I wrote ‘The Diligence Fix’ after 20 years of consulting with many different sales leaders around performance issues. When I would dig deeper in these conversations, it was interesting to see time and again the same nagging issues that were causing pain throughout the sales organization – I also noticed how tempting it was to reach for quick, but inadequate fixes.

In my five years of work as programming chair for the SELL conference hosted by the Association for Talent Development, I was able to further validate these trends. I had the chance to talk with sales enablement leaders, who are often the folks tasked to solve problems that hurt productivity. However, it became clear in listening to their experiences that solving one problem often exposes another and so on.

This insider view compelled me to document some of the common issues leading to cracks and gridlock that can stress out sales organizations. To provide a solution, I worked with a team of researchers. We identified the core capabilities of an effective and efficient sales function—what emerged was the need to operationalize diligence. So,  I put on my implementation hat and created a challenging, yet completely doable gameplan to help sales leaders get it done. Because, as you will see in the pages of The Diligence Fix, time is of the essence.