“Employees are a company’s greatest asset.”
“Hire great people, smarter than you, and get out of the way.”
Statements like the preceding are only too appropriate when it comes to applying them to sales teams. But how do you find these great sales people? Are they the smartest people – with high SAT scores or are they Ivy League graduates? Are they those who hold doctorates? Not necessarily, in the words of Dale Carnegie smart salespeople know how to win friends and influence people. These are skills associated with emotional intelligence. Street smarts over book smarts in sales wins because making a sale is about people skills.
Being in touch with the feelings of others and adjusting your actions accordingly are people skills that successful sales people have mastered. Sales moxie helps you “know” what the appropriate action should be with each client – individualized to meet the situation at hand. Sales are lost when salespeople want to show how knowledgeable they are about their products rather than being in tune with their client. It’s been reported by psychologists that emotional intelligence measures are an 85% predictor of employee sales success versus 15% based on IQ. That’s why some sales managers use a sales aptitude test to determine if candidates have what it takes to be in a sales position.
Having several people interview candidates to obtain various perspectives on their personalities is a positive step to take in candidate selection. Using questions to probe problem solving skills provide insight. Asking the applicant, “When have you had to overcome adversity in a business situation?” Or inquiring, “How have you succeeded in previous sales experiences?” Some managers have seen a correlation between previous competitive athletic experiences and a successful sales person. That desire to win may help when it comes to sales results.
Here are some of the top traits that great salespeople should demonstrate:
• Enthusiasm: The tendency to look on the bright side of situations. Mitch Anthony, author of “Selling With Emotional Intelligence” writes that most “top sales professionals, who are at the top of every achievement chart, tend to be optimistic.” Having a positive energy force and believing in their company’s products and services may help determine how resilient a sales person will be.
• Resiliency: This is the ability to handle 10 no’s before getting that yes and closing the sale. This is the backbone to sales success and the ability to not cave into defeat by the number of rejections a sales person faces.
• Inspiration and Initiative: Most of the best sales people have self-motivation. This is a hard trait to teach - that inherent competitive drive. Your sales staff may each be motivated by something different – pride in their performance, money, recognition, etc. – but whatever it is it keeps them on track and motivated.
• Professionalism: Being respectful and in tune with your clients. Making appointments, properly preparing, showing up on time, delivering on promises (not OVER promising – the undoing of some sales people), fulfilling a customer need and following through. In other words be thorough.
• Building Relationships: It’s hard to sell if your customers don’t like you. Maintaining relationships that further long-term goals and not just one shot sales will lead to success. Being friendly and sincere are hallmarks of successful salespeople. The ability to empathize with the customer and helping to solve problems may be the skills that will withstand the test of time and competitors. Listening to the customer and in turn having good communication skills will add strength to a relationship. Being perceptive to the needs of your clients will help to build long lasting, mutually satisfying relationships and loyalty.
There are myths that exist regarding the perfect salesperson one of which is they are always overly aggressive, tenacious and ready to pounce on a potential prospect. There is no mold for the perfect salesperson or better put there is not a magic formula or only one path to a winning sales career. It boils down to either you get the results or you don’t. There are different styles that can still lead to positive results.
Knowing some of the traits that are shared by successful sales people is one thing, now how do we find and hire them? The hiring decision may hinge on a successful competitor being wooed to your ranks who has a portfolio of business that will follow. Depending on your company’s needs it may be appropriate to bring a new hire onboard that you have the time to mentor and coach. You may want to hire someone well known in the community who can represent your business. One financial institution chose to hire a retired florist and retired chamber of commerce leader to promote their institution after time was invested to educate and make them aware of the products and services offered. This creative sales maneuver met with success since they were trusted, well-respected individuals in the area.
In making hiring decisions they may depend on what position needs to be filled. A sales position incorporated with a commercial loan officer position or agricultural lender may demand specific skills. Personal Bankers may be a position that a financial institution may be more prepared and willing to provide training. That is if the candidate’s personality is sales-oriented whereas in the prior cases specific skills may be required of the candidate.
In the hiring process as previously mentioned a company may meet with success if more than one person is part of the interviewing process. This requires a commitment of time, but pays off in the long run. Different perspectives on the candidate’s interactions allow for more insight into the candidates strengths. Ask meaningful questions that will bring these traits to light. For example: “What drives you more: the joy of winning or the hatred of losing?” Some sales oriented managers want to hire the person who hates to lose. Depending on the culture of your financial institution, sales may be team oriented or operates in an environment that allows for more independence. Ask your candidate, “Do you prefer to work on an assignment as a group activity or to do it independently?” Or “What have you overcome and preserved in?” or “What is your proudest moment or accomplishment in your business career?” or “What motivates you in your career path?” Or “What makes you our best candidate for the job?” This question is a sales opportunity if ever there was one – selling yourself. Or “How have you handled a prospect’s objection in prior work experiences?” Or “Who has had the most profound influence on you and why?”
There are additional maneuvers and means of narrowing your hiring choices through personality assessments. What is really important is to take time to assess their interpersonal skills. References are also valuable, but remember they’ve been handpicked by the candidate.
Expectations – be sure that you don’t hang all your hopes on a turnaround of company sales on the new hire. Don’t overlook your current sales people on staff. It can be disheartening for those dedicated and diligent employees who are overlooked in favor of the new kid on the block. It’s a balancing act to incorporate a successful addition to your sales force. Remember, too, that engaged employees who think they are valued perform better, tend to stay longer and can be your best recruiters. They will go above beyond when they feel that what they’re doing MATTERS. You hire the sales team, but it doesn’t end there. These are the rainmakers! You need to provide them the tools to do their best with an on boarding process to help them acclimate to your culture and find SALES SUCCESS!
