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David Yesford
David Yesford, Senior Vice President of Wilson Learning Worldwide, has nearly 30 years of experience developing and implementing human performance improvement solutions around the world. He brings valuable experience, strategic direction, and global perspective to his work with clients. Mr. Yesford is an active member of the Wilson Learning Global Executive Board, with current responsibility at a global level. Over the years, he has held strategic roles in our core content areas of Sales and Leadership, as well as e-learning and Strategic Consulting. He has also held managing director positions in both China and India. Mr. Yesford is the contributing author of several books, including Win-Win Selling, Versatile Selling, The Social Styles Handbook, and The Sales Training Book 2. He has also been published in numerous business publications throughout the United States, Europe, Latin America, and Asia Pacific. Mr. Yesford frequently speaks at international conferences and summits, focusing on issues such as sales and sales strategy, leadership, employee and customer engagement, brand, and strategy implementation.
Written By David Yesford
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Blog: Factors Guiding your Global Learning Initiatives: What do you count on to be successful? (8 January 2013)
An American and an Indian are rushing to an 11:00 meeting. Just outside the meeting place, each runs into a dear friend they have not seen in 5 years. What happens? You will laugh, but culturally, the American will quickly say hello, say they are late for a meeting, and as they rush for the door, tell the old friend that they will email them to connect. The Indian, on the other hand, will stop and invite the friend to sit down for a cup of coffee. Who is “rude” in this situation? Strikes me that your answer as you are reading this is influenced by your culture. learn more
Blog: Filling Your Pipeline with the Right Kinds of Prospects: Part 1 of 3: Target the Right Suspects (22 January 2018)
The most successful salespeople know how to identify a good prospect. Instead of playing a numbers game, they ask, "Which companies are most likely to be good for us?" By knowing their ideal customer, salespeople can make earlier go/no-go decisions and invest their time in a smaller group of companies most likely to offer good business opportunities. learn more
Blog: Filling Your Pipeline with the Right Kinds of Prospects: Part 2 of 3: Convert Your Strong Suspects to Good Prospects (26 January 2018)
How can I determine a Strong Suspect from a Good Prospect? People buy for their own reason, not yours and therefore, experienced salespeople know that there needs to be evidence of obvious mutual benefit in a potential sales relationship. When salespeople make the link between what the customer needs and what you have to offer, it becomes easier for salespeople to invest their time into only targeting the strongest prospects. learn more
Blog: Filling Your Pipeline with the Right Kinds of Prospects: Part 3 of 3: Right Message, Right Person (1 February 2018)
Identifying the "right" prospects to target is only part of the sales prospecting battle. The key to gaining access is to present the right message to the right person. But to achieve access the salesperson needs to create a relevant message that is compelling to their target prospect’s business. If a salesperson can’t uncover your customer’s problems and needs they don’t stand a chance at selling them a solution. learn more
Article: Global Training Initiatives: 4 Strategies for Enhancing Global Learning Implementation
What makes a learning project global and successful? From the start, it's important to set a context of global awareness and effectiveness. learn more
Blog: Hot Pursuit of a Win Can Backfire (25 September 2013)
Salespeople love to win, but hate to lose. And sales management applauds this drive, and wants to help salespeople win, but win the right business. The key is, the hot pursuit of a win can backfire if salespeople are going after deals that aren’t profitable. learn more
Article: Influence Strategies That Win: Steer the Buying Process and Players to Outmaneuver the Competition
Salespeople are told they should “call high, wide, and deep”—and really focus on the C-suite. But is that always the best approach? With buying processes becoming increasingly complex, we’ve provided insight into the 3 steps needed to shape buying decisions. Read this article to arm your sales team with the information required in order to deploy the influence strategies needed to win. learn more
Blog: It’s Not What Happens to You, but How You React to It (3 February 2015)
“Thanks for the $25.” Learn how you can use "self talk" to get past the negativity of sales rejection, and create a positive approach that achieves results. learn more
Blog: Learning and Development as a Strategic Voice in the Organization (18 October 2016)
To address this crucial role of connecting talent development to an organization’s complex growth strategies, L&D must strategically go beyond the need expressed by one person, one department, or one executive and help to define what the business truly needs. Let’s explore three key principles that point the way to becoming a trusted L&D adviser. learn more
Article: Prosper or Just Survive? Building Resilience Capability (Leadership Insights Series)
We live in challenging times, with change all around us. How resilient is your organization with leading and working in these challenging times? For organizations to grow, they must be resilient. Leaders must not only help their employees build resiliency, but also grow their own resiliency. Discover a three-step process for leading in times of change. learn more
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