Pushing Back on Sales Pressure

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    One of the barriers to achieving sales synergies is that there is pressure to hit new sales targets so soon after the merger occurs. This does not give time for the combined sales force to define and settle into their new ways of being together. Has anyone found a successful way to advocate for more time for the sales force to craft their new organization? In my experience, the pressure to hit aggressive sales targets post merger came from the C-suite executives. How do you push back on this pressure to carve out the time needed for a successful integration? How do you set realistic sales goals and expectations with the C-suite for the first few months following a merger?

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