Effective Sales Management

Harness the Power of Your Virtual Sales Team

By Dave Stein, Author of How Winners Sell

Winning enterprise software sales deals is not an individual activity but a team pursuit.

The fact is that at this point in the history of the commercial application software industry most competing products do what they’re intended to do. Few products fail to perform; few perform markedly better than the rest. And because so many products and services compete for a limited number of buyers, suppliers advertise that they can do everything their competitors can do, only faster, cheaper, more effectively. They’re all singing that song from Annie Get Your Gun: “Anything You Can Do, I Can Do Better.”

How do software companies differentiate themselves from all the others? Let me count the ways. By building in more and more functional capabilities; by backing what they’re selling with top-notch customer service; by hosting them on the hottest technology platforms; by making their products and related services more comprehensive to handle more complex customer issues; by insisting that the total cost of ownership is less; by proving that the time to value is quicker; by giving their products a broader footprint to meet larger lists of customer requirements.

The bigger and more complex our applications become, the less of it even the most articulate, intelligent salesperson can communicate. Explaining and managing that level of information and complexity to the different constituencies within the prospect’s organization requires the assistance of application specialists, business consultants, product marketers, corporate executives, developers and other experts. And that demands taking a team approach to selling. If your team sells by the seat of your pants, you aren’t driving a sales campaign—you’re driving bumper cars.

Team selling isn’t new. Its growth has been spurred not only by the proliferation and complexity of goods and services but by many other trends over the years: multiple and diverse buying influences, user empowerment in organizations, globalization, commoditization, economic uncertainty, and companies springing up and crashing down almost randomly. It all adds up to a hard reality: we can’t do all the selling alone.

The Company Team

The team we’re going to talk about is not just the people who work directly for or with you. It’s much broader than that. In effect, your sales team includes people inside and outside your organization, business partners, consultants, people in other organizations, even people in other industries. As a sales professional charged with harnessing the skills and energy of this diverse crew of workers — some of whom aren’t even aware they’re on your team — you are, in effect, the CEO of an outfit we’ll call “Virtual Sales Team Inc.” And VST’s mission is to deliver to your real company the revenue it needs to achieve its business plan.

Who’s on your virtual sales team? The roster can include (inside your real company) the CEO and other executives, customer support reps, on-site service personnel, engineers, user interface designers, developers, domain experts, cost accountants, marketing personnel, consultants, suppliers with complimentary products, other sales reps within your own company, attorneys, one or more current customers, and even sales consultants who can give you insight into how to win the business.

But Virtual Sales Team Inc. encompasses much more than just your inside team. There is competitive advantage in cultivating relationships and gaining knowledge inside the company you’re selling to. Think of your virtual corporation as including the prospect’s team — the evaluation committee, decision makers, steering committees, executives, users, middle management, technical approvers, purchasing and human resources personnel, finance and legal people, external consultants, administrative assistants, and of course, IT. Yes, that’s right, they’re on the other side of the bargaining table — but with knowledge, insight, organization and political skills, you can enlist them in support of your cause—you can even get them to sell for you.

The Making of a Winning Team

As CEO of Virtual Sales Team Inc., you’ve got an awesome challenge ahead of you. First of all, most of your team members are not under your direct authority or supervision. You have to understand the knowledge, skills, attitudes, and behaviors of all the sales resources available to you, no matter what it says on their business card. You’ll need well-honed relationship-building skills to get these team members lined up behind you and focused on your common purpose. If, for example, you need an expert to tell your prospect how your company provides tech support to its customers, but the person available for that task gets defensive and rude when questioned, you have some work to do. You’ll need to coach that person before the meeting, or if that fails, bring in someone else. Don’t leave it up to chance.

Like any good manager, you must learn to depend on other people to achieve your goals. With this challenge in mind, how can you better manage your virtual sales team? According to my friend, sales expert Steve Waterhouse, team selling will succeed if the following components are part of your sales process:

  • Effective communication. Make sure everybody is in on the plan—early. You can’t imagine how often this doesn’t happen. (Heading out the door on Friday afternoon, the sales rep says to an application consultant, “By the way, we’ve got a presentation in Duluth Monday morning. Have a nice weekend.” What’s his problem? Is he grossly incompetent, operating without a plan, or is he simply a poor communicator?)
  • Team understanding of the mission. Every member of the virtual sales team must be aware of exactly what your sales objective is: what you are committing to sell, when you are going to sell it, and for how much. Each team member should also understand that every tactic has an objective of its own and where and what they are contributing to the total plan.
  • A clear understanding of each member’s role. The only thing more embarrassing than asking the prospect the same question twice because Smith didn’t check with Jones, is a prospect asking two people in your company the same question and getting two different answers.
  • Planning. Selling enterprise software is a complex mission. You need to be recording your tactical plan somewhere—hopefully in a CRM application—so that it can be shared by your team. You might also find project management software useful if you’re working a complex deal with a lot of resources, tasks, and critical deadlines. Whatever planning tools you use, be sure to keep your team members well informed.
  • Smart use of your team members’ knowledge and skills. Know what all team members are capable of, and use these assets at appropriate times. Need to get one of your prospect’s decision makers on your side? Bring in your company’s cost accountant to help her with financial justification. Or perhaps a strategically timed phone call from your well-known, world-class customer would get the attention of one of your prospect’s key executives.
  • Good leadership. When you earn the prospect’s confidence by establishing your competence and credibility, you’re well on your way to making the sale. In the same way, when you earn your team’s trust with strong, fair leadership, they will buy into your plan and follow your vision to sales success.
  • Focus. If plan your sales campaigns and communicate the plan to all team members, focus will not become an issue. Your sales team will commit to a coordinated effort that makes winning the deal an achievable goal.
  • Support and motivation of team members. This one takes work, empathy, and an understanding of how your company’s departments function. Except for your sales support staff, most of your team members have other responsibilities, of which helping to win sales is not high priority. In fact, some of the people who may be essential to your success may be reluctant to help you because they believe it will increase their risk or their workload.
  • Rewarding those who assist the selling effort. Some companies give sales award trips and other recognition to non-sales staff that have helped win business. My hat goes off to these firms. This is a great motivator, as well as a chance for engineering, delivery, finance, and other personnel to see where revenues that pay for their work come from. At presidents’ clubs presentations, again and again I’ve seen sales professionals lavish more attention on those who helped them win than on other sales reps. That’s smart selling.
  • Active participation and collaboration. Even though the responsibility for winning or losing the sale falls on you, all team members need to feel they are part of a continuing collaboration. Invite and encourage their participation in brainstorming sessions, information gathering, and meeting prospects’ requirements. Actively solicit their opinions and guidance.
  • Integrity. Showing leadership, vision, and guts will gain you the trust and support of others. Make promises you can’t keep or lie to your team or your prospect, and you’ll go it alone.
  • Conflict resolution. Yes, you’re the owner of that sales campaign, but this doesn’t mean you can dictate. Be ready for the conflicts that are sure to arise with members of your team. How will you deal with them? One way to keep conflicts from derailing a sales campaign is to recruit an executive as a sponsor early in the game — one whose trust you will win with your leadership skills and competence, and who will back you in the end.Conflicts between team members will arise from time to time. Personal and professional differences make them inevitable — differences in job descriptions, business knowledge, experience, incentive plans, geographic locations, schedules, personalities, outside commitments, and communications style, to name but a few.

    The most common conflict is perhaps between those who sell and those who have to implement. I’ve seen this happen again and again. Sales complains that service managers are stalling, refusing to sign off on a deal that would put them over quota. Managers responsible for implementing the product complain that sales overpromises, leaving them to face angry customers. The lack of trust can bleed over into customer meetings and presentations, giving prospects the impression that the company can’t get its act together and perhaps can’t be relied on to meet its commitments.

    What can you do about it? Building trust and support will take time, but it can be done. The best solution is to review and apply Waterhouse’s critical components — the items you just read. And the best place to start applying them is in team meetings, where planning and communication take a front seat.


    Early in the campaign, the important thing is to get all your team members on the same page, share available knowledge, and plan ways to gather other required information. The first few meetings should be formal, with a printed agenda, including clear goals and time constraints (showing respect for team members’ time). Their objective is to determine the prospect’s requirements, based on research, preliminary conversations, and even RFPs, and what the best way is to find out what the prospect isn’t telling you, or perhaps doesn’t know, about his company’s business needs. This process, of course, is called “discovery.”

    It’s useful during discovery to categorize by type the information you need to collect. But it’s also helpful to think in terms of which team member is in the best position to get it; people who don’t have “sales” on their business card are often the most effective intelligence operatives.

    Know what your customer is buying before you begin selling.

    When you’re meeting with the prospect early in the discovery phase of your campaign, it’s better to ask questions than to present. Try to bring along a business, domain, or product expert. Agree ahead of time what areas of questioning you and your support resources will pursue and, if you can, prepare some crucial questions. The best pre-sales consultants and support people I know have made questioning a fine art. They impress the prospect just by asking questions — insightful, probing, open-ended questions based on their knowledge of the industry, the prospect, and the prospect’s competition. What a great way to differentiate your team and build credibility with the prospect.

    Meetings and Presentations

    Every meeting or presentation with a prospect warrants a plan, even if it’s only five sentences long. It’s really your sales plan in microcosm: (1) situation assessment, (2) objectives (yours and theirs), (3) strategy, and (4) tactics. You and your team members must understand all four components.

    What are your roles during a meeting or presentation? That depends on you, your team, the audience, what your objectives are, where you are in your selling cycle, and the venue. The first thing you must do is prepare, prepare, prepare. Here are some pointers:

  • Before the meeting, contact the prospect to come up with a mutually acceptable agenda and objectives.
  • For any presentation or demonstration, rehearse. Check your PC, screen-saver timeout, batteries or power cord, and room lights. Make sure you’ve got the right version of the presentation. In case your PC crashes, have hard copies of your slides. In fact, plan for a rehearsal the afternoon before the presentation. At least a week in advance, give each team member a packet containing the sales plan and a checklist of things that could go wrong. By showing your concern with the details, you will motivate them not only to attend rehearsal but to be prepared for anything.
  • Discuss with your team what objections might be raised and who will handle them. Do circumstances suggest they should be handled during the presentation? Or can you still be credible if you respond to the issues immediately after the presentation or even days later?Here are some points above and beyond what most reps do at a meeting:
  • Execute the usual introductory steps with a new level of precision. The tone of the meeting gets set during the first few minutes. Your prospect is buying technology. Sloppy technology doesn’t work. Sloppy meetings leave a bad impression.
  • Address specific points that are crucial to the prospect’s business. Be brief, but not generic; you can’t differentiate yourself by being generic. If one of your team members has tested the points in advance with someone who will be attending the meeting, you increase the likelihood of a successful meeting.
  • If your team members are strong enough, let them facilitate part of the meeting or presentation. Remember, though, you own that sales opportunity — not your team or your manager or your CEO. Your team’s actions should communicate this to the prospect.
  • Even if one person takes notes on a flip chart, have all your team members take notes during the event. Questions, concerns, ideas, action items, and especially audience comments should be captured for your debriefing immediately after the event.Tier-Level Selling

    Sometimes the seller’s or buyer’s company will require contacts to be made within a single level — your boss to your contact’s boss, VP to VP, and so forth. Adhering to this type of policy requires tier-level selling. It’s common in parts of Europe and Asia, where calling on your peer’s boss is considered inappropriate. For big ticket sales in the United States, the same holds true; the prospect’s CEO or CFO will usually want to establish a relationship with his counterpart in your company. This should not be something to avoid, but there are pitfalls you need to be aware of when executive management gets directly involved in your deal.

    You need to communicate to the exec — as diplomatically as possible — that he is working for you on the sales opportunity, not the reverse. The best way to do this is to present a complete, well-thought-out strategic sales plan that specifies when, where, and how the exec will be involved. When you’ve demonstrated that you’ve accurately assessed the sales opportunity and designed appropriate objectives, strategy, and tactics, the upper-level manager is more likely to follow your lead.

    Tier-level selling should be strategic and proactive, not the result of a lack of planning or effective teamwork.


    Too few sales teams bother with this important step. It’s usually, “Whew, that’s over. Let’s get to the airport and see if we can catch an early flight.” Here is where your leadership is crucial. You need to let your team know in advance that there will be a debriefing, and you need to manage the session for best results. It’s really not that difficult to answer several crucial questions (and take one further action):

    1. Did we achieve our objectives, and the prospect’s, for the meeting?

    2. If not, where did we fall short, and why? What do we need to do about it? Is damage control required? Who will follow up? When, how, and with whom?

    3. If we did achieve the objectives, what could we have done better?

    4. What new issues were raised? What do we need to do about them? Who will follow up? When, how, and with whom?

    5. Review and validate the next step(s) in the sales plan.

    As an individual sales rep, your skills and knowledge can bring you your share of business. But if you can organize and manage an effective virtual sales team to execute a team-oriented sales plan, keeping your eye on all the variables discussed here, you’ll have gained a key component of sustainable competitive advantage.

    Remember, a critical component of successful enterprise software selling is doing an effective job as CEO of your virtual sales team.

    Specializing in large, enterprise sales opportunities, Dave is much in demand as a speaker, consultant, coach, and trainer. He has worked with companies small and large, from $5 million in sales to the Fortune 500, including IBM, Oracle, Hewlett-Packard, Invensys plc, NEC, AMS, ALLTEL, Pitney Bowes, Siemens, McGraw Hill, Standard & Poor’s and Bayer.


Team Selling – Reality or Myth?

By Ben Zoldan, CustomerCentric Selling Affiliate

Have you thought about the experience that many organizations put their buyers through? From the first time the buyer learns about the company and offering, through their evaluation process, how they assess the benefits of using the offering and, ultimately, through implementation? Scary thought, huh?

Let’s track it:
You receive a “hot” lead that was generated by your marketing department. It’s a potential several hundred thousand-dollar opportunity. You pass it to your top salesperson, Mary. She is asked by the prospect to fly out next week and bring a sales engineer and a professional services manager, as well as mail some collateral about her offering prior to the meeting next week. Does this sound familiar to you?

If all sales processes start with a story, are all the pieces of this story in synch? Meaning, is the expensive, glossy product marketing collateral that Mary sends out, in alignment with the kind of sales call the entire sales team is supposed to execute? Will it contribute to what happens after that sales call? Has anyone even attempted to architect what the ideal team sales call should look like?

When you consider an effective team-selling environment, can you draw similarities to that of a winning sports team? A winning sports team has a defined set of roles for each player and always has a pre-defined game plan from which each player should execute individually, so as a whole, the team will succeed. Good teams are made up of good players and there is always a talent prerequisite.

The best teams, however, are created when good players are inserted into well-defined team systems, whereby individuals follow processes within the total team concept. When individuals follow a system, a “community” is born. The community has interdependence among the players, the coaching staff, and throughout all the personnel in the back-office. Each player and staff member co-exists within the system. Players follow the processes within the system that is ultimately governed by the goals of the community. For a community to truly prosper and achieve its goals, each of the components of the community must execute a plan that is aligned with the other components. There should be a natural hand-off from player to player, coach to player, and so on.

This begs the following questions:
If your organization were really serious about shaping your customer experience, from first awareness through customer satisfaction, which of your “C” level executives would own the total customer experience? VP Sales? VP Marketing? VP Professional Services? VP E-commerce? OR, how about the CEO?!?

Is the messaging that marketing has given to the market in alignment with what actually comes out of the lips of your salespeople? How do you define a lead? Would your salespeople and marketing staff agree on that answer? Do your brochures go on and on about how robust, seamless and cutting-edge the product is? Are your salespeople expected to have discussions about the products or should they lead with business issues and take a buyer through a needs-development process? When your salesperson is required to bring in sales support resources, in the form of a situational expert, are there pre-requisites for use of the resource? Does that resource follow a defined process that is an extension of the salesperson’s process? When a buyer becomes a customer, is this truly a continuation of the total customer experience, or does an entirely new experience begin? Can you architect the “ideal” customer experience? Have you tried? And, can your salespeople, marketing staff and services people insure that the majority of customers have this “ideal” customer experience? Is it a coincidence that the companies that create effective team selling environments are the same companies that have the highest level of customer satisfaction? In our experiences, the answer is clearly “no” – it is not a coincidence.

In many corporate cultures, individual business units like marketing, sales, pre-sales and professional services tend to act as silos. This leads to heavy finger–pointing in the staff meetings. “Marketing sends us crappy leads!” “Sales promised the customer something we cannot provide!” “Services missed their deadlines!” You’ve heard it all before…

Does the left hand really know what the right is doing? Unlike other operating units within a company, sales and marketing are typically the only organizations that have resisted defining it’s best practices or sales process(es) to maximize sales effectiveness and customer success. Moreover, its rare that we find processes defined and synchronized across all customer-facing entities, from Product Management, to Marketing, to Sales, to Sales Engineers, to Sales Management, through professional services. Each has their own pre-defined processes, but it’s rare when an organization defines a complete and total customer experience process, from the time a message is sent to the marketplace through a successful customer implementation. Instead, most organizations have relied on the disparate processes and practices of the individual business departments that touch the customer.

Let’s examine if some of these “silos” are out of synch.

First, product-marketing. “The XK2000 v.7.5.5 is the most robust, seamless, integrated, cutting-edge solution in the marketplace.” With this type of messaging, product marketing helps these products take on a life of themselves. Everyone in product marketing can talk about “it”, but how many of them can really tell you how their customer’s use “it” to achieve a business goal or solve a critical problem? By job title? Within a specific market? We really don’t want salespeople to lead with “it”, so why do all the web sites, white papers and product-marketing materials focus on “it”? If you were to create collateral that was intended for “C” level executives, wouldn’t you want to stimulate curiosity about how you helped another executive solve a key problem or achieve a business goal with the use of your offering? By job title? By industry? While a lot of product marketing organizations create messages educating internal and external constituencies on the products and features, what if a group was tasked with creating messaging around how customers actually use the product to save or make money? Could a customer-usage department replace a product-marketing department? Could this ultimately help to bridge the gap between sales and marketing? Just the term “product marketing” itself may makes me cringe. Does team selling begin with the hand-off between marketing and sales?

How about pre-sales or sales engineering – Prior to the infamous “demo”, do most sales engineers find out from the salesperson what capabilities to demonstrate to a prospect, or does he/she show all 847 features, until you have to wake the prospect up from deep REM (if you are still in the room). What standardized documents do salespeople share with the engineer that will help the engineer know exactly how to prove to buyers that using the offering, will save or make them money?

And, what about your professional services group – Are they a continuation of the sales cycle? Going into a new project, how do they find out from the sales team what are the individual goals of the decision-makers? How do they find out what the current situation is and how the salesperson positioned the use of the product to help them achieve their goals? Are your consultants qualified to initiate and sustain relationships at the executive levels and have meaningful conversations around business topics? How many enterprise software implementations fail due to lack of executive level sponsorship? Has your professional services ever heard, “Well, your salesperson sold me something different.” This friction between the people responsible for implementing your offering and the people responsible for winning customer contracts cannot be contributing to your overall success as an organization.

How many buyers have been left with a bad taste in their mouths from a previous technology implementation failure? Could the answer lie within defining and executing a complete team selling process that integrates marketing with sales and sales with pre-sales and services? Maybe team selling is not just about winning deals… maybe it’s really about creating the “ideal” customer experience?

So, what if you could:
As part of your sales process definition, extend the process to include every customer touch point in the total customer lifecycle, from customer awareness, to solution development, to company positioning, to facilitating your buyer’s evaluation process, through customer success?

And, what if once you defined the total customer lifecycle process, you could architect messaging for each step of the process, to include market awareness messages, actual words that come out of your salespeople’s lips, technical proof, etc, so your buyers hear a consistent message throughout the buying cycle?

And, what if, during your prospect’s buying process, you could provide proof of your commitment to customer satisfaction by demonstrating how you’ve defined your “total customer acquisition process”, from how you create market awareness through how you turn that awareness into customer success? Would that help demonstrate your commitment to customer satisfaction?

One of the founders of CustomerCentric Systems, Mike Bosworth, recently made a keynote speech to a large information technology company, in which he said:

“I encourage you to get each of your customer facing “silo” heads to attend one of our public CustomerCentric Selling workshops, as a team. You will learn about how customers want to be treated and make difficult decisions. You will learn how to develop sales ready messaging to enable your salespeople to have consistent meaningful dialogues with C level executives. You will learn how to define and document your sales processes. You will learn how to evaluate your “funnel” of prospects and forecast future business much more accurately. You will learn how to integrate product development, marketing, sales and services into a single customer experience. All in three and a half days!”

Can you think of a better way to spend three and a half days?

Ben brings an array of senior level experience in sales, sales management and sales methodology implementations toCustomerCentric Systems™. He has built his career on the fundamentals and philosophies of CustomerCentric Selling and decided to align his consulting practice with CustomerCentric Selling, to help his clients achieve their growth objectives. Ben can be reached at bzoldan@customercentricselling.com.

Einstein had it easy: on Leadership, Complacency, and finding Peace in news of Layoffs

By Angel Mehta, Chief Executive Officer of Sterling-Hoffman, Founder of the Enlightenment Project

“When I read that Einstein failed to figure out a Unified Theory of Everything and died thinking that the universe was ultimately incomprehensible, I realized I could scratch that problem off my own list.”

Thus spoke Robert Fulghum, describing the peace and oneness that comes with finally admitting how little each of us actually knows….about anything.

I recently found a similar kind of peace… in a piece of rather morbid news. About Layoffs. (Upcoming layoffs, to be precise).

And no, I’m not joking. I am privy to confidential information about a group of people that are about to suffer through a devastating experience (job loss), and it actually set my mind somewhat at ease.

(Before you judge me, please finish reading).

A friend recently joined the senior ranks of a billion dollar business unit of a multi-billion dollar technology company which shall remain nameless.

A few months prior, the company had hired a new CEO, who like most new CEOs brought a coterie of loyal executives with him to help get the job done. My friend was one of those lieutentants, and as such was privy to a piece of secret information: the new CEO was planning ‘regime change’. Iraq style. In other words, dozens of middle managers were to be asked to leave the company. Staff who had been with the company for years – many of whom had played key roles in the company’s initial success – were about to receive cute little pink slips of the kind that were routine at General Motors.

Why, you ask?

Simple: after spending several months MBWA (managing by wandering around), the new CEO felt that too many of the middle managers and ground-level employees were complacent.

Low sense of urgency.

High sense of entitlement.

Unwilling to change.

The usual. What leader hasn’t had to deal with problems like these at some point?

But here’s the part that blew me away. My friend’s new company – the same one planning to layoff employees who have become complacent and resistant to change – is routinely ranked by Fortune Magazine among the top 20 places to work – on planet Earth. The company pays higher salaries than almost every competitor (only Google and Microsoft are known to be comparable), with generous year end bonuses of up to 45% for every employee. The list of benefits and perks includes:

Medical (unlimited)

Dental (unlimited)

Free onsite daycare

Laundry services

Matching 401K contributions

Free lunch (5 days a week)

Matching charitable donations

Ultra-cheap onsite massage therapy

Game rooms galore with billiards, X-Boxes, PlayStation 3’s, ping pong tables, and air hockey. Even speed-chess zones.

The list goes on. And on. And on. Trust me, after listening to my friend rhyme off his new company’s list of ‘retention initiatives’, I considered filling out an application form. Though the chances of getting hired were slim to none. This company, like Harvard,Stanford, MIT, Google, McKinsey, Goldman Sachs, Microsoft, and Facebook, is after the best of the best – admitting fewer than 5% of the thousands of applicants waiting at the door. The managers of Studio 54 would be proud.

And therein lies the irony that brought me – for a moment at least – a sense of peace.

None of the employees at this unnamed company are fools. Ask any of them whether their company is as great a place to work as Fortune Magazine reports, and they will nod enthusiastically. They routinely turn down recruiter calls, insisting they have no interest in working anywhere else. And yet…complacent they are.

And so it turns out that a company that goes to great lengths to recruit and retain the best people, pay them the highest salaries, shower them with perks and benefits that 90% of global workers can only dream of….is still struggling with a fundamental leadership problem: motivation. Questions like: How do we get our people to realize that what they did in the past won’t work in the future? How do we persuade them to look in the mirror (not out in the window) when things aren’t going right? How do we get the team to embrace change as a matter of routine?

“When I read that Einstein failed to figure out a Unified Theory of Everything and died thinking that the universe was ultimately incomprehensible, I realized I could scratch that problem off my own list.”

Yep, me and Robert Fulghum both. Somehow, I doubt I’m going to be the one to figure out a Unified Theory of Human Motivation. There is a measure of peace in that thought. After all, with Albert Einstein dead and gone, there’d be no one around to celebrate my genius with! Well, maybe Seth McFarlane.

Big company or small business. Silicon valley hip or east coast conservative. Old economy manufacturer or cutting edge high tech. No company is immune. People are people, and as such, only human. As my friend summed up, ‘you can get complacent anywhere.”

And yet….I sense that this peace is fleeting. Natalie Maines and the Dixie Chicks once said, “free speech isn’t free.” They’re right. It must be fought for and defended each and every day. And perhaps it’s the same with onsite massage therapy and big bonuses. The same with the heart and culture of an organization. Good things must be fought for and defended….through long hours, innovation, endless questioning, endless trying. As a leader, you don’t have the luxury of giving up and dying.

Einstein had it too easy.

*Article Source: www.angel-mehta.blogspot.com