Sales is a difficult role, I would argue the most difficult role, in any company. The skill set and mind set required to be successful is rare in the general population. Yet, strong salespeople are out there and hopefully on your team.
However, most teams that we assess have a salesperson (or more) who is not performing up to expectations. This salesperson seems to have the tools, but something is holding him or her back. The concern I always have, in this situation, is that they possess the most dangerous sales weakness.
Fear of rejection.
For sales, this is the big one. This weakness can single-handedly neutralize any strengths the salesperson possesses. The powerful issues with this weakness is that it can stop the salesperson before they even start. Their fear of getting a “no” will paralyze them in difficult situations.
The key is simple, yet utterly difficult to overcome. The salesperson must learn to separate their value from their performance. Imagine an actor playing a role in a movie, the actor’s portraying someone else (i.e. a performance). Sales requires a similar mindset – it is a performance that does not tie directly to their value.
I know, we want genuine salespeople, not fakes. The separation of role vs. identity can be achieved while still maintaining an authenticity to the sales role.
The best advice I can provide – assess for this ability before you hire them. We can help.
From the Harvard Business Review Tip of the Day email:
Most companies spend more on hiring in sales than they do in any other part of the organization. With an average annual turnover rate of 25 to 30%, and direct replacement costs ranging from $75,000 to $300,000, there’s a big opportunity for improvement. Here are a few places to start (emphasis mine):
- Focus on behaviors. A primary cause of turnover is poor job fit. Consider ramping up assessment tools, simulations, and interviewing techniques to help identify the right people. Or, try temporary positions to assess people on the job before offering a full-time position.
- Be clear about the relevant “experience” needed. Make sure that a candidate’s previous experience really aligns with your own market, geography, culture, customer groups, and technologies.
- Conduct on-going talent assessments. Salespeople need to constantly adapt their own skills to changing markets and buyer motivations, and managers need to vigilantly track those skills.
If you make only 1 adjustment to your sales hiring process, make the change to using the right sales assessment. I’ve had the opportunity to work with sales assessment tools for the past 15 years and the reason they are effective is this – they neutralize hiring bias. Every one of us has natural biases towards ourselves whether we are aware of it or not. This bias can corrupt a hiring process especially if we are sitting across from a sales candidate with highly-developed people skills.
The beauty of assessments is that they are objective. When you use them earlier in the hiring process, you maintain objectivity longer which is fundamentally important. The hiring decision will ultimately come down to a human-based decision which introduces bias. There is not avoiding that fact. The key is to limit the bias to candidates that you have objectively assessed and are certain that they have the right blend of behaviors, skills, motivations and aptitudes to be successful in your specific sales role.
If you want to learn more about our unique process, please contact us here.
Maybe I am aging faster than I will admit, but I have seen a trend in the professional workplace that is unsettling.
Decorum. As defined by Webster, it is “correct or proper behavior that shows respect and good manners.”
One of the things I tell hiring managers is that the initial candidate interview is as good as it will get. The candidates’ behavior, manners, etiquette, communication, etc. will never exceed their level as observed in that first interview. Therefore, the candidate’s decorum should be exemplary in that interview to the point where it is memorable.
Sadly, I simply am not seeing this exemplary decorum nearly as much as I used to 15 years ago. Perhaps as a society we are simply becoming more crass. Nonetheless, the interview should be treated as hallowed ground and respected in such a way that crassness does not permeate it.
I have noticed this change not only in the younger generation, but also the Boomer generation. I have observed aging leaders, who have become out of touch with the younger generations, find a connection (earning laughs) by being crassly provocative.
Younger generations communicate in…how shall I say…in an overly casual manner. Cursing comes to mind and I have experienced it an multiple phone interviews recently. The expletives have come out in face-to-face interviews also. I’m not talking about shockingly blue language, but still language that simply does not fit in a high-level sales position interview.
Professional salespeople need to possess an impressive level of professionalism, or decorum, when approaching prospects in today’s business world. A lack of this decorum being exhibited in the initial interview, when they are allegedly at their best, is a big red flag for me when considering whom to move to the next level in the hiring process.
They don’t. That is the conclusion from Google based on their own internal research. Some info from the New York Times article:
“One of the things we’ve seen from all our data crunching is that G.P.A.’s are worthless as a criteria for hiring, and test scores are worthless — no correlation at all except for brand-new college grads, where there’s a slight correlation,” Bock said. “Google famously used to ask everyone for a transcript and G.P.A.’s and test scores, but we don’t anymore, unless you’re just a few years out of school. We found that they don’t predict anything.
Mind you, this is research from inside Google – they know a thing or two about data analysis. I’ve told many hiring companies that GPA’s just don’t matter in the real world, especially for sales hiring. Give me a street savvy, strong qualifying salesperson any day over a book smart, ivory tower salesperson. It is best to find candidates that fit both criteria, but GPA is not a reliable predictor of future success.
The feedback from Google’s research on the best strategy for successful hiring (emphasis mine):
Bock said it’s better to use questions like, “Give me an example of a time when you solved an analytically difficult problem.” He added: “The interesting thing about the behavioral interview is that when you ask somebody to speak to their own experience, and you drill into that, you get two kinds of information. One is you get to see how they actually interacted in a real-world situation, and the valuable ‘meta’ information you get about the candidate is a sense of what they consider to be difficult.”
Yes, drill down is what we like to call it. I believe it is the single most important interview skill – you must be able to drill down on responses to peel back the veneer and get to the core of the candidate’s response.
This Selling Power article is a quick, solid read. The 5 tips are all on point with this one being my favorite:
2) Metrics without context. Your candidate noted that his or her team closed $2 million in sales last year. That’s great. But what was the quota? What were the expectations? Was this half of what your potential new hire and the team were expected to do? Or did they not only exceed quota, but also outperform every other sales team at the company? Don’t rely on metrics alone; your candidate should provide context that tells the whole story.
So much of resume information is devoid of context yet many hiring managers buy into the information. Every candidate seems to have some remarkable numbers/statistics/results in their resume, but far fewer provide the context to define the success they claim. Always look for this information in the resume. If you have a candidate that you would like to pursue, it is certainly a good practice to contact that candidate and ask for clarification.
The economy is in rough shape as most people know. However, I give credit to the Business Journal for attempting to spin a good story out of this hot mess. Here is the headline:
Challenger report: June job cuts hit 13-month low
Sounds positive and they lead off with this info:
Nationally, the country’s employers announced plans to slash 37,551 jobs in June, down 39 percent from May, which marks a 13-month low for planned cuts, according to a new report from human resources consultancy Challenger, Gray & Christmas Inc.
Ah, but the truth often lies in the later paragraphs:
Still, halfway through 2012, there have been a total of 283,091 job cuts, an increase of about 15 percent from last year’s total during the same six-month period, per Challenger Gray & Christmas.
The job situation is still in shambles and we are seeing it in our business. There are many strong candidates out there looking for opportunities that just are not materializing right now.
I have been swamped in sourcing activities recently and have decided to push some random thoughts up to the blog. Here they are:
-Selling for modern-day monopolies (like utilities) is far different than selling in the highly competitive, cost conscious marketplace. Sales candidates with these backgrounds must be screened for their ability to qualify money. I have found that skill set lacking in these candidates.
-Why are candidates turning into stalkers? I realize the job market is still incredibly tight, but I have come across many candidates who simply overdo it. Sense of timing is an aptitude we assess and I am convinced it is more important now then ever.
-First impressions cannot be overstated. I try to coach clients to let an interview run its entire course before coming to conclusions. Still, you can tell this is simply difficult for all of us.
-Slick sells, but earthy makes better salespeople. Some slick salespeople say the right things, have the right look, present the right topics and can’t sell anything but themselves landing on your payroll. The longer I do this, the more I am impressed by earthy, sincere salespeople. The recent shift to relationship-intensive sales has made these salespeople more valuable.
The opening line of a candidate’s experience as he listed on his resume:
Hired by company to penetrate virgin markets…
Honestly, this is a candidate for a high-level sales position. He doesn’t have enough sense to change that sentence?
I am slowly coming to the realization that many (most?) sales hiring managers are drawn to hiring experience like a moth is drawn to light. I am seeing it play out again at one of our assessment customers. The allure is to hire a salesperson with industry experience before properly assessing their sales skills.
Here are some of the common statements I hear from these hiring managers:
-They will pick up on our sale quickly
-They know the competition
-They know the nuances of our market
-They know the competition
-They will step in and start selling
All of these beliefs stem from the hope that the hiring manager will not have to spend an overly large amount of time training the new salesperson. Wind them up and turn them loose in the field – the perfect hire for a busy manager.
If only it worked that way.
Experience can be a valuable asset to a new hire, I want to be clear about that. But rarely, if ever, does experience trump skill. The point is that skill will outperform experience over time…by a significant amount. Unfortunately, in this present economy, with managers asked to do more with less, many hiring managers reduce sales hiring to what they consider the quickest, easiest hire.
My apologies for co-opting Woody Hayes’ saying, but I am from Ann Arbor and couldn’t stand the guy anyway. I’m wondering what the Great Recession is going to do to resumes. What I mean is this – many people have shortened tenures nowadays (especially Gen Y). 3 years is turning into a fairly good tenure for a worker.
This recession has cost millions of people their jobs. Some will have to start their work career over, essentially taking a “lesser” job and working their way up all over again. In many instances, they will have to jump from job to job to keep moving up during their now condensed work career.
This fact is going to have repercussions for future sourcing activities. I have already run into this issue recently when sourcing for a sales position. An older sales manager was focusing first on tenure of candidates. I had to quickly point out some of these facts. He seemed to receive my input at the time, but a day later he was back on the tenure train.
Whatever economy eventually surfaces from this deep recession will contain many, many, candidates who simply lack the traditional employment longevity that was so frequent just 5-10 years ago.