Some people believe salespeople are born. A few years ago I asked a friend why his daughter wanted to get in to sales. He said, “I’m not sure, but she’s definitely cut out for it.”
“How’s that?” I asked.
“Well,” he answered, “she’s got the gift of gab.”
It’s funny how we perceive salespeople. What makes a great salesperson? Some people think it’s their ability to talk, others place a lot of emphasis on their personal charm, and sometimes it’s because they won’t take “no” for an answer.
All these impressions come from their past influences yet they are outdated and don’t work. Success in sales today is dependent on so much more. Clients are smarter and have access to more information. They make better decisions and need a salesperson in business who will help them make a buying decision. They won’t be bullied and salespeople can get by on charm for only 15 minutes. After that they’d better know something if they plan to make a living in the selling profession.
When I speak to business owners I get some very radical views of how they perceive salespeople. Some see them as the front lines of their ability to generate revenue. One CEO believes salespeople are the backbone of business and that the sales profession ultimately grows the economy. Many CEOs feel the sales team drives the worth of their company.
They don’t mean to undermine other departments; they simply believe if no one is selling, no one is working. The other point of view is that salespeople are hired guns who must make it on their own. The business supplies the product, the marketing and the facilities. The rest is up to the salesperson.
I wonder what would have happened to Mohammed Ali or Serena Williams under similar circumstances. Would they have risen to be the best of the best without someone supporting and believing in them?
Finding great salespeople is tough. The good ones likely are happy where they are and don’t want to move. How do you get the next superstar into your sales-driven organization?
Start by finding someone who has the basics. They have desire, commitment and the courage to fail. Of the three critical areas of attitude, behavior and technique needed to be successful in sales, it’s attitude a salesperson must have internally. Behavior and techniques can be enhanced with training but attitude must be internal.
What’s under the umbrella of attitude? Self-Concept, for one. It’s important that self-esteem and confidence be strong (but not obnoxious). Selling is a high-rejection business. If a salesperson is reluctant to hear “no” or gets depressed because the sale didn’t happen, chances are training won’t change that.
Attitude also includes Internal Motivation. Are they truly a self-starter or do they need someone else setting the pace? It’s also important that their attitude include being Success-Driven and Money-Motivated. That doesn’t mean they work 80 hours a week and give up on the rest of their life. It means during “pay-time” they are committed to doing what it takes. Attitude also means that Challenge, Growth and Change are positive and the salesperson is not happy with the status quo or their current comfort zone.
We need to start with individuals who want success and are willing to do what it takes to get there. We need the budding Michael Jordon of sales who wants to get better and will build on their natural ability.
However, that’s only step one. Without step two, three and four you’ll continually find yourself at step one. Steps two, three and four include working with your people to make them better at their job, developing their confidence and self-esteem and providing resources that help them grow your business.
