Getting the sales hire wrong is a costly ordeal. There is a science to sales-force selection and part of the education in this area is knowing what NOT to do in hiring sales people. This is a must read article in that rregard.
Before an inside or outside expert can help you develop your sales force, there are at least 25 milestones that must take place or the initiative will probably fail. Development has much less to do with content, curriculum, and methodology than it does with the person, or people who will do the developing. I am not... Continue Reading →
I am often asked to explain what we look for when we evaluate Sales Managers. At this point, most experts agree that a good Sales Manager will spend half of their time coaching up the salespeople. Recently, I was asked to share some statistics about sales management coaching – the percentage of sales coaching skills... Continue Reading →
One of the most commonly used tool to assess sales candidates is psychometric test. While psychometric tests is a great tool when applied to what bis was designed for, it is a inadequate tool when fashioned to identify the right sales candidate for your company. The best explanation I have found for the flaw in... Continue Reading →
Over the years I've debunked a number of articles that cited nothing but junk science. The authors often relied on observation, anecdotal evidence and personal opinion while proclaiming traits, competencies, skills and differentiators between top salespeople and everyone else. Today those articles would qualify as fake news.
Can you name 10 Core Competencies of a great salesperson? Let’s see, there’s prospecting, qualifying and closing, and then there’s….wow, this is difficult! For the past 20 years, every Objective Management Group (OMG) sales force evaluation and sales candidate assessment has been tied to 21 Sales Core Competencies.
Yesterday I spoke to the Distributors for Billington Wines in Washington DC. One attendee asked about my comprehensive guidelines for on boarding new salespeople during the first 90 Days. I believe that most companies set their new salespeople up for failure. I believe you should prepare your new salespeople for success.
If you’re tired of hiring salespeople who take too long to achieve mediocrity and more often fail to achieve anything noteworthy, some best practices may be in order. The following 10 Steps are the key to developing a process that yields consistency when hiring strong salespeople. It takes 1-2 days to show clients how to apply these steps to their businesses so please understand that this article simply identifies the steps.
In order to change salespeople, trainers must be able to do far more than read a script, teach the curriculums, demonstrate the strategies and tactics and perform role plays. Sales trainers must have a number of competencies beyond sales and training. There are underlying reasons why salespeople do what they do, why they only do what’s comfortable, but not what we need them to do, and trainers must first understand that.