Sales Success: Where do You Focus First?

Zig ziglar

As a coach, I’m an advocate of always having a vision for every area of your life, whether it be marriage, career, or what you want to accomplish in the position you currently have. In my opinion, salespeople have some additional pressures, because their success is usually dependent on influencing others as opposed to working on tasks that are easily self-controlled. You could say that sales people have pressure to “close the deal” by the “close of business” which is no small task.

With so much emphasis on closing the deal, where does the salesperson spend most of his or her time, energy, and effort with a customer? A search for the best sales training would have you believe it’s anywhere but the beginning, as promotions abound for “selling with stories,” “driving to a close,” and “sales presentation training.” I’m sure there are useful insights delivered by each program, but what I believe is missing is how to take the very first step with the customer, which is the farthest point from winning the deal.

Instead of focusing on the end, I suggest the focus be on taking the first successful step with the customer. You’ll never have the opportunity to make a second first impression, and a first impression is made within the first 10 seconds. Studies show there are two questions a person will try to answer about you when they first meet you: (1) Can I trust you? and (2) Are you competent?

Maybe the best way to successfully close business is to focus on how to open business—the first conversation. I’m not referring to idle chit-chat or talking about your credentials. Forget about the weather or traffic, which are meaningless banter. I’m talking about forming a genuine connection based on finding out who you know in common or asking questions about your prospect’s background?

If you’re good with your opening, your customers will be able to answer “yes” to their two burning questions. When you earn trust and credibility, usually everything else that follows falls into place.

About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business coaching. She works with individuals and businesses as well as designs and facilitates workshops to empower people. She has a passion to help people be the best versions of themselves. You can learn more about Sandra or engage her as your coach by reaching out to her at or by visiting her website at

Are You Suffering From Death By Meeting?


Businesses usually drive toward cost-effective processes and spend money on value-added services. Therefore, I find it perplexing that during my long tenure in Corporate America, businesses have neither mastered nor intentionally attempted to improve meeting efficacy. Employees complain that meetings have consumed their work day. By current statistics, middle managers spend 35% of their time in meetings and senior management upwards of 50%.

With all the experience employees have in meeting participation, one would expect them to be masters in planning and leading meetings. Instead, statistics reveal employees agree that the majority of meetings are unproductive or just plain wasteful. In laymen terms, employees are suffering from Death by Meeting. Ask yourself whether you commonly experience any of these symptoms?

  • You’re more interested in reading your incoming iPhone messages than what’s being discussed in the meeting
  • You plan the rest of your day in your mind or worry how you’re going to get the work piling up on your desk done while sitting in meetings
  • Your thoughts speak, “This meeting is a waste of my time.”
  • You question why you were invited
  • You get annoyed that a few tend to monopolize the conversation or too much time is spent catching up a few late attendees
  • You bring your laptop so you can get other work or personal to-dos done
  • You come late to meetings and find excuses to leave early
  • You avoid meetings by asking for a summary afterwards
  • You know shortly into the meeting it will run over or end on time without any decision
  • You routinely attend meetings with no clearly defined purpose or definite resolution so a second meeting will be scheduled to continue the discussion
  • You believe an email could have handled the situation

Meetings can be a powerful internal business tool and require strategy, planning, and execution. Great meeting skills can be learned. Ask me how I can help you or your organization leverage the power of effective meetings and treat those Death by Meeting symptoms.

About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business coaching. She works with individuals and businesses as well as designs and facilitates workshops to empower people. She has a passion to help people be the best versions of themselves. You can learn more about Sandra or engage her as your coach by reaching out to her at or by visiting her website at

What to Keep in Mind During Your Next Negotiation


Whether you realize it or not, people are always negotiating, because most of what they want or need in life is controlled or owned by someone else. Negotiation is underway when a parent bribes a toddler with candy for good behavior or a boss offers comp time for putting in extra hours on a critical project. Much of our daily conversation involves the underlying theme of negotiation as seen when you pitch a project or make a recommendation you want the team to endorse. Below are a few concepts that may help you achieve a win-win outcome in your next negotiation.

Understand the Other Person’s Negotiation Style

Understanding the other person’s inherent negotiation style can be helpful in how you approach the conversation. On one hand, you may encounter someone who is very straight-forward and puts their near final offer on the table right away. What about the person whose first offer is usually half-way between what they are willing to settle for? At another extreme, I had a boss who wouldn’t start to negotiate until you asked a third time for something you wanted.

With perseverance and the belief that I had to have “such-and-such” for my business, I figured out over time that I didn’t get to start negotiating until I had hit the second “no”. Further into the relationship, I asked him why he took this approach with me and my peers who asked for money to support their businesses. He answered, “I’m not sure they couldn’t find another way until they’re asking me.” I can’t say I agree with his approach, but I certainly learned to work with it. Many of my colleagues never figured out our boss’s style or got the level of support they wanted.

Figure Out What the Other Person Wants

Understanding people’s negotiating styles leads into the second key negotiation concept which is to figure out what the other person wants. In the case of my former boss, he further expanded on why he adopted his negotiation style. He believed business leaders inherently made business decisions that made their lives easier without considering whether it was most cost-effective or had the ROI that merited the investment [note: this worldview that is difficult to change]. If you asked him a third time, you crossed over a hurdle in his mind that you were at least serious and passionate about your request. That marker meant you then got a seat at the negotiation table.

My boss would get daily requests to approve small to large expenditures for operations, sales, and marketing to sustain or grow the businesses. He told me if he signed all the Authorization of Expenditures (AFE) that crossed his desk, the company would be broke. Although he didn’t say it in so many words, I figured out that in order for him to sign an AFE, he needed to believe (1) there really was a problem that needed to be addressed, (2) all possible options where explored, and (3) the recommendation was the most cost-effective solution with an adequate return on investment.

With that in mind, all my requests came with a detailed PowerPoint presentation that covered all those hot topics. I got him to say “yes” to every slide message, so that when I got to the last slide which asked for money, he couldn’t help but say “yes.” And he did say “yes” every time, but…

Leave the Other Person in a Happy Place

…this brings me to the third important negotiating concept—try to leave the person you’re negotiating with in a happy place. Although I got what I set out to achieve, I noticed a bit of disappointment in my boss’s face. Knowing his personality, I assumed he hadn’t felt as if he had contributed to the solution. I had identified the problem, analyzed the options, and recommended the solution too thoroughly.

Although I’m not usually one to have patience in playing games, I am, however, a strategist. So, when my next request came around, I executed my usual strategy but left out a meaningful small component that I knew he’d find. He did suggest, “What about doing…?” My response was, “That’s a great idea. I’ll incorporate it into the plan and then move forward. It shouldn’t change the cost.” He smiled and said, “Great, send up the AFE and I’ll sign it.” The outcome was the same, but I left my boss feeling like he’d contributed to the success of the project which was the cherry on the top of the negotiation outcome.

Wrapping It Up

Many of the other business leaders never figured out how to successfully negotiate with our boss. They hadn’t taken the time to understand his negotiation style, what he wanted to hear in order to say “yes”, and certainly didn’t know how to leave him in a happy place. The reality is that negotiation can easily be a win-win. You need to focus less on getting what you want and more on putting yourself in the other person’s shoes.

About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business coaching. She coaches individuals and businesses as well as designs and facilitates workshops. She has a passion to help people be the best versions of themselves. You can learn more about Sandra or engage her as your coach by reaching out to her at or by visiting her website at

Successful Selling Is Like Playing Your Best Game of Golf

Sales Golf

If you’re a golfer and a sales person, you know there’s plenty of selling done on a golf course. Although I haven’t come across any statistics, I’d speculate the majority of deals closed outside the boardroom are done on a golf course. I’ll also propose that the strategic sales process is akin to playing a game of golf. If you play both of them well, you’re likely to have your best sales year and game yet.

Although you may tee off in a foursome, golf is an individual sport where you’re playing your own game. Therefore, if you focus on how your competition is doing, you’ll lose sight on what’s important—the hole in front of you or in the case of business your customer. Your best game drives solidly on you and your customer, their needs, and what you can deliver. Successful sales people share some common strategies in how they approach and gather information about their customers and lead the sales process. These steps are similar in how a golfer strategizes in how to place the ball in the hole.

  1. Successful sales leaders study the company they want to sell to and learn about its vision, mission, size, growth, culture, products, products, strategic partnerships, locations, and key players. What they can’t find from their research, they’re prepared to ask during the initial meeting. They want to know what the goals and objectives of the organization are, who are the key decision-makers, and how purchasing decisions are made. It’s like the golfer studying the hole standing on the tee box—how it doglegs, pin placement, etc.
  2. They also learn of the customer’s purchasing process and what motivates each decision-maker. Sometimes manufacturing wants the more expensive solution, because it eases daily operations. Finance wants the cheapest, and the business leader wants the most cost effective. This process is like the golfer evaluating the clubs in his bag to determine which ones will get his ball over the sand traps, around the trees, and out of the tall grass to land in the cup with the least number of strokes.
  3. Most people consider sales a solo sport with most of the responsibility and accountability on the shoulders of the sales person. Just like a golfer who consults with his caddy, a seasoned sales person utilizes the skills and experience of the entire sales team. Successful sales people know how to leverage the strengths and perspectives of the other team members.
  4. After several meetings, a sales person has enough information about the company, what it needs, who makes the decisions, and what the decision-makers value to create a compelling story proposal. This mirrors the golfer who selects the club, takes a stance, addresses the ball, and swings the club while factoring in the wind speed, wind direction, and the brakes in the green to land his last shot onto the green and into the hole.

Sometimes your competition takes home the trophy by scoring a lucky double eagle, even when you’ve played your best game. When you consistently drive on these sales strategies, you’ll find you win far more customers than you lose, and you’ll be saying it’s better to be good than lucky.

About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business coaching. She coaches individuals and businesses as well as designs and facilitates workshops. She has a passion to help people be the best versions of themselves. You can learn more about Sandra or engage her as your coach by reaching out to her at or by visiting her website at

Are You Measuring the Right Sales Metrics?

ROIAlmost everyone has heard of, if not experienced, the 80/20 Rule, such as 20% of the employees contribute 80% of the output or 20% of the customer portfolio contributes 80% of the revenue. In the case of sales, many companies do derive the majority of their sales revenue from a handful of customers and tend to focus their efforts on satisfying the needs of those customers. In business, however, it’s not as important how much you bring in (revenue) as it is in how much you keep (profit).

Some companies have no idea who their most profitable customers are, because they don’t have the financial software, the correct cost basis, or the means of tracking all the costs to service a given customer. The largest customers are likely to be the most demanding and for good reason. They believe their status gives them the right to the best service and lowest cost a company can offer. How do these demands impact the bottom-line?

Instead of or in addition to calculating the sales revenue or even gross margin, what is the return on investment (ROI) for each client? The customer mix that applied to an initial 80/20 Rule for revenue may fall short for ROI. Better to measure and manage your strategic relationships so you know they are valuable assets.

About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business coaching. She coaches individuals and businesses as well as designs and facilitates workshops. She has a passion to help people be the best versions of themselves. You can learn more about Sandra or engage her as your coach by reaching out to her at or by visiting her website at

How Can Coaching Help Your Small Business?

Sandra Dillon: May 18, 2018

At times people reference business and executive coaching interchangeably without realizing they are quite different. Each contributes its own value, and when pursued together, these two types of coaching can accelerate performance. Sometimes small business owners have difficulty understanding how their leadership styles and certain competencies limit their business’s success, because they are too involved in the daily operations of the company. For this reason, executive coaching for the leader and business coaching for the team can be a powerful investment.

What is Business Coaching?

A business coach works with the leadership and their teams to define vision, mission, and/or goals that the company wants to achieve—more commonly thought of as the coaching objectives. Business coaching is typically lead by coach who has a firm understanding of the various moving parts of business (i.e. finance, operations, marketing, customer service, and sales) and how they come together to deliver a product or service that attracts target customers. A business coach doesn’t necessarily have to be an expert in the industry but should have a working knowledge of how successful businesses operate.

The coach works with the team to gather data and help evaluate the company’s operations, systems, people structures, and communications, looking for obstacles to remove, more effective methods to deploy, and resources required to improve the organization’s effectiveness.  The coach may help the team:

  • paint an accurate picture of the internal and competitive landscapes
  • help leadership perform a gap analysis from where the company stands to where it wants to go
  • develop or modify processes and systems that enhance the business operations
  • brainstorm and select a strategy
  • create a plan with a schedule of critical milestones
  • provide facilitation and accountability

Leadership decides what they do, how fast, and how involved they want the coach during the different phases of execution.

In many cases, hiring a coach to help identify the root causes of underperformance is worth the cost. You’ve likely heard the expression that sometimes it’s lonely at the top. As leaders rise in the ranks, they typically don’t receive all or accurate information of what needs to be addressed within their company. A business coach can help uncover the facts, so a company has a firm understanding with what they are dealing.

What is Executive Coaching?

Executive coaching deals with the worldview, thoughts, and behaviors of a leader and how these impact his team and ultimately business performance. Executive coaching focuses on what the leader needs to acquire, shed, or change in order to achieve a personal goal, move the company in a specific direction, or prepare him for another role. Leaders will usually be coached in one or more of the following areas:

  • Identifying and developing personal strengths
  • Minimizing overuse of a strength where it may become detrimental
  • Understanding leadership style and enhancing leadership skills
  • Developing a professional presence
  • Improving collaboration and communication
  • Driving successful team behaviors

In many cases, success is proven by how people respond to the executive. Although executive coaching implies a high-ranking individual in a large organization, executive coaching is very appropriate for a small business owner. I prefer the label “professional” as opposed to “executive” coaching, because everyone can benefit from individual coaching.

What Impact Can Coaching Have?

Leaders influence work processes, cultures, and how employees feel about themselves, their work, and their employer. How employees feel is reflected in how they treat their colleagues, vendors, and customers as well as how they speak about their employer. Leaders who embrace the coaching process can realize higher self-fulfillment, see their business thrive, and have greater impact on their employees and community.

Coaching can help with:

  1. Focusing on structure/boundaries/performance issues to increase productivity while creating a positive working environment
  2. Reducing or creating processes that make doing business more efficient
  3. Empowering employees to deliver a more positive customer experience
  4. Changing leadership behaviors to reduce organizational anxiety and increase focus on what’s most important
  5. Increasing collaboration and communication to build alignment and drive faster execution
  6. Creating a more positive working culture that draws in talented employees, customers, and strategic partnerships

Executive coaching is for leaders who want to lead their businesses well. Sometimes the most effective approach is for small business owners to commit to an executive coach and then move into business coaching with their team.

About the Author: Sandra Dillon is a professional coach with an extensive background in business and leadership. She coaches individuals and businesses as well as designs and facilitates workshops. She has a passion to help people and be the best versions of themselves and see businesses thrive. You can learn more about Sandra or engage her as your coach by visiting her website at

Improve How You Communicate at Work

Sandra Dillon: May 13, 2018

CommunicationMen and women generally have different styles of communication, and when one appreciates and works with these language differentiators, they can help lead their teams to higher performance levels. Across all relationships, men tend to use their words to work through and solve problems; whereas, women are more likely than men to share their feelings to feel better about their problems and build connection. Women tend to talk out their process, while men think out their process before sharing with a group. Not surprisingly, studies show women use about 3 times more words than men do in a given day—20,000 versus 7,000. Statistics may highlight how differently men and women communicate, but they don’t capture how these differences can result in biased judgment. Sometimes judgment can lead to unintentional discrimination in the forms of exclusion from teams and projects as well as subjective performance evaluations based on behaviors that don’t resonate with the evaluator.

Hedging Language Undermines the Message

Did you know that women are interrupted 3 times more than men? Why is that? Ideally everyone should be respectful in allowing others to finish sharing their thoughts, but this isn’t always the case. I believe women tend to undermine their own success in the workplace, when they use hedging language—setups that do not offend or words that soften their position. People who use hedging language find themselves routinely starting their sentences with:

  • I think, but I’m not sure…
  • I hope you can see my point of….
  • I could be wrong, but…

Some men also use this type of language and suffer the same consequences. However, women tend use hedging language more, because they have been culturalized since childhood to be relationship builders. Another expression of the hedger is saying “I’m sorry” when “excuse me” is more appropriate for the situation. These “starters” and “phrases” don’t set people up for success in the work environment, because they discount the idea that follows.

Who Needs to Change?

Most people prefer that others communicate in the style they do; however, I propose that every employee has an obligation to communicate in a way that honors the company’s culture and colleagues without violating their own values. Employees should assess the work landscape and intentionally adjust their natural communication style to support the success of the company, business, or team. So how can men and women adjust to accommodate their differences?

I suggest that women minimize using those undermining prefaces, assert their ideas and opinions, and chose not to get offended. Men should share more about how they arrived at their ideas. They should also be more patient and not interrupt a woman until she has has completed her thoughts. Focus on generating white space—the pause between speakers. While women and men try to bridge their communication styles, both should suspend judgment in how the other communicates.

A Mentor Can Help

I’m an advocate for mentoring and coaching because of the benefits I see mentorees and coachees achieve. Sometimes even the most experienced and successful people need a coach to help them see and navigate the blind spots they’ve developed over time. Understandably, many people are more comfortable seeking mentors of the same sex. If you have the opportunity to have two mentors, or a coach and mentor, I would encourage you to seek one of each gender. I believe there will be at least a few instances where you will get a different perspective that proves invaluable.

About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and life coaching.  She coaches individuals and couples as well as designs and facilitates workshops.  She has a passion to help people be the best versions of themselves.  You can learn more about Sandra or engage her as your coach by visiting her website at

5 Words to Eliminate from Your Sales Conversations

words out of mouth

Communication is a powerful tool used in selling and developing business. Studies show that communication is composed of body language (55%), tone of voice (38%), and words (7%). However, the contribution of your chosen words to the meaning of your message shouldn’t be underestimated.

Watch out for These Words or Expressions

There are several words or phrases sales people should be sensitive to, because they subtly diminish the impression left customers. When you reflect on your past conversations do you find yourself using any of the following?

  • No problem: These two words have become today’s standard response for a “thank you.” Does “no problem” presume the customer’s request would be a problem, and the seller was pleasantly surprised when it wasn’t? Better to express a simple “you’re welcome” or an affirming statement such as “my pleasure” [the standard at a Chick-Fil-A near you].
  • Small: Many organizations label and promote themselves as a “small” business. Don’t minimize your business in your customers’ minds. Better to use more neutral, and even better, more positive language. Substitute “small” with “growing” or “intimate.”
  • We: Avoid “we” as much as you can when pitching your services or products. If you want to establish brand recognition, say and write the company’s name. Notice the difference when you speak, “Shine Crossings is offering first time clients 50% off their first coaching session,” as opposed to “We are offering first time clients 50% off their first coaching session.”
  • Just and Only: Sometimes sellers use these qualifiers to imply a bargain price: “This product is only $20.” These words make you sound less confident in what you’re asking for, which can then make a customer wonder how low you will go.  Try removing the qualifier by saying “This product is $20,” and then promote its benefits. Do you notice the subtle change in confidence conveyed about the product’s value?

Words are powerful, so be mindful of which ones you choose in order to reap the rewards of greater sales success.

About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and life coaching.  She coaches individuals and couples as well as designs and facilitates workshops.  She has a passion to help people be the best versions of themselves.  You can learn more about Sandra or engage her as your coach by visiting her website at

Increase Your ROI with These Trust Behaviors

Sandra Dillon: April 17, 2018

Trust 1

The Composition of Trust

Trust: Do You Have It and How to Build It described how our intimacy level is correlated to the amount of trust operating in our personal relationships. In his study of workplace relationships, Covey (2006) asserts that trust is built by employees operating with integrity and ability. Subsequently, a high level of workplace trust favorably impacts the bottom-line.

Trust is a function of character and competency working together. Have you worked with people with whom you could share your life stories, but who couldn’t get the job done right? What about those co-workers who always deliver a flawless product or proposal but trash-talk people behind their backs? How would you rate these colleagues on the continuum of trust? You may classify each as untrustworthy, but prefer to work with one over the other based on whether you place more value on character or competency.

The Impact of Trust

When you hire and cultivate people who embody both character and competency, you have a winning formula to beat the competition, because your organization has trust flowing through its culture. Covey (2006) proposes that when trust is high, speed is high, and cost is low, with mistrust doubling the cost of doing business.  The trust formula:

(Strategy x Execution) Trust = Results

Trust becomes the multiplier for strategy and execution and reflects what we see, speak, and behave in the workplace. Increasing profits to the bottom line doesn’t have to involve another product launch or acquisition. Just increasing trust delivers increased profits. When employees trust one another, they don’t have to recover from missed deliverables, double check work for mistakes, and waste time with cover-your-ass tactics.

The two questions every employee from the C-Suite to the factory floor should ask themselves if they want to increase trust are:

  • What level of trust am I operating at?
  • How can I push the trust multiplier higher?

How to Increase Trust

If you’re wondering how you can increase bottom line results, Covey (2006) recommends 13 key behaviors that can push your trust factor higher.

  • Talk straight: tell the truth, let people know where you stand, and don’t manipulate people or facts
  • Demonstrate respect: show genuine care for others, treat people and their roles with dignity, and show kindness
  • Create transparency: share information that people can verify, be open and authentic, and don’t have hidden agendas or hide information
  • Right wrongs: don’t cover things up, apologize quickly, make restitution when possible, and demonstrate humility
  • Show loyalty: acknowledge contributions of others, don’t bad-mouth others behind their back, and don’t disclose personal information
  • Deliver results: establish a track record of making things happen, get the right things done, be on time and within budget, and don’t over-promise and under-deliver
  • Get better: be a constant learner, develop feedback systems, and thank people for their feedback while acting on it
  • Confront Reality: take on issues head-on, address the tough stuff directly, lead out courageously in conversation, and don’t skirt real issues
  • Clarify expectations: disclose, discuss, validate, and renegotiate expectations if needed
  • Practice accountability: take responsibility for results, be clear on how you’ll communicate progress, and don’t blame others when things go wrong
  • Listen first: listen before speaking to understand, don’t presume you have all the answers, and listen with your ears, eyes, and heart to find out what is most important to the people you’re working with
  • Keep commitments: say and do what you commit to, make commitments carefully, and don’t break confidences
  • Extend trust: extend trust appropriately based on the situation, risk, and credibility of the people involve, extend trust abundantly to those who have earned it, and trust conditionally to those who are earning it

I suggest rating yourself on a scale of 1-10 on how well you demonstrate the 13 key behaviors of trust. For those 2-3 behaviors where you scored the lowest, identify some specific changes you can make that would drive that behavior higher on the trust scale.  Monitor your progress and see how your colleagues respond to you.


Covey, S. (2006). The Speed of Trust: The One Thing That Changes Everything. New York, NY: CoveyLink.

About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and premarital/marriage coaching.  She coaches individuals and couples as well as designs and facilitates workshops.  She has a passion to help people be the best versions of themselves.  You can learn more about Sandra or engage her as your coach by visiting her website at

Don’t Confuse the Value of Management and Leadership

Sandra Dillon: February 7, 2018

A decade ago, people aspired to be promoted to manager or reach a specific management level within their company. There now appears to be a preference in being called a “leader,” implying that a leader is superior in some fashion to the role of a manager. Instead of referring to the top echelon as senior management, the trend is to call that team “senior leadership.” The truth? By definition a manager and a leader serve two different roles; therefore, comparing the position of manager and leader is like comparing apples to oranges.

managers leaders

Different Needs, Different Roles

Managers ensure they and their reports carry out the company’s mission, ensure compliance with systems and processes, accept and complete assigned tasks by due dates, and keep an eye on the bottom line. Managers are asked to focus on the short-term view. On the other hand, the role of organizational leaders is to create vision and mission, focus on influencing change in people and processes, and challenge the status quo for the sake of improving the company. Leaders are assigned to look toward the horizon, design a vision, and determine how to move the company toward that future.

Both positions, with their unique set of responsibilities, should be valued in their own right for what they contribute toward the health and growth of the company. The role of manager should be recognized and celebrated for its value, even if it doesn’t come with the responsibilities or title of leader. In smaller companies, sometimes the roles are blurred and embodied in one position or person. We should recognize that everyone wins when managers leverage their leadership skills, leaders appreciate the value of managing skills, and they all work together for the betterment of their employees, customers, suppliers, and community.

Title Assigned, Title Earned

The reality is that not everyone can be crowned with the title of manager, but anyone can be knighted with the title of leader. Why? Because in truth, leadership has never really been associated with a position but rather a way of being. True leaders are never assigned their position but earn the title by what they’re able to accomplish through influence. Everyone has the ability to influence. Your influence will be a direct result of how your present yourself, what you think, what you say, and what you do. The result will be how you affect change in people, processes, and systems. The big question everyone should be asking themselves: Have I prepared myself to lead well?

HE21118Davis_07-medAbout the Author: Sandra Dillon is a professional coach and consultant with an extensive background in leadership, business development, and sales.  She coaches individuals as well as designs and facilitates workshops.  She has a passion to help organizations engage all their colleagues.  You can learn more about Sandra by visiting her website at