Overview

This second 'Quick Guide' builds on its predecessor, 'How Top Salespeople Sell', which describes the sequence of activities they follow that 'moderates' do not. Both guides equip the 'sales' reader with new practical tools and self-help exercises in 'top selling'. They will gain profound insight into how to 'best sell' their company's products and services. The CEO reader will unearth: the hidden reasons behind the variations in performance across their sales-force and a new, truth-based, direction for top salespeople to engage large corporations. Borne of research, direct selling experiences and coaching in some of the world's largest companies including: IBM, Xerox, Cisco, BP, American Express, Standard Chartered and Reckitt Benckiser. Paul C Burr PhD, http: //paulcburr.com/

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9781484874615

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Paul C Burr is a business coach, multi-discipline author, speaker and 'energy healer', based in Hove, UK. His Facebook pages have amassed a total of over 20,000 followers. Burr has over 30 years experience in corporate sales, consulting and coaching, during which he spent 16 years with IBM. He has a PhD in Statistics and a First Class Honours Degree in Mathematics from Brunel University. He is a Certificated Master Practitioner in NLP. Profile by Professor John Ditch, York, UK Paul Burr is an incredibly interesting man. I met him in 2005 when he agreed to be my 'career coach'. At the time I held a senior position at a UK university and it was rather fashionable to undertake 'management training'; every member of our senior team was expected to devote time to 'continuing professional development'. I approached Paul because he offered something different, something a little more challenging. We met regularly over the course of a number of months. Paul was a good listener and quickly identified a number of issues that we could work on together. That was part of his style: he didn't teach, he didn't preach, he had no axe to grind. What he had was insight, humour and a remarkable capacity to facilitate self-questioning and reflection: he had a 'tool-kit' but he didn't carry spare parts. Our 'sessions' were always well organized and when I'd done my 'home-work' thoroughly they were both demanding and rewarding. Paul is a seriously bright 'numbers-person' (he has a PhD in statistics) and can do all the technical stuff that management consultants come out with. But he is more than that: he is also in touch with the right (creative/emotional) side of his brain. Thinking back there were three things that Paul facilitated or encouraged in me: first, he supported me to think about (or imagine) ways of 'doing things differently'; second, he emphasized the importance of 'authenticity'; third, he helped me develop additional capacity for 'resilience'. Time with Paul was all time well spent.

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