we rush through our day without checking in with ourselves. This is an opportunity to greet an old friend and see how they are. It will set you up for rich learning in the questions that follow.

What’s going well? What’s creating that? Acknowledging what's good helps you take a step back from what may have been a very stressful day. It helps you acknowledge yourself and others for the good that’s happening. It helps you learn what’s positive and what's helping you achieve goals.

What's challenging? What's creating that? Acknowledging what's challenging focuses you on what needs your attention for learning and growth. Often, we start off by blaming others, ourselves, or circumstances for what is challenging. That’s fine and a perfectly human response. You can start there. And I urge you to look deeper within yourself. What beliefs, attitudes, or actions by you contribute to what is challenging for you? This process of taking responsibility (without judgment) is a key driver to feeling empowered as a leader rather than a victim of circumstances. It opens you up to experimenting with other ways of leading that may be more effective.

What needs my attention? This is a great question for scanning your environment, both work and personal. Your quality attention is your most precious asset. This helps you become mindful and choose where you invest it.

What’s meaningful? Finding meaning in each day keeps you fueled. It helps you learn about what values are important to you and then lead from these values. It helps you discover purpose and lead from purpose, inspiring and engaging yourself and those around you. Another question in this same vein is "what am I grateful for"? This helps you focus on what’s going right overall which helps to reduce stress, and improve overall well-being. Keeping a gratitude journal has been shown to clinically improve your immune system. It also increases resilience.

What strengths do I notice in myself? This helps you become aware of your strengths and put them into action. You may also want to journal about values you exercised. It builds confidence, trust in yourself, and resilience.

What strengths and contributions do I notice in others? This helps you appreciate and see what others are contributing. You can then powerfully acknowledge and appreciate them. It helps build productive and trusting work relationships.

What am I learning? Scan your writing. Capture any learning that feels most important.

What is an action I am committing to? This helps you move the learning forward into action.

Try this exercise out. Bullet-point answers are fine. I challenge you to try it as a gift to yourself for the next seven days. My hope is that it will help you to become a more inspired, authentic and agile leader.

To your greater success and fulfillment,

Peter Mclees, Leadership Coach, Trainer and Performance Consultant

SMART DEVELOPMENT

Take the Next Step... 

Interested in learning how leadership coaching and training can benefit your organization? We begin with a collaborative discovery process identifying your unique needs and business issues. To request an interview with Peter Mclees please contact: 

Email: petercmclees@gmail.com  or  Mobile:323-854-1713

Smart Development has an exceptional track record helping service providers, ports, sales teams, restaurants, stores, distribution centers, food production facilities, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth. 

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

The Most Powerful Lessons a Leader Should Learn

“I learn something new everyday. But, even more importantly, I learn the same things over and over again.”

 I was immediately struck when I heard these words. They were spoken by a world-renowned physician and neuroscientist, Dr. Steven Galetta, in his acceptance speech for a prestigious award recognizing his excellence in his profession.

Dr. Galetta said that he was always excited to acquire some critical piece of knowledge every day that he could apply to his research and in the treatment of his ailing patients.

But, even more critical to him was the opportunity everyday to re-learn the fundamentals of his profession; namely in how he works with his patients. How to carefully listen to patients. How to how to take enough time with patients and how to ask the right questions to elicit accurate information.

I believe this is the central learning challenge for every leader. If you want to keep your leadership efforts vital and fresh, if you want to reach the heights of career success/fulfillment and stay there, then it is important to always be learning. But what exactly do you need to learn? 

Let’s use the example of Dr Galetta to set two goals for yourself:

1. BECOME AN AGILE LEARNER.

The most important skill a leader or any professional needs to master in order to succeed is that of becoming an agile learner. In that vein, create a Personal Learning Plan. Write down what you need to learn from the perspective of your direct reports and key stakeholders. 

Personal growth and by extension, leadership growth, does not happen automatically because people are living or necessarily because they have experiences. Leadership development must be planned, deliberate and consistent. In other words, if we want to realize our true leadership potential we have to work at it daily.

There are four primary ways to develop leadership capability.

The first is to study leadership and apply the lessons learned. In addition to Smart leadership classes there are plenty of great podcasts and videocasts (E.g. TED Talks), webinars, blogs, meet-up groups to supplement your company-sponsored formal leadership education.

The second way is to learn from your experiences at work. For example ask to be assigned to a challenging project that will provide you an opportunity to exercise your leadership. Remember that leadership is about influencing positive change. Also, stay alert. Observe situations from different perspectives. Watch how different people handle leadership challenges. Have a teachable spirit and ask for feedback and be open to criticisms about your performance. And above all don’t be afraid to fail. You’ll learn more from failing once or twice than from succeeding all the time.

The third way dovetails with the second which is to engage a professional leadership coach. The best leaders are a lot like professional golfers. The one thing that every elite golfer has, is a coach.The coach is there to watch the pro’s swing. 

Why? Because the golfer can't change what they can't see. Because the coach can see what the golfer can’t, change is possible. This kind of feedback builds champions and great leaders.

Check out our blog post: Coaching Works. Here's Why

The final way to develop your leadership ability is to find a true mentor. The mentor should have life and business experiences that you want to gain, a genuine willingness to help you along, and a positive relationship with you.


Click here to discover the origins of the word mentor.

Industry Expertise: What industry expertise should you acquire that will help you to provide necessary insights to your direct reports, peers, managers and stakeholders. Read books about your profession and industry. Follow specific LinkedIn discussion groups in your target industry and read the discussion threads to learn about key industry concerns. Pick a mentor who is successful in your field and learn from them to to absorb some of their knowledge and expertise.

Stakeholder Knowledge: Do your research into the stakeholder's organization, services, products, and customers. Set up Google alerts for every key stakeholder to facilitate this. Use tools like Nimble to track the conversations your stakeholders are having online. This can point you in the direction of new knowledge that you need to acquire.

Become A Source Of Value: The challenge you must set for yourself is the following: How do I become a source of value for my direct reports, manager, peers and other stakeholders? How do I acquire the knowledge, understanding and insights that will enable me to become the trusted adviser to my direct reports, manager and peers?

Use your Personal Learning Plan to set learning goals for yourself and to commit to the specific actions you will take to acquire that knowledge. Most importantly, share your Personal Learning Plan with a manager or a peer within your organization. You want their help to hold you accountable for achieving your goals. But, whatever it is, do at least one thing every single day. Even if it just reading for 30 minutes before you turn off the lights for the day.

2. LEARN THE SAME THINGS OVER AND OVER AGAIN

This is just as important as Lesson #1.

Never assume that you have learned everything there is to know about the fundamentals of your profession or as a leader. You can always ask the question better. You can always listen better. You can always prepare more thoroughly for the 1:1 conversations with your directs.

Your success is more dependent on your successful execution of leadership fundamentals than in mastering specialized leadership skills. Why? Because if your fundamental leadership skills and habits are lacking, then you’ll never get the opportunity to demonstrate your advanced knowledge. 

The first step you can take to start learning the fundamentals over and over again is to turn-off your autopilot and start paying attention. You’re not perfect. There’s always room for improvement. Take the time to ask the right questions of direct reports and then really listen to their answers. 

Remember: learn something new and big and exciting everyday. Look at the fundamentals of your leadership with a fresh eye every single day and be conscious of what you can improve in order to better serve and deliver more value to your direct reports, manager,  peers and other stakeholders.  The reward will be that you’re a better leader. And, a better person.

To your greater success and fulfillment,

Peter Mclees, Leadership Coach, Trainer and Performance Consultant

SMART DEVELOPMENT

Take the Next Step... 

Interested in learning how leadership coaching and training can benefit your organization? We begin with a collaborative discovery process identifying your unique needs and business issues. To request an interview with Peter Mclees please contact: 

Email: petercmclees@gmail.com  or  Mobile:323-854-1713

Smart Development has an exceptional track record helping service providers, ports, sales teams, restaurants, stores, distribution centers, food production facilities, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth. 

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

7 Questions to Ask Before A Difficult Conversation

Tough conversations.You know, the ones we need to have, but are concerned about.The ones that remind us of the similar conversations that didn’t go so well in the past.

And, as a leader (Or spouse, parent, friend), they are often necessary.

Perhaps as a leader we find ourselves needing to have them more often due to the nature of our job. And perhaps, sometimes you put them off because they are hard; but you also likely know from experience that avoidance isn’t a good strategy either.

Here are eight questions for you to ask as a part of your preparation for these difficult conversations.These questions will challenge you to think in new ways about the situation and your preparation for it. 

What is your goal? Determine the outcome that you hope for from this conversation.

Am I in the right frame of mind to discuss this now? If you know you aren’t, wait, but don’t wait forever. If you must discuss it now, change your mindset first!

What are some options to solve this problem? There is always more than one way. Make sure you have options in mind going into the conversation.

What information do I or we need? Sometimes the right information will make all the difference in the world in creating better outcomes.

What role did my behavior play in this situation? This is always an important question, but as a leader it is critical.

How do you think they view the problem? This question puts you in the mind of the other person. You may not know the answer, but thinking about it first will make you far better prepared for a successful conversation.

Am I ready to apologize or take responsibility? (and for what?) Well, are you? If not, the conversation may be harder than you are even speculating.

How can I contribute to a better outcome? If you have answered the first seven questions, you likely have some ideas here. Don’t go into a difficult conversation without an answer to this one.

Perhaps you hoped that these questions would magically make difficult conversations easier – they will not.

But they can be magical. If you take the time to ask yourself these questions, and answer them, you will be better prepared and it is very likely that while the conversations might not be easier, they will arrive at far better outcomes.

To your greater success and fulfillment,

Peter Mclees, Leadership Coach, Trainer and Performance Consultant

SMART DEVELOPMENT

Take the Next Step... 

Interested in learning how leadership coaching and training can benefit your organization? We begin with a collaborative discovery process identifying your unique needs and business issues. To request an interview with Peter Mclees please contact: 

Email: petercmclees@gmail.com  or  Mobile:323-854-1713

Smart Development has an exceptional track record helping service providers, ports, sales teams, restaurants, stores, distribution centers, food production facilities, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth. 

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.