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28 Sales Traits to Identify When Hiring Better Salespeople

Posted by Tony Cole on Thu, Mar 05, 2020

In this blog post, we ask the question, "Are you looking to hire better salespeople or are you looking to hire salespeople that will simply replace your former employees?" 

According to Geoff Smart of Topgrading, 75% of new hires do not perform as well as the employee they replace, or they perform just as well as the person they replace. In order to hire better people, you must know what you're looking for!

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So, what are you looking for in your next great salesperson?  I guess the most important question is this: Are you looking to hire better salespeople or are you looking to hire salespeople that will simply replace your former employees?  Will you settle for someone that is “at least as good as” the most average salesperson on your team?

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 do not perform as well as the employee they replace, or they perform just as well as the person they replace.

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 hire better people, you have to know what you are looking for in your next hire.

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Here is the list of 28 sales traits to identify when hiring new salespeople that 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. Is a 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 factor 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.

Interested in learning more? Watch this video below from our Founder and CLO Tony Cole on the difficulty behind hiring salespeople that will sell for your organization:

Learn More about Hiring Sales Talent 

 

Topics: sales productivity tools, sales effectiveness training, banking sales training, professional sales training, consultative sales coaching, corporate sales training, sales force performance management, sales training courses, social selling, online sales training, hire better people, insurance sales training, train the trainer, driving sales growth 2020, 5 keys to sales coaching, online sales management training, sales training workshops, sales training seminars, sales training programs, sales candidate assessment, sales force performance evaluation, insurance prospecting system, assessment tools for salespeople, life insurance call script, sales team evaluation, keys to selling success, prospecting personality definition, star sales training, keys to selling

Increasing Sales in 2020 | Ask Your Prospects Better Questions

Posted by Tony Cole on Thu, Feb 27, 2020

In this blog, we discuss why prospects object when it comes down to buying time, and why we can't always blame the prospects in these situations. Overall, salespeople must ask better questions to help increase sales, build better relationships, and help uncover their prospect's compelling reasons to buy. 

On the other side, their sales managers must be present for their salespeople at the beginning, middle and end of every sales opportunity, sales meeting, and coaching session. 

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I’ve been working on growing sales for over 30 years.  It’s been about 25 years since I heard David Sandler say,

“There’s no such thing as bad prospects, just bad salespeople.” Not bad as in character, morals or integrity; just bad at selling.

But as I read Dave Kurlan’s blog about choosing between bad salespeople and bad sales management, it got me thinking about what Sandler said those many years ago and what we continue to hear from salespeople today when discussing opportunities won and lost. Let’s take a look at what’s happening or not happening. 

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List of reasons for a salesperson not getting the sale:

  • The prospect had a long-term relationship/the incumbent matched our proposal
  • The decision maker wasn’t involved in the selling process 
  • Our pricing wasn’t competitive/ we didn’t have the right products for them 
  • The timing wasn’t right

There are many, but in a nutshell, the overall question (from a sales manager) to a salesperson would be;

“When you asked them (the prospect) about, discussed, made sure that...(fill in the blank with any of the reasons listed above) What did they say?  What was their reaction?”  

If you read this as a salesperson you might be thinking one of a few things: 

  1. I’m not asking those questions 
  2. Those are good questions to ask
  3. I should be asking those questions 
  4. I would never ask those questions 

If you are thinking #4, then your reasons for not getting the business are never going to change! That is what Sandler and Kurlan are talking about when they discuss bad salespeople. You cannot blame the prospect for having objections to buy. Heck, you have your own set of objections/reasons every time you decide not to buy or change. 

But what about the sales manager? Where does that person fit into the equation? They fit in at the beginning, middle and end of every sales opportunity, sales meeting, and coaching session. 

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Solution #2: Pre and Post Call Sessions and 1-on-1 Coaching

Pre-call coaching sample questions:

  • What buying process questions will you ask? (These are questions about compelling issues, stages in the buyer’s journey, options they are exploring, other solution providers they are exploring, etc.) 
  • What answers do you anticipate?
  • How will you handle those answers?
  • What questions are you anticipating?
  • What will your response be?
  • What objections, delays or stalls should you anticipate?
  • What is your response?

Unfortunately, what we do know from the thousands of sales managers assessed for coaching skills, is that less than 10% of them have adequate skills to be effective at developing salespeople. 

What does this all mean?

  1. To eliminate bad prospects, eliminate bad salespeople
  2. To eliminate bad salespeople, eliminate bad sales management/ lack of sales coaching
  3. To eliminate bad sales management, hire people that have the skills to be effective in the role 
  4. Don’t use sales management as the next step in the career path for successful salespeople
  5. Provide the training, development and coaching your managers need to be effective

Need further assistance with the post-call session? Click HERE or the button below to view our Post-Call Debrief Analysis Worksheet.

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Topics: sales professional, Sales Effectiveness and Improvement Analysis, sales differences, creating new sales opportunities, sales productivity tools, sales conversations, sales effectiveness training, banking sales training, professional sales training, consultative sales coaching, corporate sales training, sales force performance management, sales training courses, buyers journey, social selling, online sales training, hire better people, insurance sales training, brand video, train the trainer, driving sales growth 2020, 5 keys to sales coaching, handles rejection, online sales management training, sales training workshops, sales training seminars, sales training programs, sales candidate assessment, sales force performance evaluation

10 Things to Start & 3 Things to Stop When Hiring Better Salespeople

Posted by Tony Cole on Mon, Feb 24, 2020

Recruiting new sales talent and hiring better salespeople are complicated and time-consuming processes. Especially, when you're not prepared to fill a vacancy, don't have a pipeline of candidates, or have an idea of what "better" means for your business. 

In this article, Tony Cole discusses what to start doing and what to stop doing to upgrade your sales force and increase sales starting today!

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What are the keys to hiring better salespeople?

In our weekly huddle today, Jack Kasel shared a parable about a woman who asked the pastor at a revival meeting to pray that the cobwebs in her life be removed.  She appeared a second night and a third night with the same request.  The pastor granted her wish the first two nights, and prayed that the cobwebs in her life be removed.  When she appeared the 3rd time at the revival with the same request, the Pastor stopped her mid-request because he realized he had been asking God for the wrong thing.

The Pastor instead prayed; "Father, we do not ask you tonight to clean the cobwebs from Ms. Rameriez’ life.  In fact, Lord, keep them there for now.  But tonight, we ask for something much greater.  Tonight, we ask that you kill the spiders in Ms. Ramirez’s life."

What does killing spiders have to do with recruiting and hiring better salespeople?  Well, indirectly nothing, but metaphorically speaking, it has a lot to do with hiring better salespeople. 

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Here are 10 things to "Start doing" and 3 things to "Stop doing" when it comes to recruiting and attempting to hire better salespeople:

Start Doing:

  1. Create a profile of a salesperson that describes exactly what success they need to achieve. This will work more effectively than writing a job description and posting it to a job site, or telling your network that you're looking for a "great salesperson".
  2. Use a pre-hire assessment in the 2nd step of your hiring process. Before you have a phone or face-to-face interview, assess EVERY candidate with a sales specific assessment that can match sales experience with your specific sales success requirements.
  3. Interview only those that have be recommended for hire as THE salesperson you are looking for.
  4. Create an interview process that mimics the sales process. If they have to be great on the phone, then interview them on the phone before you meet, and give them the same amount of time to impress you that they would get with a prospect.  If they can’t impress the hell out of you in 3 minutes, they won’t impress a prospect either.
  5. In your first face-to-face interview, make them do the "hard stuff".  Such as:
    • Make them establish bonding and rapport.
    • Make them ask you questions about what it takes to be successful, what do the top salespeople do in your organization and what do they have to tell you to make sure they make it to the next step.
    • Schedule only 30 minutes but make sure there is an extra 30 minutes for an interview with another person in your office. I promise you that you will know if you should proceed after 30 minutes.
  6. Make sure that when you are ready to make an offer, they are ready to decide. Inform them of that process so they are prepared to tell you "yes" or "no".  Your offer should meet their expectations, you must be able to answer all of their questions and you must know what you are willing to negotiate to get the person you want to hire.  DO NOT let them use your offer to get a better deal.
  7. Onboard them so that they clearly understand what it takes to be successful and what is expected of them in the first 90 days. Make sure they understand that there are no excuses accepted for lack of compliance to training, onboarding and any sales activity required.  Additionally, you must be able to answer all the questions on this list.

Stop Doing:

  1. Using behavioral and/or personality tests to determine if someone can sell. Stop using cold calling assessments to make your hiring decisions. Stop thinking that you have to sell the position early on to get a candidate interested in you.  (If they respond to a call, an email, a job post then they have already taken the first step TOWARDS you).
  2. Stop thinking that the decision is about money. In today’s working world, it’s about providing an opportunity that can be transformational.  Money will only get you people that will leave you for more money.
  3. Only recruiting when you need someone. Being reactive is a horrible position to be in.  You are held hostage and being held hostage will force you to make hiring mistakes.

So what does this have to do with spiders? The Pastor was attempting to make the point that we cannot (when it comes to recruiting), deal with symptoms; we must deal with the root causes.  We can try and train people longer, we can try and work on the compensation model, we can implement and execute PIP programs. In the end, the right end of the problem is dealing with the spider. 

Start with the right person and the cobwebs go away.

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Topics: Sales Coaching, sales performance coaching, sales effectiveness training, banking sales training, professional sales training, consultative sales coaching, sales force performance management, sales training courses, buyers journey, social selling, online sales training, politics, hire better people, insurance sales training, brand video, train the trainer, driving sales growth 2020, 5 keys to sales coaching, handles rejection, online sales management training, sales training workshops, sales training seminars, sales training programs, sales candidate assessment, sales force performance evaluation

5 Keys to Successful Sales Coaching & Growth

Posted by Tony Cole on Tue, Feb 18, 2020

In this blog post, we dive into the 5 Keys to Successful Sales Coaching & Growth and the idea that data can help you discover real-time information about your salespeople.  This data allows everyone in your organization to make real-time decisions and real-time and intentional coaching decisions.

If you're looking to increase sales in 2020 and beyond, utilize these 5 keys starting today!

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The article might disappoint you if you are looking for the latest and greatest in financial technology, sales technology, or any kind of technology for that matter.  Data is part of this article but not super BIG Data that you read about in the recent issue of Big Data Quarterly. 

The 5 Keys to Successful Sales Coaching & Growth have more to do with consistency in execution then any specific kind of sales enablement or CRM tool that you use. 

Successful sales executives and managers rely on data because they realize that it can, and will, provide you with real-time information.  The real-time data allows everyone in the organization to make real-time decisions and real-time and intentional (Thank you Bill Eckstrom) coaching decisions.

That being said, the technology and the data is useless unless you have these 5 keys on your sales management "key ring":

  1. Performance Management
  2. Coaching for Success
  3. Motivation That Works
  4. Sales Talent Acquisition Routine
  5. An Effective Selling System 

1.) Performance Management – In our Sales Management Certification and Quick Start Programs, we start with Performance Management.  Performance management should not occupy a lot of time, but must the be the base of everything else that you do. 

Performance management is a process of making sure that you: 

  • Establish consistent metrics to determine success
  • Conduct 1-on-1 meetings where people self-determine what success and failure is
  • Agree to a coaching process and methodology
  • Gather real-time information via Huddles
  • Report the findings of the data
  • Catch people early when they are not performing to the level they committed to

2.) Coaching for Success – Based on the extraordinary discussion and the subsequent Success Formula built for each person you collect via Huddles, you should:

  • Compare actual against the model
  • Identify choke points
  • Determine if outcomes are a result of effort or execution
  • Conduct 1-on-1 coaching sessions to help change behavior or improve skill.

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3.) Motivation that Works – As you see in the graphic below, salespeople are motivated in various ways.  How could you possibly motivate someone if you don’t know what motivates them or how they are motivated to be successful? 

The Sales Improvement and Effectiveness Analysis (Thanks Dave Kurlan and Objective Management Group) not only identifies the level of motivation for each salesperson on your team, but also tells you what motivates them. 

4.) Recruiting Talent that Will Succeed – There is a big difference between talent that can succeed and talent that will succeed in selling.  If your organizational growth is dependent on organic growth, then you need to have data that will tell you a couple of things:

  1. Is my current team wired and do they have what it takes to grow to the next level?
  2. Assuming you need more horsepower under the hood, then you have to make sure that your new hires have the:
    1. Will to sell
    2. Sales DNA
    3. Appropriate Sales Competencies

5.) An Effective Selling System – Must be staged with milestones to determine your salespeople's progress with their prospects. Too often, companies use a CRM system to get a numeric value of the pipeline and perhaps even values within stages of the pipeline.  However, if your data doesn’t include a numerical component that validates that steps are covered within each stage, then your pipeline forecasts are more subjective then objective. 

Additionally, it is THIS data that provides you insight into the effectiveness of the individuals on the sales team.  

Sales growth must become a priority and not just a problem that you continue to kick down the road.  Continuing to ignore the Grey Rhino will sooner or later cost you.

Are you evaluating sales training programs?  Can we help you find the right approach for your company?  Sign up for a personalized Demo of one of our programs below!

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Topics: increase sales, hire better salespeople, sales performance management, consultative selling, banking sales training, professional sales training, consultative sales coaching, sales force performance management, sales training courses, online sales training, hire better people, insurance sales training, driving sales growth 2020, 5 keys to sales coaching, online sales management training, sales training workshops, sales training seminars, sales training programs

3 Things That Will Increase Sales in 2020 and Beyond

Posted by Jack Kasel on Wed, Feb 12, 2020

The most successful salespeople are always challenging and adapting their personal sales process to be more effective.  However, they don’t challenge the notion of the importance of making prospecting their "A" priority every week. 

They know that no matter how successful they are, if they don’t continue to add new relationships, that eventually, their business will decline.  If you really want to increase sales this year, you MUST block off time every week for prospecting new clients.

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As we think about all of the things as sales professionals that we're supposed to do, it really comes down to three things that actually get us paid: 

  1. Find Opportunities
  2. Qualify prospects
  3. Get a decision

I want to focus on the first thing we get paid to do and that's to find opportunities.  There are many ways we can find opportunities⁠—cold calls, drop ins, direct marketing, social selling (LinkedIn and Twitter), getting introductions, etc. 

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Although there are many ways we can prospect, some provide a higher return on the biggest investment we can make, and that’s our time.  In a previous blog, I tried to debunk the “time management” problem.  It isn’t a time management problem, it’s a priority management problem

As we focus on prospecting, the least return on our investment is cold calling.  For all the time you invest in cold calling, the actual return (speaking to a decision maker) is extremely low.  We know it’s a necessary evil, but not a permanent problem.  On the other hand, it is a proven fact, the highest return on our prospecting time is in getting introductions.  

So here is what I would like you to consider:

  1. Time blocking
    • Do you have time set aside each week to prospect? If you don’t, you would be well-served to block time to prospect
  2. Allocate your time within the time block you’ve scheduled
    • If you have allocated an hour a day, my recommendation would be:
      • If you have allocated 15 minutes to cold call, you should be able to get 15 calls in within that time. If you call 15, you will probably speak with two people.  How long does it take to NOT talk to 13 people?  You can make a lot of calls in 15 minutes if you are focused.
      • 15 minutes for social selling to find introductions—maybe not sell, but find introduction opportunities.
        • LinkedIn, Twitter, Facebook, Blogging—whichever you are allowed to do within your work rules, do it on a regular basis.
      • 30 minutes on getting introductions
        • Calling people and saying “I’m looking to expand my base of contacts” Or “I’m looking to meet great people such as yourself, when can we get together to determine if we can help each other?”
        • Identify your 15 best clients and make it a goal to get three introductions from each of them. How much success would you have with 45 new names to call?

This is just a rough outline on what you can do but the big takeaways are this:

  1. Prioritize prospecting—make it a significant part of your week.
  2. Prioritize how you are prospecting—get introductions—it will provide the highest return on your time invested.

Someone needs what you do, so go find them and start prospecting today to find more of them!

Sell Better. Coach Better. Hire Better.

Topics: increase sales, hire better salespeople, create & convert leads, sales challenges, sales productivity tools, sales conversations, sales effectiveness training, banking sales training, professional sales training, consultative sales coaching, corporate sales training, sales training courses, buyers journey, hire better people, driving sales growth 2020, sales training workshops

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    About our Blog

    Anthony Cole Training Group has been working with financial firms for close to 30 years helping them become more effective in their markets and closing their sales opportunity gap.  ACTG has mastered the art of using science-based data and finely honed coaching strategies to help build effective sales teams.  Don’t miss our weekly sales management blog insights from our team of expert contributors.

     

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