Chris Crane's Linkedin Analytics

Most salespeople will never close a seven-figure deal. They think they can. They act like they can. But when the opportunity comes, they choke. I've seen it firsthand. I've watched seasoned reps stall. I've watched managers fumble negotiations. I've watched buyers walk away, never saying a word. Here’s what I know: → Patience is a strategy. Use it. → Big deals don’t die in meetings. They die in silence. → If you can’t handle long sales cycles, you won’t survive. Consider this: 1. Control the frame: If they lead, you’ve already lost. 2. Don't push, pull: Let the buyer convince themselves. 3. Slow down: The bigger the contract, the slower the close. Big deals are a slow process. Learn to slow down, learn to ask great questions, and the deals will start to come. Need help with this? 1. Connect with me 2. DM "sales" and let's chat

I’ve watched sales leaders destroy their own teams without realizing it. They were too reactive. They were too emotional. They were too focused on themselves. Their teams got quieter. Their results underperformed. Their culture evaporated into smoke. Here’s what I’ve learned: → The team reflects the energy of the one leading it. → The standard you set is the one the team will reflect. → The moment you stop coaching is the moment you lose. Here's what good leaders do: → They show up consistently. → They provide real, honest feedback. → They get into the trenches with the team. You don’t build belief by giving speeches and pounding your fist. You build it by showing them what it looks like. Want help in this area? 1. Connect with me 2. DM me "sales" and let's chat

Most sales reps struggle in industrial sales Long cycles. Massive deals. Endless decision-makers. Most reps lose. They pitch too soon. They fail to map the buying process. They spend months chasing the wrong person. Here’s what I know: → Industrial sales isn’t about persuasion. → It’s about positioning and process control. → If you don’t map the decision chain, you’re already out. Consider this: → Get buy-in before quoting numbers. → Find the real economic buyer—not just the influencer. → Control the sales process or lose to someone who does. Want my industrial sales playbook? Comment “process” and I’ll send it over.

Sales teams don’t fail because of skill. They fail because they don’t care. They fail because they’re not engaged. They fail because they’re disconnected. Motivation isn’t always about money. It’s about meaning, mindset & execution. Here’s what I know: → Trust must flow both ways. → Goals create clarity & direction. → Knowing the “why” drives performance. Consider this: → Start with a 30, 60, 90 plan. → Align the team with this objective. → Explain the “why” to create full buy in. Watch what happens with your team in 90 days with full focus on this effort. Want my full playbook for team planning and execution? Comment “leadership” and I’ll send it over.

Most sales training fails before it starts. It's too generic. It's too disconnected. It's too focused on theory. The problem isn’t knowledge. The problem isn’t the contents. The problem is fluff and weak delivery. Here’s what I know: → Training must be customized. → Reps won’t use it unless it helps. → Without strong follow up, it’s just noise. Consider this: → If it's a phone skill, dial with them. → If it’s meetings, lead them by doing. → If it’s discovery, teach them positioning. Sales training should build consistent performance, not check a box. Want a training framework that actually works? Comment "training" and I’ll send it your way.

One of my reps couldn’t break through with discovery questions then he closed a $400K deal. He’d ask safe questions. Take surface-level answers. Jump into solutions too early. He didn’t know how to expose the real problem. He didn’t know how to find and clarify the real pain. He didn't know how to tie everything into a valuable solution. Then, we trained this rhythm in every call, in every meeting: → Understand the situation. → Understand the core problem. → Understand why it's a problem. → Dig into the impact of the problem. → Clarify everything that was said, tie it into a solution. This method opened up everything. → It worked during cold calls. → It worked with price objections. → It worked when the deal was on the edge. → It worked when the buyer said, “We’re already happy.” I’m giving away the cheat sheet with all 25 questions we drilled into him. Want it? 1. Connect with me 2. Comment “discover” If you’re still winging your discovery, this will flip the whole process.

Most reps blow discovery. They ask weak questions. They miss emotional drivers. They rush the pitch without pain. The deal never had a chance. They talked too much. They chased surfacee problems. They failed to uncover the real pain. Here’s what I know: → Great questions open deals. → Buyers buy when they feal heard. → Solutions happen with great discovery. Consider this: → Ask about the real pain. → Anchor the pain to real outcomes. → Use that pain to find real solutions. Good discovery means more deals and more deals means a bigger paycheck. Want my top 25 elite discovery questions?  Comment “discover” and I’ll send them over.

Most reps fear objections. They take it personally. They get nervous and over explain. They forget that silence brings clarity. The buyer is watching. They want to feel your confidence. They want to know your composure. They want you to believe the solution. Here’s what I know: → Objections are not rejections. → They are buying signals of interest. → Your reaction decides if the deal lives. Consider this: → Don’t react, reframe the pain. → Clarify the fear behind the pushback. → Connect the objection back to the pain. Objections are you're chance to prove that you are worth buying from. Learn to handle them with elite execution. Want my 25 objection-handling techniques? Comment “objection” and I’ll send them over.

Most sales leaders don’t coach their team. They manage metrics. They push for more activity. They don’t build performance. I’ve seen it too many times. The pipeline stalls. Good reps get stuck. leadership has no clue why. Here’s what I know: → Good leaders are good coaches → Good teams are properly coached → Good coaching provides clear guidance Consider these 8 tips: → Be direct → Design actions → Set goals & follow up → Hold them accountable → Establish solid agreements → Create a trusted environment → Use powerful direct questioning → Practice focused, active listening Ask yourself: What could I be doing better than I am doing today as a leader? Want my full leadership framework? Comment "leadership" and I will send it over.

AI is replacing human sales positions. We thought we had more, we don't. Its not all doom and gloom, however, but you need an action plan. 1. 𝗦𝗸𝗶𝗹𝗹 𝗔𝘀𝘀𝗲𝘀𝘀𝗺𝗲𝗻𝘁: → Assess your weaknesses → Determine your skill gaps → Think about your struggles 2. 𝗥𝗲𝘀𝗲𝗮𝗿𝗰𝗵 → Evaluate current AI tools → Understand them thoroughly → Choose your top 3 and deploy them 3. 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 → Find a skilled coach → Implement their strategies → Take courses on technology 4. 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝗼𝗻: → Deploy tactically → Laser focus every day → Highest output tasks first AI is a threat to sales people who choose not to understand it or take advantage of it. Replacement will be a choice, not a consequence. Want to dive deeper on executing a plan like this? 𝗖𝗼𝗺𝗺𝗲𝗻𝘁 "𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆" and let's chat.

8 books on sales to go from losing to closing in 90 days (I'm not joking): P.S. Repost ♻️ this to your network so others can learn

The difference between a good salesperson and a bad one isn’t skill. It’s discipline. It’s awareness. It’s how they show up. → The bad rep talks too much. → They assume they know everything. → They wait for leads to fall in their lap. → The good rep listens first. → Asks good discovery questions. → And follows timely and effective. → The bad rep is timid under pressure. → Quick to blame the lead and not their skill. → And gives up after the first “no," with no effort. → The good rep is calm. → Speaks with confidence. → And views "no" as another chance. Great salespeople aren’t born, they're forged.

Leadership isn't telling people what to do. It’s showing them how it’s done. It’s creating standards for others. It’s earning trust before performance. Most leaders forget this. They criticize effort. They micromanage results. They confuse authority with influence. Here’s what I know: → Great leaders lead by example. → Teams adopt what they see and use it. → Consistent coaching defines your team. Consider this: → Set expectations early. → Lead every meeting with value. → Show up every day as the standard. You don’t rise to the level of your goal. You fall to the level of your leadership. Want my 5-step framework for leading better sales teams? Comment “leadership” and I’ll send it over.