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Uncover Sales DNA Upfront and Generate Greater Success When Hiring

Posted by Tony Cole on Thu, Jan 21, 2021

In the 3rd article of our series Hiring No Assembly Required Salespeople, we cover the Sales DNA competencies a successful candidate must have and how to identify these traits prior to making a hiring decision.

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If you’ve been in sales management, hiring, or skill development for any length of time, you have experienced a “Groundhog Day” in sales. In the movie, starring Bill Murray and Andi MacDowell, Bill’s character wakes up every morning to the same day, doing the same things and having the same experiences. He eventually figures out how to get out of the re-cycling of Groundhog Day.

 

Can you relate?

 

How many times in a week or month do you find yourself covering the same tactics, talk tracks, and opportunity development strategies? As the late Andy Rooney of 60 Minutes would ask, “Did you ever wonder why”? Wonder no longer.

Trial the Highly-Predictive  Pre-Hire Sales Assessment

If the Will to Sell is the fuel (see the second article in our series), then the Sales DNA (audio explanation of Sales DNA) acts either as friction that stops/slows your sales vehicle or as a superset of tires that smooths the road and improves performance.

 

 

Looking at the chart, you can see this candidate is “supercharged” based on the green markers. No assembly is required here. The questions now become:

  • As of today, are you looking for this data before hiring?
  • If a candidate has weak Sales DNA, but you decide to hire them, how do you train and improve the root causes or drivers of sales outcomes?
  • Do you have the capacity to address these competencies?
  • How is your current vetting process uncovering sales-specific behaviors and beliefs?
  • If you are not using any assessment, how would you know if your candidate is weak or strong in these areas?
  • Suppose you could hire the candidate assessed above vs. the candidate you see below?

Stop taking chances with your new hire investment. Start taking an extra step-up front to identify if the candidate you are talking to has what it takes to become part of the top 10% of your sales company.

Let's discuss changing your hiring success to 92% positive predictive validity! Email me at tony@anthonycoletraining.com, provide your name and subject line "Hire Better".

Click Here for Additional Hiring Tools!

Topics: successful hiring, Sales DNA, increase sales, hire better salespeople, effective sales management, will to sell

Hitting Your Sales Goals – 3 Challenges to Overcome

Posted by Tony Cole on Mon, Aug 26, 2019

In this article, we discuss the 3 challenges facing salespeople today: 

  1. Will to Sell
  2. Sales DNA
  3. Sales Skills

During training discussions over the course of more than 20 years, the #1 most common answer when asking sales leaders how their teams could sell more consistently over the years has been, “If I had more / better prospects to call on.”

In order to address the problem of getting more qualified leads, sales leaders and salespeople need to first understand these three challenges.

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In the last 30 days, I’ve talked to more than a dozen company executives, sales people and sales managers.  I’ve asked them, “What is the #1 constrictor to hitting your sales goals?”  The answer every time was: getting more qualified leads.  I know this is not a large sampling and I would be concerned about the validity of this finding if only 25% of them said that getting more qualified leads was the main problem. But that isn’t the case.  The consistency of answer in this survey indicates a trend to focus on.

There is further validation of the current finding:

During training discussions over the course of more than 20 years, I’ve asked sales executives, presidents and sales teams to complete the following statement:  I (we) would sell more, be more productive, more effective if only I (we) … 

The #1 most common answer consistently over the years has been “If I had more / better prospects to call on.”

In order to address the problem of getting more qualified leads, sales leaders and salespeople need to first understand these three challenges:

  1. Will to Sell
  2. Sales DNA
  3. Sales Skills

Let me use an example to explain.  We are currently working with a financial institution that is hiring a new private banker in an expanded market.  Using the pre-hire assessment from our partner Objective Management Group, we created a ‘tailored fit model’ based on the performance of the top and bottom current private bankers.  Then, we assessed the 5 candidates they were still considering.

Take a look at these findings:

Figure 1 – How well did the candidates match the clients’ work history criteria for success?  The client created a profile that indicated that the non-negotiable sale success criteria where: 1) must be competition resistant (successfully sold in a competitive environment), 2) Successfully sold value rather than price, 3) Sold to executives, 4) Has successfully hunted and sold new business (this addresses challenge #3 sales skills – specifically skills for hunting/ prospecting), 5) Is an entrepreneurial seller.  As you can see all the candidates being considered marginally met the client criteria for success with 3 of the 5 having an 80% match.

When we look at other findings, we find the 3 challenges most common to organizations that are trying to consistently hit / exceed their sales goals.

Figure #1 -When we look at Challenge #1 – ‘Will to Sell’ we find the following:

Only 1 candidate meets all the criteria for Will To Sell. The question becomes:  How important is the will to sell when attempting to overcome the challenges of finding qualified prospects to talk to?

If 1/3 of your current team lacks the will to sell, what is the likelihood  - despite all the ‘prospecting’ training you provide them – that they will actually execute?  Also note that one of the candidates with strong desire, commitment and outlook will still be prone to making excuses for not prospecting, asking for introductions and networking. (Desire for Sales Success)

Figure #2 – Sales DNA (Sales DNA Audio) findings for the 5 candidates looked like this:

This post won’t go into the definitions of all the criteria you see here, but understand that green is good, and red is not so good.  If you look to the right of the graph and look at the Total Sales DNA, the scores in green and red told our client what they needed to know.  If everything else is equal in the equation, then your people with strong sales DNA are more likely to do the activity of prospecting and will be more successful.

*Candidate #2 meets the criteria of the client, has a very strong will to sell, and has the highest sales DNA score.  How many of the people on your sales team measure up to this ‘elite’ candidate?

The world of selling is certainly different today than it was just 5 years ago.  Your prospects in the marketplace have more ways to find more information about you, your products and services. They have more ways to compare you against your competition and all of this happens without you or your salespeople even making contact with them.

To meet the challenges of today, you need a sales team with the right stuff to get the job done!

 

Topics: sales skills, Sales DNA, developing sales skills, will to sell, sales challenges

28 Sales Traits to Identify When Hiring Better Salespeople

Posted by Tony Cole on Thu, Dec 08, 2016

So, what are you looking for in your next great sales person?  I guess the most important question is this: Are you really looking for the next great sales person or are you looking for a sales person that will fill the FTE allocation?  Will you settle for someone that is “at least as good as” your average sales person?

No one in their right mind would say “yes” to those questions, but if your sales organization is large enough, the data would support that your hiring practices are getting you exactly that.  According to Geoff Smart (Topgrading), 75% of the hires made are not as good as or only as good as the person they are replacing.

If we were to look at the 80/20 power curve in your organization, we would probably find out what we normally do – that about 36% of the sales force is responsible for over 90% of your sales results.  So, what is the other 64% doing?  How did they end up on your sales team?

In order to get the right people, you have to know what you should be looking for.  In conjunction with Objective Management Group, we have studied our clients.  We have evaluated their top performers and non-performers.  Looking at over 100 data points, we know what separates those who will sell from those who won’t sell.  Do you?

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Ignore the words and numbers.  Just look at the sea of green which is representative of performers and compare that with the sea of red representing non-performers.

Here is the list we’ve come up with after analyzing the sales teams of 5 of our clients in the financial services/banking business:

  1. Strong desire for success in selling
  2. Strong commitment/motivated to do everything possible to succeed in selling
  3. Trainable
  4. Has a strong figure-it-out factor
  5. Possesses Sales DNA Competencies
  6. Has no need for approval
  7. Controls emotions
  8. Has supportive beliefs
  9. Comfortable discussing money
  10. Handles rejection
  11. Hunter
  12. Sales posturing
  13. Consultative seller
  14. Qualifier
  15. Closer
  16. Follows consistent sales process
  17. Compatibility with top performer profile
  18. Prospects consistently
  19. Schedules meetings
  20. Reaches decision makers
  21. Recovers from rejection
  22. Does not need to be liked
  23. Comfortable talking about money
  24. Has a strong self-image
  25. Loves to win
  26. Motivated by recognition
  27. Loves competing with others
  28. Rejection proof

What I find interesting about some of the items is that there are a few that have a significant variance between the performers and non-performers:

  1. Commitment – The commitment to succeed in selling is 77% GREATER in performers than in non-performers.
  2. The trainability in performers is 34% HIGHER.
  3. The hunter skill in performers is 112% HIGHER.
  4. Performers have a 48% HIGHER figure-it-out factor.
  5. Performers score 119% HIGHER in handling rejection.
  6. Those that hit sales goals score 87% HIGHER in sales posturing
  7. This one blows me away – neither group is particularly strong in closing: non-performers have only 13% of the closing skills required.  Even though top performers OUTSCORE their counter-parts by 150%, they still only have 33% of the required closing skills.

How do you explain that last item?  Look at the others strengths:  Desire, commitment, trainability, hunter, figure-it-out qualifier, consultative, posturing… they are REJECTION proof! 

The purpose of this post is to get you to think more seriously about what it is that you really know about the candidates you are looking to hire as well as what you really need to know before proceeding with the interview and hiring steps.

Any questions? Please call or write:
513.226.3913 tony@anthonycoletraining.com

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Topics: Sales DNA, managing sales teams, managing salespeople, top sales performers

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    About our Blog

    Founder and CLO Tony Cole has been working with financial firms for more than 25 years to help them close their sales opportunity gap.  He is a master at using science based data and finely honed coaching strategies to help build effective sales teams.  Don’t miss his weekly sales management blog insights.

     

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