Tim Sanders – The Art of the Dealstorm

Tim SandersTim Sanders is a New York Times best selling author, He has consulted for some of the most famous companies in the world and he’s a sought after keynote speaker. His name gets thrown around in the same circles as Mark Cuban and Todd Wagner, but you’d never know it from talking with him. Tim has made a career out of sharing his contacts, his resources and his compassion with others. His philosophy of being a “love cat” has brought him a life that some can only dream of.

Tim Sanders career took off when he started at AudioNet, an internet broadcaster of college sporting events. AudioNet became Broadcast.com which was eventually sold to Yahoo for 6 billion dollars. Tim had to transition from a process oriented and linear way of doing business to the free wheeling and creative culture of Yahoo.

Tim’s time at Yahoo has some very powerful networking lessons for us.
  1. Don’t always hangout with your group
  2. Ask Questions and listen
  3. Look for opportunities to help others
  4. Help others

Tim leveraged his ability to build relationships at Yahoo to head up their ValueLab which focused on closing multi-million dollar deals using collaboration as a tool. Later Tim became Yahoo’s Chief Solutions Officer and their Leadership Coach.

In 2005 Tim founded Deeper Media, a consulting firm that provides training and consulting services for companies and other organizations. Tim has worked with companies such as Wells Fargo, Johnson & Johnson, Georgia Pacific, Oracle and Sun Microsystems.

He’s an in demand speaker and the author of Four books including his latest Dealstorming: The Secret Weapon That Can Solve Your Sales Challenges 


Tim Sanders sent me a copy of Dealstorming for our interview. It is just the way he does things.

Dealstorming Defined

Dealstorming is the putting together of a team that will collaborate to solve a sales problem

The Dealstorming Process
  1. Qualify – You’ve got to know it’s big and it’s complicated. Resource your team  with respect to the size of the problem that has to be solved.
  2. Organize – Invite stakeholders and problem experts. These are the people who have a stake in the outcome. Problem solvers are the people who have a particular set of skills that will be needed to solve the problem.
    1. You don’t invite people to a meeting, you ask them to join a team or a cause. Meetings are painful.
  3. Prepare- give your team time to a briefing and a few days to absorb the problems. The incubation period is essential to the process.
  4. Convene – Bring people together in the meeting.
  5. Execute – Set the next play.
  6. Analyze Progress– How are we doing
  7. Report – Keep everyone on the team in the loop. The more you report the more the team feels like they’re part of it.

Tim Sanders Tweetables

Resource: Read This Before Your Next Meeting by Al Pittampalli

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