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Mind the Gap: How to Assess Sales Performance Gaps to Achieve Execution Excellence

PDG

Essentially, they know what to do because you’ve trained them. The question is, are they doing it? This is the knowing/doing gap. The knowing/doing gap refers to the disconnect between what we know we should do and what we actually do in practice.

Sales 52
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Demystifying Why Leadership Development Often Fails

PDG

In this article, I’ll explore the reasons for mediocre outcomes and provide some insights into how you can improve program effectiveness. Not Recognizing the Knowing-Doing Gap Let’s face it: a lot of new leader readiness programs don’t do enough to prepare leaders for the realities of the job.

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Optimizing Teams for Best-In-Class Sales Performance

PDG

This article explores the challenges facing sales teams in the life sciences industry and what sales leaders can do to optimize their teams for best-in-class performance. In other words, the more complicated the sales process becomes, the less likely it is that reps will be able to sell effectively. First, it creates more work.

Classes 52
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From Strategy to Results: How to Drive Sales Execution Excellence

PDG

You can have the most brilliant strategy in place, but unless your sales team executes it effectively, your strategy is just a collection of ideas. Tactics for Effective Strategy Execution To transform strategy into real results, it is imperative to shift the focus from planning to a relentless commitment to tactical implementation.

Sales 59
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Learning Vs. Performance -- The Dichotomy

ID Reflections

In this context, a discussion with a friend led me to the video on Knowing-Doing Gap by Bob Proctor. Some further research into the Knowing-Doing Gap led me to his website: [link]. We know that effective learning leads to visible behavior change. People should start to do things differently.

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Balancing innovations and implementation

Janet Clarey

Innovation involves a “New Thing&# >>> Adoption is the decision to use it >>> Implementation is the effective use of the innovation. Why do they fail so often? Six stumbling blocks are identified by Klein and Knight (article attached): New technology can be unreliable and imperfectly designed [hassle].