5 Good Reasons Why A Sales Training Program Is So Important For Insurance Producers

Insurance sales are the life-blood of an insurance agency and increased sales equal agency growth. Without a good sales training program in place for their producers, though, agency principals will find themselves struggling to survive. Here are five reasons why a sales training program is so important for insurance producers. If insurance sales equal agency growth, then an insurance sales training program is the key determinate of whether an insurance agency succeeds or fails.

Reason #1

A good sales training program helps producers master the skills that will better equip them and the agency to reach its goals and experience true growth.

Most forward-thinking agency principals want to experience growth. They want to create an agency that’s motivated, focused and productive. They want to foster a sales culture that puts more money on the bottom line, accelerates revenue growth to the top line and generates greater income for themselves and for their producers.

They can’t achieve those things unless their producers have the skills to go out there and sell insurance. Unfortunately, there are many producers who don’t know how to sell. Agency principals, often times, make the mistake of assuming that they do, and their assumptions lead to lackluster performance.

A good sales training program teaches producers to sell effectively and to convert those selling skills into action that generates new business and new opportunities for growth.

Reason #2

A good sales training program drives the agency’s business plan or process and provides the framework by which new business gets generated, new prospects are found and new opportunities for growth emerge.

Successful insurance agencies have a business plan or process which spells out how new business will get generated. This plan, or process, or “playbook” defines the rules of play for producers and teaches them how to play by the rules.

A good sales training program drives the business plan forward and gives the playbook its field of play. Producers practice day in and day out to acquire the sales skills necessary to find new prospects and generate new business. In a good sales training program, training is consistent and continuous. Producers learn to: 1) live by the 80/20 rule; 2) create written service agreements; 3) prospect and perfect the art of meeting new contacts; 4) differentiate themselves from the competition, or the “incumbent”; and 5) set specific, concrete and measurable goals and hold themselves accountable for reaching them.

Reason #3

A good sales training program gives producers the tools not only to go after new business, but also to go after the competition and beat them at their own game.

In insurance sales training, there are three people involved – the buyer, the seller and the incumbent. Producers have to be good at building the relationship between them and the buyer, but they have to be even better at beating the incumbent.

In a good sales training program, producers learn how to differentiate themselves from the incumbent by using proactive services to their advantage. These are the services not provided by the incumbent, the ones that give the producer and the agency its competitive advantage and service identity. The more producers can differentiate between their agency and the incumbent, the better their chances are to make the sale.

They also learn how to become an expert in pre-call strategy. Before each appointment, trainers coach them on how to think about the incumbent and help them answer key questions, like “Who are they?”, “Why do they need me?”, “What makes me different?”, “What makes me better?” and “What’s my competitive advantage?”

Reason #4

A good sales training program continuously trains its producers to be highly competent and to have the confidence to be able to go out there and make things happen.

Nothing gives a greater return on an agency principal’s investment than training producers to sell effectively and convert those sales skills into action. It’s this action, this learned behavior that is then exemplified when they prospect for new business, get an appointment or make a sale.

A good sales training program teaches producers how to master the art of making introductions. Trainers train them to go out and meet with their clients and ask them who they know and who you can be introduced to. Producers learn to leverage these accounts to get those introductions. They learn pre-call strategy and how to differentiate themselves and their proactive services from the incumbent. Then they learn how to drive a wedge between the client and the incumbent and how to “wedge out” that incumbent on a consistent basis so that they improve their closing ratio and win more business for themselves.

One of the best parts of a good sales training program is putting these skills to the test in regularly scheduled sales meetings. These sales meetings foster continuous and rapid improvement in the sales process. In these meetings, trainers drive home those specific behaviors they want producers to get good at and they drive those things into a plan of action for each producer.

Reason #5

A good sales training program demands that producers set goals and hold themselves accountable for achieving them.

If producers were more motivated, more focused and more productive, sales would increase and the agency would be growing in leaps and bounds. This is the challenge most agency principals face when dealing with 80% of their producers.

A good sales training program addresses this challenge and teaches producers how to set specific, measurable and concrete goals and hold themselves accountable for achieving them. Producers learn that there are consequences for things like high performance and low performance, but they also learn that without consequences, there is no accountability, and without accountability, very little, if anything, gets accomplished.

Nothing is more important than training and nothing is more effective than a good sales training program. If increased sales and agency growth are what agency principals are striving for, then sales training for producers is a must. That’s why a good sales training program is so important for all insurance producers. Without one, how can an agency ever hope to realize its goals.

Free Sales Training For Sales Beginners, Self Employed, and Small Business Sales

Free sales training is the ideal way to start if you are a sales beginner. When you move to a sales role, or start a small business, sales techniques can appear complicated. Looking for sales training courses can be confusing with all the latest buzz words and technical terms in their adverts. They can be expensive and maybe that’s not what you need at this stage of your sales career. You need to consider which type of training will work for you, and where should you start your sales skills training?

If you are new to sales, or starting a small business and selling products or services, you need a basic sales training course that starts with the sales process. The sales process is the path your sale will follow from the introduction to the prospect, to closing the sale. You can find free sales techniques to build onto the sales process throughout the Internet. Once you understand these basic sales skills then you can look for more advanced sales skills training. Let’s start with a simple selling technique that you can start using today. It’s a simple sales training program that will show you how to sell in minutes.

Don’t underestimate this free sales training. These free sales techniques are the basis of all selling and are really effective for sales beginners and small business sales people. The process starts with your introduction to the prospect. There will be small talk, and a few minutes getting to know each other and feel comfortable. But once you get into the sale there are key sales techniques at each stage. Model your sales with your buyers on these stages of a sale.

Sales Introduction

Tell the buyer who you are, what your business is, and why you are there. No waffle, no talking excessively about yourself or your experience. The buyer wants information so they can decide if talking to you could be of benefit to them. Another key piece of free sales training advice is, don’t try and close the sale, or even present your product, at this stage. That comes later when you know what they want.

Sales Questions to find their needs

Ask them sales questions to find out what they want. Don’t ask them about the product or service that they want. Ask them about the end result if they made the ideal purchase. What are the benefits they are looking for? If a buyer wants to save money that’s an end result. Customers that want others to admire their purchase are telling you the end result they desire. Don’t get involved in talking about your product yet. This stage of the sale is all about them and what they want.

Sales Presentation

This is it, the sales pitch. This where many people new to sales, or just started in small business sales roles, present everything they know about their products or services. At this stage of this free sales training course I recommend that you should only present the parts of your products and services that will give the buyer the benefits they told you they wanted. Use the list of what the buyer wanted from the sales questioning stage as a guide to what you should present to them. Tell, and show them, how you can meet their wants and desires. It’s not about the features of your product, they are just a mechanism for delivering the required benefits.

Closing the sale

There is a lot of complicated rubbish written about closing sales. It can be very off putting to the sales beginner. There are sales books, and sales training courses, that talk about assumptive closing, alternative closing questions, and there’s even a George Washington close.

Here’s a free sales technique to close any sale, including small business sales. At the end of your sales presentation simply ask two questions. The first is to ask if your sales presentation has shown the buyer how you can meet the needs and wants they expressed in the sales questioning stage. If it hasn’t, go back and ask more questions and find out what else you need to do. If it has, move on to the next question. The second question is to ask the customer if they want to buy from you. They have agreed that your presentation met their requirements, so why wouldn’t they go ahead and buy from you?

Each stage of the sales process should be put into your own words and you should use phrases that sound natural coming from you. Too many sales training courses tell people what to say instead of showing them the objective of each stage and letting them choose their own words. Use the above sales process in this free sales training course and build your own words around it.

How to Pay Less and Get More Results For Your Sales Training

When earnings fall, most companies do the one thing that is easy to implement, and will make the earnings look better. That is to cut costs and budgets. And one of the first, if not the first, to be cut is the training budget.

However, rather than deciding to cut or postpone all kinds of trainings, some companies are trying to retain the “must-have” trainings, i.e. the ones that are critical to the company’s performance, such as sales, supply chain management, quality management etc. Still, the budgets available for such training are still very tight, and these companies are looking into ways of dong more with less.

Some companies have tried to use internal trainers instead of external ones to conduct sales training. Others have switched to less “expensive” trainers instead. Well, the question here isn’t so much about whom to engage as your sales trainer, but rather how you can plan and execute sales trainings that deliver your desired results.

To achieve this, you will have to first overcome some of the common weaknesses of most sales training initiatives:

* Sales training content is outdated OR does not match the current buying practices of customers
* Ineffective reinforcement or post-training coaching
* No measurement of improvements after the training
* Getting the wrong person to do the training, etc

Getting Your House in Order

While the purpose of sales training is to improve the selling skills so that they generate better sales results for you, to achieve such an objective may require the orchestration of a few other components as well. These are:

* Hiring: Do you have the right sales person for the right sales job that will fit into your corporate culture
* Promotion: Have you promoted the right sales person to be your sales manager whom will lead and motivate your sales team effectively
* Incentives: Is your sales team incentivised to go the extra mile and get better deals for you.

If you need someone to get new customers and get quick deals, it will be very painful to train someone who is more comfortable cultivating long-term relationships with customers and grow their business. Similarly, if you need someone to spend more time partnering with customers and create strategic sales, it will also be quite masochistic to train a sales person who is highly skilled in high-pressure selling. Here are some statistics from HR Chally:

* Only 19% of effective new business developers are effective at maintaining long-term customers
* Less than 15% of key account managers are comfortable developing new businesses
* Nearly 65% of salespeople who fail could have succeeded in the right type of sales position for their skills

According to HR Chally, less than 15% of superstar sales people succeed in management. The job of selling is very different from managing a team of sales people. Some superstar sales people are so good in what they do, they don’t even know why they are good, much less impart their skills to others.

Here are some of the criteria of what a good sales manager should be:

1. Directs and controls others in your team
2. Optimise the company’s profits through the actions of your sales team
3. Analyse customer behaviours, sales people’s actions and market trends effectively
4. Train your team members
5. Makes joint calls and then coach the sales person on how to deal with customers better

You may ask why is hiring the right sales person so critical to getting good sales training results. Well, according to research conducted by Huthwaite, 87% of what is learnt in a sales training session will be lost after 1 month upon completion of the training programme. And the key reason behind this is due to ineffective post-training reinforcement, coaching and monitoring by the sales managers. In fact some sales managers hardly, if ever, train or coach or nurture their teams!

Ultimately, it is said that the sales person’s mind works faster and more accurate than a super-computer when it comes to calculating their incentive payments. They know how to reach their targets and optimise their pay by taking the most efficient of all actions. What this means is what gets paid, gets done, and if you don’t provide the incentives for sales people to change their ways (or dis-incentives if they don’t), then your sales training effectiveness will be compromised.

Setting Your Training Objectives

If you were to ask any sales manager, what will be the objective of any sales training, the reply is likely to be “Get more sales (at higher prices)!”

While this is very much the ultimate objective of most, if not all, sales trainings, the question here is what areas need to be improved before you can increase sales?

Since sales revenue generated is an end-result, in order to improve this result, you will have to look into the processes that drive this results in the first place. Hence, instead on focusing on the final objective, look at which are the processes that need to be improved and work on those areas.

E.g. if you find that your sales people have a hard time dealing with customers’ pressure to cut prices, perhaps you can first:

* Identify the sales processes involved in a typical sale;
* Identify which process(es) actually caused our customers to focus so much on price discussions (e.g. did we quote the price too early, or we didn’t understand the customer’s business needs well enough, or we didn’t get the customer to buy-in to the value we provide, etc.)
* Set the training objective to be rectifying these causes of giving too much discounts
* Monitor and measure the improvements on these processes
* Then monitor and measure the improvements of selling at higher prices

Perhaps the biggest headaches faced by many sales trainers (internal or external) is that some companies decide to have sales training only when sales are really doing badly, and then they expect immediate improvements to the bottom line. Ironically, part of the reason that these companies are doing badly in sales is because they hadn’t paid enough attention to the sales processes that drive the eventual results. So it degenerates into a vicious cycle of the company wanting some “magic bullet” to improve sales, while the sales trainer tries in vain to explain it is the process improvements that will improve sales.

Engaging the Right Trainers

Typically, companies can choose between internal and external trainers for their sales training. Whether you are getting internal or external trainers, your selection criteria will have to be based on “what kind of trainer(s) will be a best fit to deliver our sales training objectives now?”, more so than any other criteria.

While it seems like common sense to select the right trainer for most training managers, there some selections that are sometimes bizarre. We know of companies who require trainers to have years of experience in their industry, when what they said they are looking is someone who can train them new ideas to meet future challenges as their industry is changing real fast.

There’s also a Fortune 500 IT hardware company in China that actually raised issues about the trainer’s accent, and then promptly fired the trainer, even though that trainer is a subject-matter expert who is real good in designing new training programmes from scratch. While it is true that the trainer has difficulty pronouncing broadcaster-standard putonghua, participants can understand him well, and have graded him highly in evaluation sheets for previous trainings.

Depending on your current situation, your sales training requirements can be:

* Designing a sales programme from the ground up (i.e. observing sales people in action, break down the sales processes, devise ways to improve each process through training)
* Implement existing training programmes (no changes, just do it)
* Emphasize role-plays and case study discussions in workshops, an then give de-briefings and pointers (sort of like a group-based coaching)
* Conduct train-the-trainer programmes for sales managers, so that they can train their own teams
* Audit current sales training programmes, and identify ways to improve on them , etc.

In fact, one of our key customers are engaging us to help them develop their their senior sales managers to double as internal sales trainers. Their challenges are

* Their sales managers don’t know how to train (and haven’t got any training experiences);
* They need external help to customise a sales training programme to their needs, and incorporating their CRM system into their sales processes;
* They need ongoing identification of new training needs based on their weaker links in their sales processes;
* They need advice on how to schedule their internal trainings so that their internal trainers are not over-burden with work;
* They need to audit their internal training, to make sure the time is well spent.

So we worked out a plan (that goes beyond the typical train-the-trainer programme) that will help them

* Reduce operational training costs (by getting internal senior managers to do the training);
* The trainees get more attention (it will be just 1 sales manager to 5 trainees);
* Their trainers are well-trained to do the job well;
* They get professionally designed training materials;
* They get updates and further coaching from the master-trainer

To choose the right trainer, you can create a score sheet of the list of proritised criteria for the trainer(s), that is based on your sales training objectives. Most companies, even those that have very structured learning methodologies, are still using gut feel when choosing trainers, and sometimes that may end up as bad, if not ridiculous, choices.

CJ is the trusted sales advisor who have helped international companies achieve quantum improvements in sales profits in China and beyond. So far, CJ has helped:

* A leading international hotel to produce the equivalent of an additional 5,000 room nights in China in the lull summer months of 2007
* A global leading architectural hardware company to increase the sales revenue of a key account in Shanghai by 10 times within 3 weeks
* The world leader in PC sales to transform their sales force to be more collaborative and solution-focused, and helping them to regain worldwide pole position from their nearest competitor.

Sales Training: 7 Important Reasons to Consider Investing in Your Sales Staff

Sales training is an essential strategy for any company wishing to obtain a competitive advantage. This is even more so important in times of economic crisis.

The ability to sell is fundamental to success in business and the work of the sales team is essential. The sales team brings in the money that pays the wages of everybody in the company from the back office staff to the cleaners. Unless a company can generate sales there is no revenue and there is no business.

One effect of the belt tightening caused by the economic crisis has been the removal of regular sales training from annual budgets. In the short term companies may make some savings, however this decision may also reduce sales and productivity over the longer term. For this reason it is a good idea to analyze the opportunity costs of making this move before reducing the sales training budget.

Below are 7 important reasons why companies should consider investing in sales training:

1. Improve sales and productivity: Sales training maximizes the potential and productivity of sales assistants. A 10% increase in the sales of an employee who averages $10,000 in sales each month would offer a very quick return on investment.

2. Gain a competitive advantage: Companies that invest in their employees are also strengthening their own competitive position. A competitive advantage in times of economic crisis may mean the difference between prosperity, survival or disappearance. New ideas, concepts and strategies learned from sales training give your company a strong advantage against competitors. Even a small advantage can mean the difference between making or not making a sale.

3. Increase employee satisfaction: Everybody wants to feel good in their jobs. Sales training develops the abilities of sales personnel and encourages them to adapt their unique personalities, social abilities and charm to the sales process. This in turn creates relationships with customers and provides memorable experiences. When sales staff can be themselves in their work, they stop seeing it as a job and enjoy their work more.

4. Confident sales staff: Confidence is a fundamental element in sales, and confidence is simply the result of having the required abilities to be able to take control of our tasks. A confident sales clerk feels good about what he or she can do, speaks with authority about the company’s products and generates the same confidence in customers. A confident person transmits confidence to all those surrounding them. This confidence is crucial in making sales and in getting customers to return to your business.

5. Ideas and inspiration: Implementing the ideas and strategies learned in sales training makes selling more exciting. Working in sales is fun as well as providing an enjoyable daily challenge. Sales staff have the opportunity of meeting many different and interesting people on a daily basis and learn from each of them.

6. Motivated sales team: We are always more motivated when we can see a positive outcome as a result of our actions. This combination of confidence and motivation is a very powerful mixture in any business situation.

7. Delighted customers: Sam Walton said: “We only have one boss, and that is the customer who can fire everybody starting with the managing director by simply buying from the competition.” Through a good sales training program your sales staff will learn the best behavior and actions necessary for sales success and will know how to apply their skills in situations with customers every day.

Employees who have the required abilities, motivation and confidence in themselves create customers who are not only satisfied customers but delighted customers. These are customers who often come back and who will recommend your business to friends and family. We all know that there is no better way of marketing than word of mouth publicity. We instinctively have more confidence in a product or service when it has been recommended by somebody we know. This is particularly the case where the item we are selling is a more expensive one.

As a sales training consultant, logically I promote the benefits of sales training. However the most important element of any business is its customer base and the ability to offer products and services which improve their lives. Sales training is an essential ingredient in the process of providing customers with an improved standard of service and added value. Having a trained and knowledgeable team of sales professionals is an investment in the future of every business.

Your Salespeople Running Out Of Gas? Supercharge Them With Neuroscience Based Sales Training

How Often Have You Heard Yourself Saying: “My Sales Team Has Talent, So Why Aren’t They Hitting Their Numbers???”

This is a problem that sales managers have been trying to solve since the dawn of business. You can almost imagine a merchant circa 1300 lamenting to a friend, “What stops my traders from calling on the bigger kingdoms and getting higher prices is beyond me!” This exact conversation is going on right now in the offices of sales managers and company presidents all around the globe. The commodity may have changed but the essence of the conversation is the same. What stops my salespeople from attaining the results I know they are capable of?

According to David Stein, the CEO of ES research group, an analyst firm focused on the sales training industry, “American businesses spend over $7B a year in sales training and yet the failure rate is over 80%.” ES Research’s data shows that sales training has a motivational effect that fades with time. Stein explains, “Most salespeople revert back to their original production level within 80 days unless there is some sort of intervention that reinforces the training.”

There are many approaches to solving this problem, most of which don’t work:

Reward success: Vacations, money, and public recognition work for some. For others there is little or no motivational value. Beyond that, there is ample research that says rewards start losing their effectiveness the more you use them.

Punish failure: This can be a great motivator for certain people, but overall it has a detrimental effect on the morale of the sales organization. And once again its effectiveness tapers off with repeated use.

Upgrade selling skills: The sales manager or a hired gun comes in and teaches the sales team sales skills that they usually already know. On occasion something new is delivered that makes a difference. Sales Training does deliver a boost in sales. Unfortunately, sales usually slide back to the normal level all too quickly.

Motivation: An impassioned speech from the CEO or a flavor of the month speaker can get the entire sales team fired up and ready to take on the world. Salespeople can usually maintain the fervor for days, sometimes for weeks, but eventually their fantasy collides with the reality. And the motivation fizzles out.

External Motivation is Short-lived – Internal Motivation is Permanent

One of the key elements of sales training is its motivational effect. There are two types of motivation; external motivation, which is transitory, and internal motivation, which stays with you no matter what. Unfortunately, sales training delivers external motivation. It’s no wonder that the “high” from a great sales trainer often fizzles out quickly. Furthermore, relying on external motivation means businesses constantly have to invest in ongoing sales training just to keep pace.

The key driver that determines sales success

Most sales professionals intrinsically know there has to be something more than traditional sales training. If we knew what the missing element was, we could transform training from just a motivational experience with short-term gains into one that provides a permanent change that delivers improved results.

Salespeople as a group are notoriously difficult to study because there is such a wide array of sales methodologies. It’s like comparing apples and oranges. Even if a company standardizes on a particular sales methodology, an objective study is still challenging because the individual salespeople feel more comfortable reverting back to their native sales techniques. This creates a mishmash of techniques within a company.

Sandler Sales is a great sales training company that has hundreds of franchisees worldwide. These franchisees use the Sandler Sales system to sign-up new students. They also teach the system everyday as part of their job. They literally live and breathe this sales ideology. In fact, their commitment to the Sandler Sales System was so high they purchased a franchise ($60,000+). All of these franchisees are highly driven individuals who selling the same commodity, using the same methodology.

A number of highly successful franchisees are very comfortable charging twice as much for the same service. While other franchisees feel uncomfortable asking for a higher price. Keep in mind all of these franchisees would coach their students to sell on value and get the highest price possible while being fair to the customer. This means that the “weaker” franchisees know what to do but fail to take action when it comes to price. This highlights that what’s going on inside the salesperson’s head (the human element) is more powerful that their sales skill-set level.

With an empowering human element, a salesperson can attain results far in excess of what common wisdom would predict given their current skill level and drive. And conversely you can get a highly skilled and driven salesperson that gets less than stellar results because of a disempowering human element.

Sales training teaches new selling skills and provides much needed motivation to get out there and make things happen. Motivation can also temporarily overcome fear or inertia that hinders a salesperson’s success. The area where sales training misses the mark is in addressing the human element. This is a clear case of 2 out of 3 is bad. As long as the human element goes unaddressed, the only way to get a lasting performance boost is to engage in a never-ending cycle of sales training.

Understanding The Human Element

Salespeople are driven: they want to get better results, but sometimes it seems no matter how hard they try they can’t break the bonds of their human element. The human element trumps skill and drive every time. For lasting sales success it’s critical that we understand the human element.

The first thing you need to know is that humans have several neurological levels. At the deepest level is where we hold our beliefs. We have beliefs about being a man, the government, about selling, money, and self-worth; there is a belief about everything in our awareness. Researchers have discovered we have anywhere from 50,000 to a 100,000 beliefs.

Our beliefs shape our values, which sit on the next level. Values give us the rules of engagement that allow us to quickly navigate through our complex lives. These are the invisible lines that we will not easily cross.

On the next level we have our capabilities, where we define what is possible for us to do or not do. A good example of this is where others can clearly see person X has the capability to do something (ask for higher price) but they can’t even imagine it being possible for them (still cave-in on price). Paradoxically we call this prison the comfort-zone.

The final level is what we are most aware of our behaviors and actions. We can see the results our behaviors deliver. If one of the higher neurological levels like beliefs is out of sync with what our sales training dictates we will not do that behavior. If we do attempt it we will quickly revert back to the old comfortable behavior.

“We can’t solve problems by using the same kind of thinking we used when we created them.” -Albert Einstein

If you want to get better results, you have to change your behaviors. Changing behaviors is one of the hardest things on the planet to do, even if you really, really want to change. This is why sales training fails to deliver long-lasting results. In order to effectively change behaviors you have to go to a deeper level. The deeper you go, the faster the change, and the longer it lasts. In order to facilitate permanent change, you have to embrace neuroscience techniques to transform limitions in our higher neurological levels.

Change happens in an instant!

Change happens in an instant. People live under this illusion that change is hard to do or that change takes a long time. Another popular belief is that change is a painful experience. At one level, all of those statements are true because we try and facilitate change at the behavioral level.

“I wouldn’t give a fig for the simplicity on this side of complexity; I would give my right arm for the simplicity on the far side of complexity”-Oliver Wendell Holmes Jr. (1841 -1935)

Simplicity on the far side of complexity is where elegance resides. And elegant solutions are simple to execute and deliver extraordinary results. I know this sounds cryptic, so let me give you an example of what is possible when change takes place.

I met Kim at a party where she told me that she was hitting a glass ceiling. No matter how hard she tried, no matter how much more training she received, she seemed unable to earn more than $150K/yr. All of her efforts were focused on changing her behaviors without changing her beliefs. She felt frustrated and stupid because nothing she did worked.

It turned out that when she was five years old her father came home one Friday afternoon and discovered he lost his paycheck. That was the only time she saw her father cry. That experience created a belief about having to respect her father around money issues. Her father never made more than $80K/yr and here she was earning $150K/yr “disrespecting” her father. The old belief sabotaged her efforts to succeed.

Using neuroscience she was able to transformed the old belief to an empowering one, the more I earn, the more I honor my dad. This new belief shattered her self-imposed glass ceiling that her sales career once again took-off. With the right neuroscience tools sales training becomes highly effective because the human element is addressed head-on. Bottom-line is with the right tools change happens quickly and permanently.

Umar Hameed, aka Mr.Breakthrough has helped hundreds of people breakthrough their limitations literally within hours.

It really sucks when you want to do something but an unknown force inside you just won’t let you do it. The harder you try, the tighter the hold gets and the frustration mounts. Many people try reading books by the gurus, consulting coaches, even starting therapy and get nowhere. It becomes a painful and expensive journey with no end in sight. If you are not getting the results you want in your personal or professional life you have come to the right place. Come visit me at one of my sites: