Ipswich, Massachusetts, United States
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Articles by Ed
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Joe Londsdale & Ben Rubenstein on Hiring Salespeople
Joe Londsdale & Ben Rubenstein on Hiring Salespeople
By Ed Marsh 🇺🇸
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Real vs. Incidental DEI and an Overlooked Role for Non-Profit Boards
Real vs. Incidental DEI and an Overlooked Role for Non-Profit Boards
By Ed Marsh ����🇸
Contributions
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As a sales manager, you're aiming to hit your targets. How crucial is confidence in reaching your goals?
Don't conflate self-limiting beliefs with uncertainty about domain knowledge. Sales reps will fail, regardless of their intellect, knowledge, or work ethic, if their mindset is that they'll fail or struggle. They subconsciously create their own reality, objections, rejection, etc. These are self-limiting beliefs. Salespeople with an appropriately positive self-image need training, coaching, and role-playing - and enough repetition to "build the muscle" of behaviors, techniques, and knowledge to have confidence in execution. These are two different types of confidence. Sales managers must understand both to cultivate healthy confidence and realistic self-assessment in a world shaped by "participation trophies."
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What are the best ways to hold salespeople accountable for their performance?
The biggest barrier to accountability is the absence of an alternative. In other words, the accountability chitter chatter doesn't matter if there isn't demonstrable pitter patter. That means that you must be willing to replace a sales rep if they refuse to get on board. But most companies hesitate. They hate recruiting. They don't hire well. Their track record is poor. And reps know that. So there is no consequence because there's no way to efficiently replace a rep. Everyone knows that and everyone participates in a charade. The alternative is that companies implement a carefully refined, very efficient and accurate process for continuous recruiting. With that in place they won't hesitate when necessary, and reps will respond.
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How can you manage sales execution in a market with long sales cycles?
First, always challenge why the sales cycle is long. Do we just accept that? Or is there a reason why it must be? Second, leverage intent data. Many consider 1st and particularly 3rd party intent data as a business development tool. While that is a common use case, insight into pending opportunities is another. As buying teams expand, intent signals can help to identify additional players in a deal, and understand some of the individual preferences and activities. It also provides insight into what's happening in the account and buying team during long silences and gaps in communication during long sales cycle deals.
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How can you build credibility with a client during a presentation?
The time to create credibility is long before the presentation. Here's the fundamental problem. Many sales people are trained that the presentation is the way to start the sales process. That's inverted. The process starts by understanding the problem someone needs to solve and their compelling reasons for solving it. The way you achieve that; the questions, dialog and insights are what establishes credibility. Later, you make a presentation that speaks to the problem, why they must solve it, and how they've (already) agreed you can help. Credibility is a product of the process through which you establish authority. Credibility isn't earned through presentations.
Activity
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Looking forward to attending another Annual NAFER Conference! This year our community project is a beach cleanup program! The NAFER Community…
Looking forward to attending another Annual NAFER Conference! This year our community project is a beach cleanup program! The NAFER Community…
Liked by Ed Marsh 🇺🇸
Experience & Education
Licenses & Certifications
Volunteer Experience
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Social Media Support
Fallen Heroes Project
- Present 15 years 3 months
Social Services
http://www.fallenheroesproject.org/
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Volunteer
Community Emergency Response Team
- Present 2 years
Disaster and Humanitarian Relief
FEMA's CERT program educates volunteers about disaster preparedness for the hazards that may occur where they live.
CERT trains volunteers in basic disaster response skills, such as:
- Fire safety
- Light search and rescue
- Team organization
- Disaster medical operations
The CERT program offers a consistent, nationwide approach to volunteer training and organization that professional responders can rely on during disaster situations, allowing them to focus on more complex…FEMA's CERT program educates volunteers about disaster preparedness for the hazards that may occur where they live.
CERT trains volunteers in basic disaster response skills, such as:
- Fire safety
- Light search and rescue
- Team organization
- Disaster medical operations
The CERT program offers a consistent, nationwide approach to volunteer training and organization that professional responders can rely on during disaster situations, allowing them to focus on more complex tasks.
Publications
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The Current State of B2B Sales & Marketing: Why CEOs Should be Pumped and VPs of Sales & Marketing Terrified!
B2B Sales & Marketing faces an existential crisis. Most business owners and senior executives sense this intuitively. Many recognize it explicitly. Yet remarkably few have a clear strategy to adapt. Most B2B companies respond by increasing the intensity of their traditional direct sales approach – augmented by traditional marketing. And diminishing results and unclear ROI prompt them to scale back on the “marketing” and double down on the sales. But there’s a problem – the way businesses buy…
B2B Sales & Marketing faces an existential crisis. Most business owners and senior executives sense this intuitively. Many recognize it explicitly. Yet remarkably few have a clear strategy to adapt. Most B2B companies respond by increasing the intensity of their traditional direct sales approach – augmented by traditional marketing. And diminishing results and unclear ROI prompt them to scale back on the “marketing” and double down on the sales. But there’s a problem – the way businesses buy has changed radically. And new variations on the traditional solutions merely achieve varying degrees of mediocrity. This book is intended for company founders, owners and senior execs who are disgusted with mediocrity. And it’s intended to be read, digested, and acted upon. This is not an academic treatise. Nor is it a traditional 250 page business book full of typical bromides. Instead this is an “operations order” for your B2B marketing. (read more at http://www.amazon.com/The-Current-State-Sales-Marketing/dp/1480178950)
Honors & Awards
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Governance Fellow - Independent Director
National Association of Corporate Directors (NACD)
As the highest standard of credentialing for directors and governance professionals, NACD Fellowship is a comprehensive and continuous program of study that empowers Fellows with the latest insights, intelligence, and leading boardroom practices—year after year.
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Presidential "E" Award
President of United States & Secretary of Commerce
PRESIDENT'S "E" AWARD FOR U.S. EXPORTERS
U.S. Commercial Service Logo
The President's "E" Award was created by Executive Order of the President on December 5, 1961, to afford suitable recognition to persons, firms, or organizations which contribute significantly in the effort to increase United States exports.
The President's "E Star" Award, which was authorized by the Secretary of Commerce on August 4, 1969, affords continuing recognition of noteworthy export promotion…PRESIDENT'S "E" AWARD FOR U.S. EXPORTERS
U.S. Commercial Service Logo
The President's "E" Award was created by Executive Order of the President on December 5, 1961, to afford suitable recognition to persons, firms, or organizations which contribute significantly in the effort to increase United States exports.
The President's "E Star" Award, which was authorized by the Secretary of Commerce on August 4, 1969, affords continuing recognition of noteworthy export promotion efforts.
History of the "E" Awards
During World War II, more than 4,000 "E Pennants" were presented to war plants in recognition of production excellence. The famous flag with the big "E" emblazoned on it became a badge of patriotism in action.
President Kennedy revived the World War II "E" symbol of excellence to honor and provide recognition to America's exporters. Thus, the "E" Award Program was established by Executive Order 10978 on December 5, 1961. The "E Star" was authorized in l969 to recognize "E" Award winners for continued efforts in export expansion.
Winners of the "E" and "E Star" Award are authorized to fly the blue and white banner, to display the accompanying certificate of commendation which is signed by the Secretary of Commerce in the name and by the authority of the President, to wear and issue to employees an "E" lapel pin, and to refer to the award in their advertising.
Organizations
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National Association of Corporate Directors
Individual Director Member
- PresentAdvancing exemplary board leadership. The National Association of Corporate Directors (NACD) empowers more than 17,000 directors to lead with confidence in the boardroom. As the recognized authority on leading boardroom practices, NACD helps boards strengthen investor trust and public confidence by ensuring that today's directors are well-prepared for tomorrow's challenges. World-class boards join NACD to elevate performance, gain foresight, and instill confidence. Fostering collaboration…
Advancing exemplary board leadership. The National Association of Corporate Directors (NACD) empowers more than 17,000 directors to lead with confidence in the boardroom. As the recognized authority on leading boardroom practices, NACD helps boards strengthen investor trust and public confidence by ensuring that today's directors are well-prepared for tomorrow's challenges. World-class boards join NACD to elevate performance, gain foresight, and instill confidence. Fostering collaboration among directors, investors, and governance stakeholders, NACD has been setting the standard for responsible board leadership for 40 years.
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Association for Corporate Growth (ACG)
Member
Founded in 1954, the Association for Corporate Growth has 59 chapters and 14,500 members around the world. ACG serves 90,000 investors, executives, lenders and advisers to growing middle-market companies. ACG's mission is to drive middle-market growth.
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International Executives Resource Group (IERG)
Executive Member | Senior Global Business Leader
International Executive Resources Group (IERG) is a non-profit, professional association for executives who have lived and worked outside of their home countries at senior levels for extended periods and been enriched by in-depth exposure to diverse business environments and cultures around the world. Membership is by invitation only, and benefits include camaraderie with like minded professionals, an array of excellent programs of interest to the international community, and access to a global…
International Executive Resources Group (IERG) is a non-profit, professional association for executives who have lived and worked outside of their home countries at senior levels for extended periods and been enriched by in-depth exposure to diverse business environments and cultures around the world. Membership is by invitation only, and benefits include camaraderie with like minded professionals, an array of excellent programs of interest to the international community, and access to a global network of highly accomplished international business leaders.
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