Author: Sienna Anderson

Bigger questions

Winning More Business Started With Better Questions

Posted on | by Sienna Anderson

How curiosity helps salespeople uncover needs, build trust, and increase conversions

Many salespeople believe that success comes from having the perfect pitch. They spend hours refining presentations, memorising product features, and preparing answers to every possible objection. While preparation is important, the highest performing sales professionals know that winning more business rarely starts with what you say. It starts with the questions you ask.


Customers today have access to more information than ever before. Before they even speak to a salesperson, they have often researched products, compared competitors, and read reviews. By the time you meet them, they are not looking for someone to simply repeat information they can find online. They are looking for someone who understands their business, listens to their challenges, and helps them make the best decision. This is where curiosity becomes one of the most valuable sales skills you can develop.

Bigger questions

Curiosity Builds Trust

Trust is not created by talking about how great your product or service is. It is built when customers feel heard and understood.


When a salesperson approaches a conversation with genuine curiosity, the focus shifts from selling to understanding. Instead of trying to convince the customer, they become interested in learning about the customer’s goals, frustrations, priorities, and desired outcomes.

Questions such as:
• What prompted you to start looking for a solution now?
• What challenges are you currently facing?
• What would success look like for your business?
• What happens if nothing changes?

These questions encourage customers to open up and provide valuable information that would never surface during a standard sales presentation. Customers buy from people they trust, and people trust those who genuinely listen.

Better Questions Reveal the Real Problem

One of the biggest mistakes salespeople make is solving the first problem the customer mentions. Imagine a customer says they need a cheaper supplier. Many salespeople immediately begin discussing pricing. A curious salesperson digs deeper.

They might ask:
• Why is price the biggest concern today?
• What impact are rising costs having on your business?

Apart from price, what else is important when choosing a supplier? Very quickly, they may discover that the real issue is unreliable delivery, inconsistent quality, or poor customer service. Price was simply the symptom, not the actual problem. By uncovering the true challenge, the salesperson can position their solution around value rather than competing on price.

Questions Help Customers Think Differently

Great sales conversations create clarity. Many customers have not fully considered the consequences of their current situation. Thoughtful questions encourage them to reflect on their challenges and recognise opportunities they may not have seen before.

For example:
• How much time is your team spending on this issue each week?
• What is this challenge costing your business?
• If this problem was solved, what would that allow your team to focus on instead?

These questions help customers quantify the impact of their problems and often strengthen the urgency to take action. Instead of creating pressure, you are helping customers reach their own conclusions.

Curiosity Creates Better Solutions

No two customers are exactly the same. Even businesses within the same industry have different priorities, goals, and challenges. A standard sales pitch cannot address every situation. The more questions you ask, the more tailored your recommendations become.

Rather than presenting every feature your product offers, you can focus on the specific benefits that matter most to that customer.

Customers appreciate solutions that feel personalised because they demonstrate that you have listened carefully and understand what success looks like for them.

Listening Is Just as Important as Asking

Asking questions is only half the equation. The best salespeople actively listen to the answers without rushing to respond. They pay attention to tone, emotion, and the language customers use to describe their situation.

Often, the most valuable information comes after a short pause. Allowing customers time to think and elaborate often reveals concerns, motivations, or goals that would otherwise remain hidden. Listening also helps salespeople identify opportunities to explore further rather than jumping straight into a solution.

Better Questions Lead to Better Conversions

When customers feel understood, they become more confident in your recommendations. Sales conversations become collaborative rather than transactional. Objections reduce because your solution has been built around the customer’s unique needs instead of generic assumptions.

Better questions also improve qualification. Salespeople spend less time chasing opportunities that are unlikely to convert and more time helping customers who are genuinely looking for the right solution. The result is stronger relationships, higher conversion rates, and increased customer loyalty.

Curiosity

Develop a Culture of Curiosity

Curiosity is not simply a personality trait. It is a skill that can be developed through coaching, practice, and feedback. Sales leaders should encourage their teams to spend less time perfecting presentations and more time improving their questioning and listening skills.

Simple coaching activities such as reviewing customer conversations, practising discovery questions, and role playing different scenarios can dramatically improve sales performance over time. The most successful sales teams are not the ones with the most polished presentations. They are the teams that consistently ask better questions, listen with intent, and help customers solve meaningful problems.

Ready to Help Your Sales Team Win More Business?

If you want your sales team to move beyond product pitching and develop the skills to uncover customer needs, build trust, and consistently increase conversions, KONA Training can help.

Our tailored Sales Training programs equip sales professionals with practical questioning techniques, consultative selling strategies, and proven frameworks that deliver measurable results. For more sales insights, read our related blog on Sales Training: The Cost of Ignoring Staff Training and Development in Your Sales Team.

Contact KONA Training today to discuss a customised Sales Training program designed specifically for your team.

Call 1300 611 288 or Email info@kona.com.au

Contact Us

Author – Garret Norris – https://www.linkedin.com/in/garretnorris/

Garret Norris -KONA Training

Prospecting

This Prospect Said “No” Five Times Then Became the Biggest Client

Posted on | by Sienna Anderson

How consistent follow-up and relationship building increase sales success

Every salesperson has heard the word “no.” Some hear it once and move on. Others hear it five times and still refuse to give up. One of the biggest clients we have ever worked with started exactly that way. Every conversation ended with some version of “No, not right now.”


The easy option would have been to remove them from the CRM and focus on someone else. Instead, the salesperson chose a different path.


They stayed in touch. Not with relentless sales pitches or constant pressure, but with genuine relationship building, valuable conversations and consistent follow up.


Months later, that same prospect picked up the phone and said something unexpected.
“We’re ready to talk.”

That conversation eventually turned into one of the company’s largest and longest standing clients. The lesson is simple. A “no” today does not always mean “never.” Sometimes it simply means “not yet.”

Prospecting

Why Prospects Say No

Salespeople often assume rejection is personal. In reality, prospects say no for many reasons that have nothing to do with your product or service.

They may be:

  • Too busy to consider change.
  • Locked into an existing contract.
  • Managing other business priorities.
  • Waiting for budget approval.
  • Unsure whether the timing is right.
  • Not yet convinced they need to act.

When salespeople understand this, they stop viewing objections as dead ends and start treating them as opportunities to build trust over time.

Follow Up Builds Familiarity

Research consistently shows that many sales are won after multiple follow up conversations, yet many salespeople stop after one or two attempts. The businesses that consistently outperform their competitors understand that professional persistence creates familiarity, and familiarity builds trust.

Every follow up is another opportunity to demonstrate reliability.

  • It shows that you are organised.
  • It shows that you care.
  • It shows that you are committed to helping rather than simply making a sale.

The key is ensuring every interaction provides value.

Add Value Every Time You Reach Out

Nobody enjoys receiving the same sales email every fortnight asking if they are “ready to buy.”
Great salespeople use follow up as an opportunity to educate.

Share an industry insight
Send an article that solves a common challenge
Congratulate them on a business milestone
Ask thoughtful questions about how their priorities have changed.

These conversations keep you front of mind without becoming intrusive.

Transactional vs. Relationship

Relationships Outlast Transactions

Customers rarely remember the cheapest quote. They remember the salesperson who listened. They remember the person who understood their challenges. They remember the professional who kept in touch without making every conversation about themselves.

Strong relationships create opportunities long before contracts are signed. When the timing is finally right, the salesperson who invested in the relationship is usually the first person they call.

Consistency Beats Intensity

Many salespeople prospect hard for a week, become busy closing deals, then stop prospecting altogether.
Eventually, the pipeline dries up and the cycle begins again.


The highest performing sales teams avoid this feast or famine approach by developing a structured prospecting rhythm with consistent follow up built into their daily activities. This creates a healthier pipeline and more predictable sales performance over time. Consistency almost always beats short bursts of activity.

Great Salespeople Play the Long Game

Not every opportunity closes this month. Not every prospect is ready today. But every conversation has the potential to strengthen trust. Sales success is rarely about one perfect presentation.

It is about showing up consistently, asking great questions, building
meaningful relationships and being there when the customer is finally
ready to make a decision.

Sometimes the prospect who tells you “no” five times becomes the client
who stays with you for the next five years.


Build a Sales Team That Never Gives Up

If you want your sales team to become more confident at prospecting, relationship building and consistent follow up, KONA Training can help. Our tailored Sales Training programs equip sales professionals with practical frameworks, proven sales methodologies and coaching that improves conversations, strengthens customer relationships and delivers long term sales success.

To learn more about effective prospecting, read the KONA blog: Why Your Sales Team Needs a Prospecting Rhythm.

Never give up

Contact KONA Training to discuss a tailored Sales Training program designed to help your sales team build stronger pipelines, improve conversion rates and create lasting customer relationships.


Call 1300 611 288 or Email info@kona.com.au

Contact Us

Author – Garret Norris – https://www.linkedin.com/in/garretnorris/

Garret Norris -KONA Training

Biggest mistake

The New Sales Manager’s Biggest Mistake

Posted on | by Sienna Anderson

Common leadership traps and how to avoid them

The biggest shift in a salesperson’s career is often the move into management. It is exciting, rewarding, and a sign that the business trusts their ability to lead others. However, many new Sales Managers quickly discover that the skills which made them successful in sales are not the same skills needed to lead a high-performing team.


One of the biggest mistakes new Sales Managers make is trying to be the best salesperson on the team instead of becoming the best coach. While it often comes from good intentions, this leadership trap can limit team performance, reduce confidence, and create long term dependency. The good news is that it is entirely avoidable with the right mindset and the right training.

Biggest mistake

The Promotion Trap

Imagine a salesperson who consistently exceeded targets for years. They knew how to win deals, build relationships, and overcome objections. Naturally, when the Sales Manager role became available, they were the obvious choice.


In the first few weeks, they noticed team members struggling with customer conversations. Wanting to help, they stepped into meetings, answered difficult questions, and even closed deals themselves. At first, everyone appreciated the support.

Months later, the team had stopped taking initiative. Salespeople constantly asked their manager what to do next. Customer relationships became centred around the manager rather than the salesperson. Performance plateaued because the team had stopped developing their own skills. The Sales Manager had unknowingly become the team’s top salesperson instead of its leader.

Leadership Is About Multiplying Success

The role of a Sales Manager is no longer about individual performance. It is about creating an environment where others succeed consistently.

Great Sales Managers spend their time:

Coaching rather than rescuing
Asking questions instead of giving every answer
Developing capability rather than solving every problem
Building confidence across the team

This approach creates long term improvements because every salesperson becomes stronger, not just the manager.

Avoid the Expert Syndrome

Many new leaders believe they must have every answer. In reality, constantly providing solutions can reduce ownership within the team.

Instead of saying:
“Here’s what you should do.”

Try asking:
“What options have you considered?”
“What do you think the customer is really trying to achieve?”
“If you had another opportunity, what would you do differently?”

These coaching conversations encourage critical thinking and help salespeople become more confident decision makers.

Focus on Coaching, Not Inspecting

Some new Sales Managers spend most of their time checking activity reports, CRM updates, and pipeline numbers. While measurement is important, numbers only tell part of the story. Effective coaching involves observing customer conversations, providing constructive feedback, practising difficult situations through role plays, and helping individuals improve one skill at a time.

Research consistently shows that organisations with managers who regularly coach their employees experience higher engagement, stronger productivity, and improved business performance compared to organisations where coaching is infrequent.

Focus on coaching

Resist the Urge to Take Over

One of the hardest habits for new Sales Managers to break is stepping in too early. When a salesperson faces a challenging customer conversation, it can be tempting to take control.

Instead, consider asking:
• What preparation have you done?
• How would you like to approach the meeting?
• What support do you need from me?

By supporting rather than replacing your salesperson, you help them build experience and resilience.

Build Consistency Across the Team

Successful sales teams are rarely built around one superstar performer. They are built around consistent processes, shared behaviours, and ongoing development.

Great Sales Managers establish clear expectations for:
• Prospecting activities.
• Sales conversations.
• Opportunity management.
• Customer follow up.
• Pipeline reviews.
• Coaching sessions.

Consistency makes performance more predictable and easier to improve over time.

Remember That Leadership Is a Different Skill

Many organisations assume that successful salespeople will naturally become successful leaders. Leadership is a completely different discipline.

Sales Managers need skills in:
• Coaching and mentoring.
• Performance conversations.
• Accountability.
• Motivation.
• Communication.
• Conflict resolution.
• Team development.

These capabilities can all be learned, but they require focused development.

Leadership is a skill

The Best Sales Managers Create More Leaders

The ultimate measure of a Sales Manager is not how many deals they personally close. It is how many capable, confident, and successful salespeople they develop. When Sales Managers shift from being the hero to becoming the coach, their entire team’s performance improves. They create stronger cultures, higher engagement, and more sustainable sales growth.

Investing in Sales Management Training gives new and experienced leaders the tools to avoid common leadership traps, coach with confidence, and build high-performing sales teams that consistently achieve results.

Ready to develop stronger Sales Managers?

Effective Sales Management is one of the most powerful investments an organisation can make. To read more about the importance of Sales Management Training for Sales Managers, click here.

If you want your Sales Managers to lead with confidence, coach more effectively, and improve team performance, contact KONA Training today for tailored Sales Management Training designed to deliver lasting results.


Call 1300 611 288 or Email us at info@kona.com.au to get started!

Contact Us

Author – Garret Norris – https://www.linkedin.com/in/garretnorris/

Garret Norris -KONA Training

Improve sales numbers

The Sales Training Session That Changed More Than Just Sales Numbers

Posted on | by Sienna Anderson

How effective sales training improves confidence, capability, and customer conversations

When most businesses engage with us for sales training, the goal is usually clear: increase revenue, improve conversion rates, and help the sales team achieve better results. But the impact of great sales training goes far beyond the numbers on a sales report.


The most successful sales training programs do not just teach salespeople how to sell more. They help people become more confident communicators, better problem solvers, stronger relationship builders, and more effective representatives of the business.


One organisation we worked with discovered this when they brought their sales team together for a tailored sales training session. The initial goal was to improve sales performance, but what they quickly realised was that the biggest changes were happening in the conversations their team was having with customers.

Improve sales numbers

The challenge was not effort, it was approach

The sales team was working hard. They were making calls, attending meetings, preparing proposals, and following up with prospects. However, like many sales teams, they had fallen into familiar habits.
Some conversations focused too heavily on products and features rather than customer needs. Others struggled to move beyond price discussions. Some team members lacked confidence when handling objections or asking deeper questions.

The issue was not that the team did not care about their customers. The issue was that they needed the right frameworks, tools, and techniques to have more meaningful sales conversations. This is where effective sales training can make a significant difference.

Sales training builds confidence through capability

Confidence in sales does not come from simply telling people to be more confident. It comes from giving people the skills and knowledge they need to feel prepared. A strong sales training program provides practical tools that salespeople can apply immediately, including:

How to ask better questions and uncover genuine customer needs
How to listen actively and identify opportunities
How to communicate value rather than compete on price
How to handle objections with confidence
How to create stronger relationships with customers
How to manage opportunities through a structured sales process

When sales professionals understand what to say, how to say it, and why it matters, confidence naturally improves. They become more comfortable leading conversations, challenging customer thinking, and positioning themselves as trusted advisors rather than just suppliers.

Better sales conversations create better customer experiences

Customers today do not want to feel like they are being sold to. They want to work with people who understand their challenges and can provide meaningful solutions. This shift requires salespeople to move from transactional conversations to consultative conversations.

Instead of asking:
• “Would you like to buy our product?”

Effective sales professionals learn to ask:
• “What challenges are you currently facing?”
• “What impact is that having on your business?”
• “What would a better outcome look like?”

These questions create a deeper understanding of the customer and allow salespeople to tailor their approach. When customers feel understood, trust increases. When trust increases, stronger relationships and better commercial outcomes follow.

Consistency quote

Sales training creates consistency across the team

One of the biggest benefits of sales training is creating a shared language and approach across the sales team. Without clear processes and frameworks, every salesperson may approach customers differently. Some may excel at building relationships but struggle with closing. Others may be confident presenting solutions but miss opportunities during discovery. Sales training helps align the team around best-practice behaviours.

Everyone understands what great sales conversations look like, how opportunities should be managed, and what actions drive success. This consistency is particularly valuable for organisations looking to grow because it creates a repeatable sales approach that does not rely on individual talent alone.

The impact goes beyond immediate sales results

While improved revenue and stronger conversion rates are important outcomes, the long-term benefits of sales training are often even more valuable.

Teams that receive quality sales training often experience:
• Increased confidence when engaging with customers
• Improved collaboration between sales team members
• Greater accountability around sales activities
• Stronger customer relationships
• Better understanding of the value they provide
• Increased motivation and engagement

The best sales training does not just change what salespeople do. It changes how they think about selling. To find out more about KONA’s tailored Sales Training Programs and the value they can bring to your sales team, click here.

Invest in your team

Investing in your sales team is investing in your customers

Sales teams are often the face of an organisation. Every conversation, meeting, and interaction shapes how customers view the business. By investing in sales training, organisations give their teams the ability to create better experiences, uncover more opportunities, and build stronger customer relationships. The result is not just more sales. It is a more confident, capable, and customer-focused sales team.

If you are looking to improve your team’s sales capability, customer conversations, and overall sales performance, contact KONA Training for tailored Sales Training designed around the needs of your Sales Team.


Call 1300 611 288 or Email info@kona.com.au

Contact Us

Author – Garret Norris – https://www.linkedin.com/in/garretnorris/

Garret Norris -KONA Training

Pipeline steps

The Pipeline Looked Full, The Results Said Otherwise

Posted on | by Sienna Anderson

Focusing on quality opportunities instead of quantity

At first glance, everything looked promising. The sales dashboard was full of opportunities. Weekly pipeline meetings were busy. Forecasts suggested a strong quarter ahead. On paper, the sales team appeared to have more than enough activity to hit their targets.


But when the quarter ended, the numbers told a very different story. Despite having a pipeline packed with prospects, revenue had fallen short. Deals had stalled, opportunities had disappeared, and forecasts had proven far too optimistic.

If this sounds familiar, you’re not alone. One of the most common challenges businesses face is confusing a busy pipeline with a healthy pipeline. More opportunities do not automatically translate into more sales. In many cases, they simply create the illusion of progress.

Pipeline steps

The hidden cost of an overloaded pipeline

Salespeople naturally want to keep opportunities alive. There is optimism that a prospect will eventually move forward, so deals remain in the CRM month after month. Over time, pipelines become crowded with prospects who are unlikely to buy, have no clear timeframe, or simply are not the right fit.

This creates several problems:
• Salespeople spend valuable time following up opportunities that have little chance of converting.
• Managers struggle to forecast accurately because the pipeline contains unrealistic opportunities.
• High value prospects receive less attention because time is divided across too many accounts.

The result is plenty of activity with very little momentum.

Quality creates focus

High performing sales teams understand that every opportunity should earn its place in the pipeline. Rather than asking, “How many opportunities do we have?” they ask better questions.

• Is there a genuine business need?
• Has the customer committed to solving the problem?
• Are we speaking with the right decision makers?
• Is there a realistic timeframe?
• Can we clearly articulate the value we provide?

If the answers are unclear, the opportunity may not belong in the active pipeline.

Removing weak opportunities is not about being negative. It is about creating focus. When salespeople concentrate on qualified prospects, they invest more time where it matters most.

Big results

A smaller pipeline often delivers bigger results

Many organisations are surprised to discover that reducing the number of active opportunities actually increases sales performance.

Why? Because salespeople can prepare more effectively, ask better questions, build stronger relationships, and maintain consistent follow up with the prospects that genuinely intend to buy.

Instead of spreading effort across fifty uncertain opportunities, they may focus on twenty high quality prospects with a much higher likelihood of success. The pipeline becomes easier to manage, forecasting becomes more accurate, and conversion rates improve.

Coaching plays a critical role

Sales leaders have a significant influence on pipeline quality. Effective coaching conversations go beyond asking, “When will this deal close?”

Instead, managers challenge assumptions, explore risks, identify missing information, and help salespeople objectively assess each opportunity. This creates a culture where qualification is valued just as highly as prospecting.

The strongest sales teams understand that saying “no” to poor opportunities creates more capacity to win the right ones.

Sales pipeline

Measure what matters

Pipeline size is only one metric. Businesses should also track measures such as:
• Opportunity conversion rates
• Average sales cycle length
• Win rates
• Average deal value
• Forecast accuracy
• Pipeline ageing

These indicators provide a much clearer picture of pipeline health than opportunity count alone.

A full pipeline can feel reassuring, but appearances can be misleading. Sustainable sales growth comes from building a pipeline filled with qualified opportunities, not simply accumulating names and prospects.

Quality over quantity

When sales teams focus on quality over quantity, they spend their time more effectively, improve forecasting accuracy, strengthen customer relationships, and achieve more consistent results. To find out more about the benefits of Sales Training to strengthen your Sales Pipeline, click here.

Ready to build a healthier, higher performing sales pipeline?

Contact KONA Training today to discover how our tailored Sales Training programs can help your sales team improve qualification, increase conversion rates, and deliver stronger sales results.


Call 1300 611 288 or Email info@kona.com.au

Contact Us

Author – Garret Norris – https://www.linkedin.com/in/garretnorris/

Garret Norris -KONA Training

Investment

The Investment That Delivered More Than Expected

Posted on | by Sienna Anderson

Measuring the business impact of training and development

When businesses invest in training and development, there is often one question sitting in the background:


“Will it actually make a difference?”


It’s a fair question. Training can sometimes be viewed as something positive but difficult to measure. Teams attend a workshop, leave energised, and return to business as usual a week later. Without clear outcomes, learning becomes an event rather than an investment.


But when training is designed with purpose and connected to business goals, the results can extend far beyond the classroom. This is the story many organisations experience when they stop viewing training as a cost and start treating it as a growth strategy.

Investment

It Started with a Simple Objective

One sales team we worked with had reached a plateau. Performance was steady, but growth had slowed. Conversion rates had flattened, customer conversations lacked confidence, and managers noticed inconsistency across the team. The business considered bringing in training but hesitated. Would the return justify the investment?

Rather than launching a generic program, they took a different approach by engaging with KONA Training. The focus became identifying the specific behaviours and outcomes they wanted to improve.

The objectives were clear:
• Increase confidence in sales conversations
• Improve conversion rates
• Strengthen customer relationships
• Build consistency across the team
• Develop stronger leadership habits within management

Training became part of a broader business strategy, not a standalone event.

What happens next

What Happened Next Surprised Them

The first improvements appeared quickly. Sales conversations became more structured. Team members asked better questions. Managers coached more consistently. Customer engagement improved. But the unexpected impact came later.


• Collaboration increased
• Accountability improved
• Confidence grew

Employees became more proactive and engaged in finding opportunities rather than waiting for direction. The business had expected training to improve sales results. What they found was that stronger capability influenced culture, communication, and performance across the organisation.

Measuring Training Beyond Attendance

One of the biggest mistakes organisations make is measuring training by participation rather than impact. Success should not be defined by:
• Number of people trained
• Workshop attendance
• Completion certificates
• Positive feedback forms alone

Instead, businesses should look at indicators that connect directly to outcomes.

Performance Metrics

Track changes in sales performance, conversion rates, average deal size, customer retention, and revenue growth.

Behaviour Change Observe whether team members are applying new skills consistently in real situations.
Leadership Impact Measure how managers are coaching, communicating, and reinforcing learning.
Customer OutcomesMonitor customer satisfaction, repeat business, and quality of interactions.
Team EngagementLook for improvements in confidence, ownership, collaboration, and overall morale.


When measured properly, training becomes easier to justify and easier to improve.

Why Development Delivers Long-Term Value

The strongest organisations understand that capability is not built overnight. Training works best when it becomes part of how a business operates. When teams continue to practice, receive coaching, and apply learning in everyday situations, the return compounds over time.

The organisations that consistently outperform are often not the ones with the biggest budgets. They are the ones that invest intentionally in developing their people. Because stronger skills lead to stronger conversations, stronger conversations lead to stronger relationships, and stronger relationships drive business results.

Good investment

What Could the Right Investment Deliver for Your Team?

Training and development should create measurable business outcomes, not just short-term motivation. If you want to improve sales performance, strengthen capability, and create lasting impact across your team, KONA Training can help. To find out more about the benefits of KONA’s tailored Sales Training, click here.

Contact KONA Training today to discuss tailored Sales Training for your Sales Team and discover how the right investment in your people can deliver more than expected.


Call 1300 611 288 or Email info@kona.com.au

Contact Us

Author – Garret Norris – https://www.linkedin.com/in/garretnorris/

Garret Norris -KONA Training

Quote about change

A Change Nobody Wanted

Posted on | by Sienna Anderson

Leading Teams Through Uncertainty and Resistance

Change is rarely easy. Whether it is introducing a new system, restructuring a team, changing processes or responding to market pressures, leaders often face resistance when asking people to do things differently. Even when the change is necessary, it can create uncertainty, frustration and concern among employees.


The difference between a successful transition and a difficult one often comes down to leadership.

Quote about change

Resistance is a natural response

One of the biggest mistakes we at KONA Training see leaders make is assuming that resistance means employees are unwilling to help. In many cases, resistance comes from uncertainty rather than opposition.

People naturally wonder:
• How will this affect my role?
• Will I be able to do the new job?
• Why is this change happening?
• What happens if it does not work?

When leaders recognise these concerns and address them openly, they create an environment where employees feel heard rather than ignored.

Communicate early and often

One announcement is usually not enough. During periods of change, people need regular communication. They want to understand not only what is changing, but why it is changing and what the expected outcome will be.

Effective leaders communicate consistently, provide updates as new information becomes available and encourage questions throughout the process. This reduces rumours and builds trust.

Lead with empathy

Lead with confidence and empathy

Employees look to their leaders for reassurance during uncertain times. Confident leadership does not mean pretending to have every answer. It means being honest about the challenges while remaining focused on the path forward.

At the same time, empathy is essential. Acknowledging that change can be difficult helps employees feel understood and supported as they adapt.

Involve your team where possible

People are more likely to support change when they have an opportunity to contribute. Seeking feedback, inviting ideas and involving employees in problem solving gives them a sense of ownership over the process. It also helps leaders identify potential issues before they become major obstacles. Even when the overall direction cannot change, involving the team in how the change is implemented can make a significant difference.

Support

Support people through the transition

Change does not end when the announcement is made. Employees often need training, coaching and ongoing support as they learn new systems, responsibilities or ways of working. Leaders who remain visible throughout the transition help maintain confidence and keep momentum moving forward. Celebrating small wins along the way also reinforces progress and reminds the team that their efforts are making a difference.

Every business will face change. Markets evolve, customer expectations shift and technology continues to transform the way organisations operate. Leaders who communicate clearly, build trust and support their people through uncertainty create teams that are more adaptable, engaged and resilient. While employees may not always welcome change, they are far more likely to embrace it when they feel confident in the leadership guiding them.

Ready to lead your team through change with confidence?

If your leaders need practical skills to communicate effectively, manage resistance and guide their teams through change, KONA Training can help. To find out more about the benefits of KONA’s Leadership Training for Management & Leadership Teams, click here.


Our tailored Leadership Training programs equip leaders with the confidence and strategies they need to build trust, inspire their teams and successfully navigate change.

Contact KONA Training today to learn how our customised Leadership Training can help your leaders and your business thrive through change.


Call 1300 611 288 or Email info@kona.com.au

Contact Us

Author – Garret Norris – https://www.linkedin.com/in/garretnorris/

Garret Norris -KONA Training

Gap in revenue

Your VC-backed business has a revenue gap. Here’s why it never closes and what to do about it

Posted on | by Sienna Anderson

Most VC-backed businesses don’t fail because of bad products or bad markets. They fail because the revenue engine was never built to last – By Garret Norris – CEO, KONA Group

I’ve spent 25 years working inside revenue teams across Australia and New Zealand. From FMCG to financial services, pharmaceuticals to professional services, and the pattern I see in VC-backed businesses is almost always the same.

The business has real potential. The management team is capable. The product is solid.
But the revenue engine is propped up by one or two heroic individuals, the forecasts are gut-feel at best, and the board conversations are more hope than data. That’s a problem KONA was built to solve. And after 25 years, we know exactly where to look.

Revenue gap

The five constraints that keep revenue underperforming

When I sit down with a management team for the first time, I’m looking for one of five things. Usually we find more than one.

Prospecting: The pipeline isn’t full because the team doesn’t have the confidence or consistency to prospect at the right level. Activity looks busy. Results don’t follow.

Qualification: The pipeline looks full, but with the wrong deals. Time and energy are being invested in opportunities that were never going to close.

Conversion: The team can open conversations. They can’t close them. Deals die at proposal or negotiation, and no one quite knows why.

Velocity: Deals sit. The team manages stalled opportunities instead of building new ones. Cash flow suffers. Forecasts slip.

Leadership: The sales manager is reactive. Coaching is inconsistent or absent. The team underperforms not from lack of skill, but from lack of direction.

“Most management teams know the revenue gap exists. Few have the tools to close it systematically, or the data to show the board how they did it.”

What 100 days can actually change

We don’t run programs. We build sales engines. In the first two weeks, we establish a clear, honest baseline, what’s working, what’s broken, and where revenue is being left on the table. No spin, no surprises.

By day 30, we’re coaching on stalled deals and recovering pipeline. Management has real momentum to show the board.


By day 60, the team is operating with a shared methodology – common language, consistent process, measurable benchmarks.


By day 90, the Sales Director is leading, not just managing. The pipeline review cadence is established. We’re in support mode.

At day 100, management presents a performance report, not a narrative, but actual data showing what changed, what was recovered, and what the next 12 months look like.

10–25%
Conversion rate improvement within 90 days

15–30%
Reduction in sales cycle duration

15–35%
Upsell & cross-sell revenue increase within 6 months

3–7 years
Average client retention across our portfolio

These aren’t aspirational targets. They’re the outcomes we’ve delivered across 25 years and multiple market cycles, including the Asian financial crisis, the GFC, and COVID-19. Tracked, reported, and owned by the management teams who achieved them.

Investors

What this means for investors

VC and PE investors often ask me the same question: how do I know the revenue performance is real and repeatable, not just a good quarter?


The answer is structure. When a sales team has a shared framework, a qualified pipeline, and a leader who is coaching proactively, the results become predictable. Forecasting accuracy improves. Dependency on the founder or CEO reduces. The business starts to look like something that scales — because it is.

Our structured quarterly reporting is written in the commercial language of a boardroom, not a training report. It translates sales activity and capability data into investor-grade insight.

“When management wins on revenue, everyone wins. Our job is to make management look brilliant by making the revenue results impossible to argue with.”

We back this with a guarantee

Most consultancies won’t commit to outcomes. We do. KONA commits to measurable revenue improvement within the first 100 days. If we don’t deliver, we refund our fees. You commit to the process. We commit to the result. No negotiation. No fine print. 25 years and counting.

Client results: what the numbers say

The following results are drawn from KONA engagements across Australia and New Zealand.

They represent outcomes management teams achieved and owned.
• 80-person sales team: sales doubled in 6 months
• Finance sector client: revenue increased by over 20% in one year
• Pharmaceutical client: sales increased 19%, achieving 140% of annual target in one year
• Industrial client: market share grew from 32% to 40% in 2 years
• Building sector client: market share grew over 5% in a declining market within 18 months
• Media client (Nova): results increased 50–100% in key areas within 10 months

VC

If this sounds familiar

If you’re leading a VC-backed business or advising one, and the revenue engine isn’t performing the way the model said it would, I’d welcome a direct conversation. Not a pitch. Not a proposal. A 30-minute diagnostic conversation about where the primary constraint is most likely sitting in your business right now.


“You set the targets. We help you hit them. And we build the evidence base that makes sure everyone knows you did.”

Get in touch
Garret Norris · CEO, KONA Group
garret@hbbausgroup.com.au · +61 422 847 660 | kona.com.au | 1300 833 574

Contact Us

Author – Garret Norris – https://www.linkedin.com/in/garretnorris/

Garret Norris -KONA Training
Discounts

The Discount That Wasn’t Necessary

Posted on | by Sienna Anderson

Selling Value Instead of Price

The salesperson was moments away from closing a deal. The customer had listened attentively, asked the right questions, and seemed genuinely interested in moving forward. Then came the question many salespeople fear:
“Can you do a better price?”

Without hesitation, the salesperson responded, “I can probably take 10% off.”
The customer smiled and accepted. Deal done. Or so they thought.

Later, during a sales review, his manager asked a simple question:
“Did the customer say the price was too high?”
“No.”
“Did they say they couldn’t afford it?”
“No.”
“Did they ask what value they would lose if they didn’t buy?”
“No.”

The reality hit hard. The discount was never necessary.
The salesperson had reduced his margin, reduced the perceived value of the solution, and trained the customer to negotiate, all without discovering whether price was actually an issue.

Discounts

Why Salespeople Discount Too Quickly

Many sales professionals treat discounts as a shortcut to closing. When faced with hesitation, objections, or negotiation, they assume lowering the price is the fastest path to a “yes.”

The problem is that customers don’t always buy based on price. In fact, many buying decisions are driven by factors such as:
• Confidence in the solution
• Trust in the salesperson
• Reduced risk
• Service quality
• Reliability
• Expertise
• Long-term outcomes
• Ease of implementation

When salespeople focus too heavily on price, they often overlook the very reasons customers are willing to pay more.

Price Is Only Important in the Absence of Value

Think about the last time you paid a premium for something. Perhaps it was a restaurant with exceptional service. Maybe it was a trusted supplier who always delivered on time. Or perhaps it was a product that solved a costly problem.


In each case, you weren’t buying the cheapest option – you were buying certainty, convenience, expertise, or results. The same principle applies in sales.

When customers clearly understand the value they will receive, price becomes one factor among many rather than the deciding factor.

Ask better questions to uncover better answers

The Better Question to Ask

Instead of immediately offering a discount, explore the customer’s concern.

Try questions such as:
“Can you tell me more about what’s driving that question?”
“Compared to what?”
“Which part of the investment concerns you most?”
“If we could achieve the outcomes we’ve discussed, how valuable would that be for your business?”
“What would happen if this problem remained unresolved?”

These questions uncover whether the objection is truly about budget, perceived value, risk, timing, or something else entirely.

Selling Value Requires Preparation

Sales professionals who consistently protect margin don’t simply defend price—they build value throughout the sales conversation.

They:
• Understand the customer’s challenges.
• Quantify the cost of the problem.
• Connect features to business outcomes.
• Share relevant success stories.
• Demonstrate expertise and credibility.
• Position their solution as an investment rather than an expense.

When value is established early, customers are less likely to focus solely on price later.

Hidden costs - below the surface

The Hidden Cost of Discounting

Every unnecessary discount has consequences:

Reduced profitability
Lower commission potential
Decreased perceived value
Increased pressure to discount again
Customers who expect future concessions

Over time, a discount-first culture can erode both profitability and confidence across an entire sales team.

The Takeaway

Customers often ask for a discount because they expect the conversation to happen—not because they need one. Before reducing your price, make sure you’ve fully explored the value of your solution and the outcomes it delivers.


The strongest salespeople don’t win by being the cheapest. They win by helping customers understand why their solution is worth the investment.

No discount

Ready to Help Your Sales Team Sell More Value and Protect Margin?

If your salespeople are too quick to discount, struggle with objections, or need greater confidence in value-based selling, tailored sales training can make a significant difference. To find out more about the importance of selling on value, click here.

Contact KONA Training to discuss customised sales training programs designed to help your team improve conversion rates, strengthen customer conversations, and sell on value rather than price.


Call 1300 611 288 or Email info@kona.com.au

Contact Us

Author – Garret Norris – https://www.linkedin.com/in/garretnorris/

Garret Norris -KONA Training
Active listening

The Salesperson Who Learned to Stop Pitching and Start Listening

Posted on | by Sienna Anderson

How better questioning skills uncover customer needs and build trust

There is a common pattern in many sales conversations. The salesperson enters the discussion ready to present, explain, and persuade. They focus on features, benefits, and solutions they believe will impress the customer. Yet despite all the effort, the deal often stalls or disappears.


In contrast, high performing sales professionals take a different approach. They slow down the pitch, and speed up their curiosity. They ask better questions, listen more intently, and allow the customer’s real needs to surface naturally. This shift is often what separates average salespeople from trusted advisors.

Active listening

Why pitching less creates more opportunity

When a salesperson leads with a pitch, they risk making assumptions about what the customer values. Even if the product is a great fit, the message can miss the mark because it is not grounded in the customer’s actual priorities.

Listening changes that dynamic. When a salesperson creates space for the customer to talk, they gain access to critical insight such as:
• The real problem the customer is trying to solve
• The emotional drivers behind the purchase decision
• The constraints influencing timing and budget
• The outcomes that matter most to the customer

These insights are rarely revealed through presenting. They are uncovered through intentional questioning and active listening.

The power of quality questions

Strong questioning skills are not about asking more questions, they are about asking better ones. Effective sales questions are open, thoughtful, and designed to explore rather than confirm.

Instead of asking:
“Are you looking for a new solution?”

A stronger approach might be:
“What challenges are you currently experiencing with your existing approach?”
“If this problem was solved, what would that mean for your team or business?”
“What has prevented you from solving this up until now?”

These types of questions encourage the customer to reflect and expand, rather than simply respond with yes or no answers.

Listening to build trust

Listening is where trust is built

Customers can immediately tell when a salesperson is waiting to speak rather than genuinely listening. On the other hand, when a salesperson listens with focus and intent, something important happens: trust begins to form.

Active listening involves more than hearing words. It includes:
• Pausing before responding
• Reflecting back key points for clarity
• Not interrupting or redirecting too quickly
• Paying attention to tone, emotion, and hesitation

When customers feel heard, they are more likely to open up. And when they open up, sales conversations become more meaningful and more productive.

From presenter to problem solver

The transition from pitching to listening also shifts the role of the salesperson. Instead of being a presenter of solutions, they become a problem solver who collaborates with the customer.

This approach leads to:

More accurate solution matching
Stronger customer relationships
Higher conversion rates
Reduced price resistance, because value is clearer

Customers do not just buy products or services. They buy confidence that they are making the right decision. Listening builds that confidence.

Putting it into practice

Sales teams can start making this shift by focusing on three practical behaviours:
• Prepare questions before the conversation, not just a pitch
• Aim to understand before aiming to be understood
• Slow down the conversation to allow insights to emerge

Even small changes in questioning and listening can significantly improve outcomes.

Theory into practice

In modern sales, the best performers are not the ones who talk the most. They are the ones who understand the most. And understanding comes from listening, not pitching. To find out more about the importance of sales training to sharpen the tools of your sales team, click here.


If your sales team is ready to strengthen their questioning skills, improve customer conversations, and build deeper trust with clients, structured development can make a measurable difference.

To take the next step, contact KONA Training for tailored Sales Training designed to help your sales team stop pitching and start listening with purpose.

Call 1300 622 288 or Email info@kona.com.au

Contact Us

Author – Garret Norris – https://www.linkedin.com/in/garretnorris/

Garret Norris -KONA Training