Chris Lytle

Chris Lytle has conducted nearly 2300 seminars throughout the English-speaking world. A gifted speaker and the best-selling author of The Accidental Salesperson, Chris has inspired hundreds of thousands of salespeople. He posts a fresh new audio sales idea on this website every week. You can grab a free sample here. Email it to your sales team. They can get world-class sales training on their smart phones.

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Jan2016
January 11, 2016Chris Lytle

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Jan2016
January 4, 2016Chris Lytle

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Jan2016
I know. I know. 1984 has come and gone. But sometimes you need to act like Big Brother when it comes to your salespeople and their customers. Here’s how to do that the right way: I went to a seminar when I was a new sales manager. The speaker said that sales managers should call every customer once a quarter and ask them one question: What can we do to provide you with better service? So I started doing it. And I learned a lot about my sales team and their professionalism — or lack thereof, in certain instances. This habit also kept me connected to the customer when there was salesperson turnover. It also gave me plenty of sales meeting fodder. The longer you keep up the habit, the better the answers you will get because your prospects and customers know you are going to be calling. Ask, “What could we do to provide you with better service?” And truly listen to the response. Your customers will tell you things that will help you coach your team better and give you insight into how your people are really doing in the field. I have passed this idea along to many sales managers over the years. One of them was Mike Varney. Mike called a customer and asked the question. He received the following reply. “In order to provide me better service, you would have to get a salesperson from your company to call on me,” said the customer. It turns out the salesperson wasn’t making the calls he’d reported. It might be nice to know a little thing like that, too. Every salesperson that is actually doing his or her job will be glad you are calling their customers. It shows that someone else at your company cares. And what sales pro wouldn’t want to get helpful advice on how to keep the customer happy? Sure, you could spend two weeks creating a ... Read More
January 1, 2016Chris Lytle

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Dec2015
December 28, 2015Chris Lytle

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Dec2015

Powerful Sales Scripting

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Instant Sales Training Signin

December 21, 2015Chris Lytle

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Dec2015

Stress Free Performance

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Instant Sales Training Signin

December 14, 2015Chris Lytle

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Dec2015
December 7, 2015Chris Lytle

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Nov2015

Impactful Sales Advice

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Instant Sales Training Signin

November 25, 2015Chris Lytle

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Nov2015
As a young sales manager, I actually said this in a sales meeting: “We have a new salesperson starting next week. Her name is Andrea. I need all of you to give up five accounts from your lists so I can create a new list  for her.” Nobody complained. They smiled knowingly and gave up the accounts they found impossible to sell: The mean ones The small ones The slow paying ones The ones who’d had a “bad experience” with our station And our brand new hire began her Radio career with an account list that our veterans couldn’t survive on, The Charles Darwin Account List. In the Webinar above, I describe exactly how I learned to get salespeople to willingly pare down their account lists and thrive. Plus, I reduced turnover by having accounts with real potential to give to the new salesperson. This is mission critical “stuff.” Don’t miss it. And please let me know what you think.
November 18, 2015Chris Lytle

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Nov2015

Beer and Circus

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A few years ago, I read Dr. Murray Sperber’s book Beer and Circus: How Big Time College Sports Is Crippling Undergraduate Education. Sperber is a professor of English and American Studies at Indiana University. In the New York Times, Morris Berman’s book review captures the big ideas and themes of the book. American college students, particularly at big-time universities, are caught up in a triad of alcohol, spectator sports and partying, which, Sperber tells us, now occupies the ”academic” career of vast numbers of undergraduates. This is in turn tied to the promotion of research at the expense of teaching; huge lecture classes (typically taught by teaching assistants); high levels of cheating; rampant grade inflation; and a cynical, if tacit, ”nonaggression pact” between students and faculty to stay out of each other’s way. In an argument that comes fairly close to conspiracy theory, Sperber asserts that none of this is accidental. Since the big-time universities aim to acquire status and prestige through expensive research programs, they can no longer afford to give the majority of their undergraduates a meaningful education. Hence, they substitute beer and circus to keep the students distracted and the tuition dollars rolling in, in a way that is perhaps no less cynical than the bread-and-circus constellation of ancient Rome. The book made me glad I went to tiny Baldwin-Wallace College where I was a small-time athlete and a pretty good student. Sperber despises lecture halls filled with 1200 students and taught by teaching assistants. He writes that the honors classes are where the real learning occurs. After sitting in on an honors class at a Big-time U, a high school senior on a college visiting tour exclaimed, “They spent the hour [discussing] the professor’s specialty. The kids had done all the required reading and even the supplementary stuff. They asked the professor constant questions, interrupted him, ... Read More
November 16, 2015Chris Lytle