September 29, 2009
 |
 |
 |
|
 |
|
|
Sales Malpractice, Suitability and Show Me
Tim Roberts
We measure first.
Of all the sales challenges sales folks are faced with right now the issue of “right fit” is paramount. While every owner I meet knows better, sales hiring decisions here in central Indiana are still made the old fashion way – “My gut tells me…” Worse, I continue to hear, “Well, he’s my neighbor’s brother’s son-in-law’s friend.”
Have you ever said, “We’re not sure what he’s doing out there or what he’s telling our customers. Even worse, we’re afraid to know!” Then you’re guilty of sales malpractice. Your alleged business plan is now hostage to your neighbor’s brother’s son-in-law’s friend. Go get ’em, you goal-setter you.
Here at Sandler Training we spend 11 hours a day, 5 days a week with salespeople. While we can tell you pretty quickly who’s naughty or nice, we still choose appropriate assessment tools to make training and coaching recommendations. We measure first. In a very real way assessments designed by sales professionals help protect the integrity of your business plan. Don’t you really want to know if the candidate is truly suitable for the role you wish them to perform?
Take, for example, one small measurement of our diagnostics – decisiveness. Decisiveness gives an indication of someone’s comfort level with risk. You can determine whether someone is comfortable thinking independently, or if they prefer to make decisions through consensus. In sales, High Decisiveness indicates that a salesperson is comfortable going for the “no”. "Think it overs" don’t exist in their world, so they expect the same from tier prospects. For a Sales Manager, High Decisiveness enables the manager to address problems quickly, comfortable with limited information.
For candidates (or current reps) with Low Decisiveness, you’ll find a fear of making the wrong decision. You’ll also find that they think it over and allow their prospects to do the same. Count on a longer selling cycle. Low Decisiveness in a Sales Manager may create a lack of confidence from the sales team. Cautiously moving forward, getting consensus from others, or second guessing themselves represents a diplomatic, collaborative leadership style rather than a strong, controlled "follow me" style.
Sales candidates are always good on a one hour date. They know how to say all the right things. And they certainly can fool someone involved in your interview process that does not possess an internal sales culture themselves. Why let people interview who don’t like sales people to begin with? While you need a candidate to show you the trophy, what you usually will find is the "new, shiny me.” The player (or non-player) usually comes through after rigorous, thoughtful questioning and assessment.
Top grade your team by design, not default. Measure first.
Click Here to Sign-Up for our FREE Newsletter.
Trustpointe, Inc.
6666 East 75th Street, Suite 150
Indianapolis, IN 46250
Copyright ©2009 Trustpointe, Inc. All Rights Reserved.
