It’s long been a tradition and badge of honor among journalists to accept their role as the targets of the slings and arrows of the public, politicians and the business community. Journalists have willingly crashed the gates of propriety and power to reveal the facts we all deserve to know and to shine a light of truth on those who would mislead or use their position to exploit or to seek gain unfairly, unethically and/or illegally.

With uncertainty in the economy it is time to prepare for a tougher sales season. When the economy slows down, advertisers often ask, “What can I cut?” But the smarter question is, “What can’t I afford to lose?” And the answer—especially for local and regional businesses—is radio. That’s because radio provides one of the strongest, most consistent, and most personal connections to the consumer. At a time when trust, familiarity, and influence matter more than ever, radio delivers them all in abundance.

It’s become high fashion to declare the future of selling is “virtual.” While F2F, telephone, text, and other approaches will continue to exist, everything is moving to virtual. Usually, there’s a whole bunch of data to support why this is important. For example, sales people can make back to back sales calls through the whole day.

Small businesses are entering 2026 confident but not carefree—80% say they’re confident over the next year and 79% expect revenue growth, yet the mood is shaped by inflation, tariffs, and regulatory uncertainty. For local media sellers and agencies, the takeaway is that optimism won’t automatically convert into bigger ad budgets, but it does create a receptive moment for plans that feel practical, measurable, and easy to execute. The “confidence hotspots” (South; tech, healthcare; 10+ employee firms) double as a prospecting map, while more cautious categories call for shorter commitments, tighter offers, and clearer ROI proof. The most actionable signal is that capex is back (57% planning spending, averaging $109K), which often triggers immediate marketing needs—new capacity, locations, services, and hiring—especially as rate cuts nudge owners toward controlled, calculated investment.

We all know how important it is to prospect consistently and to do the work before you present so you are well-prepared every time you see a potential client. The business of sales is largely about being connective, highly relational, and consistently appearing helpful to potential clients until they think of you as “in their inner circle.”

One of the most common traps leaders fall into is to dominate, not facilitate. It shows up in meetings. It rears its head when a team is faced with a complicated calamity. And we often see it when assessing the merits of an innovation. This dynamic can even be present when leaders and their direct reports have one-on-one meetings. Why is this pernicious problem so prevalent? I think it mainly comes from common myths and outdated mental models we’ve assimilated about leadership.

Axios Local’s expansion into smaller markets shows how local media can use AI to reduce production costs without giving up the human reporting and community connection that advertisers value. For radio, TV, cable, print and digital sellers, the lesson is that efficient operations matter only when they strengthen a trusted, relevant local product. The stronger sales story is no longer just about audience size, but about direct relationships, first-party data, community credibility and a media environment advertisers can buy with confidence.

This is the glorious time of year when most leaders are engulfed in budgets, planning, meetings, and deadlines. With less than six weeks until 2023, let’s dive into a few things to check off or add to your list. Always Start by Looking Back Data is your friend so take the time to review your performance metrics, leading indicators, pipeline performance, and how accurate your revenue projections were/are.

I was delighted to be asked to contribute the following article to the International Journal of Sales Transformation’s special report on “Emerging from the Pandemic”. I chose to focus on issues that I believe B2B sales leaders should be prioritising in 2022. As always, I’d welcome your comments. As we head towards 2022, sales organisations are emerging from a tumultuous two years.

Historically, the interaction between the credit collections department and the sales team has been an adversarial relationship. The credit collections team believes that salespeople have no concern for collections and just want to sell to anyone to make commissions and meet quotas. The sales team sees the credit collections department as an obstacle to opening new accounts and closing deals.

Consumers increasingly reward brands that make shopping easier, more timely, and more relevant, with personalization now shaping loyalty as much as promotion. For local media sellers and agency professionals, the opportunity is to help advertisers move beyond generic campaigns by coordinating print, broadcast, cable, outdoor, and digital messages so each channel adds useful context rather than repetition. The winning local strategy is no longer just broad reach, but using media to reduce consumer confusion, reinforce decision-making, and deliver the right cue at the right moment.

As local media evolves, hiring sales talent requires a shift from traditional experience to digital fluency, data literacy, and strategic thinking. The next generation of sellers must be curious, coachable, and capable of using AI and analytics to craft personalized, results-driven campaigns. Strong storytelling skills and a passion for local communities remain essential for building advertiser trust. Managers should prioritize mindset and adaptability over legacy media experience and use role-based assessments to evaluate real-world skills. By hiring for future-ready capabilities, local media companies can build sales teams that thrive in a hybrid, tech-enabled marketplace.

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Digital Media and Technology, Industry Press Highlights

How confident are you that your sales team can meet your KPIs this quarter? If you’re like the 70% majority of sales managers, there’s some doubt in your mind. Meeting key objectives and sales targets seems more unattainable by the day, but it doesn’t have to be. To meet objectives consistently, keep your salesforce satisfied and striving, and give senior leadership reports that have them singing your praises, you need one crucial thing: A sales leadership framework.