This week’s trait is one that measures a salesperson’s ability to remain detached from an emotionally-charged situation. Sales requires a cool, level-headed approach even in instances where emotions are high. We highly value salespeople who can keep their personal self detached from their work self. Internal Self ControlThis is the ability to maintain a steady and controlled level of internal emotion in a stressful or emotionally charged situation. Although it directly affects self-composure in a difficult situation, this capacity is more an examination of a person€™s tendency to allow the external environment€™s level of stress to affect their internal levels. If Internal Self Control deals with an ability to keep… Read More
Continue ReadingDefining Entrepreneurial Traits
Since assessments are a large part of our business, we are naturally drawn to these types of stories – from CareerJournal.com’s How Some Entrepreneurs Manage To Score Big Again and Again (emphasis mine): In 2000, Mr. Stewart published a study with two other researchers looking for common traits among serial entrepreneurs — which he defined as those who had owned and operated three or more businesses. Of the 664 entrepreneurs studied, only 12% fit the bill. But those who did scored higher in all three categories examined: They had a higher propensity for risk, innovation and achievement. They were less scared of failure. And they were more able to recover… Read More
Continue ReadingSales Traits Series – Job Ethic
This week we look at a trait that provides a measurement that is difficult for any interviewer to ascertain on their own. Job Ethic The capacity to fulfill the professional responsibilities with a strong sense of moral duty and obligation they have been given. A salesperson with strength in this trait will have a positive self-direction, a realistic understanding of their role and a positive goal/direction focus. A weakness in this area indicates a weakness in one of the above abilities which may lead the salesperson to have trouble applying his or her abilities to a given task.
Continue ReadingSelling With Style
We’ll close the week with an article from ManageSmarter.com titled Building Client Relationships: Use Sales Psychology to Create More Lifetime Clients. The thrust of the article is how to use DISC styles when selling. This tool is one of four assessments we incorporate into our hiring process. The author is correct – knowing your prospect or customer’s style should be part of any saalesperson’s repetoire. This isn’t the Jedi mind trick but rather a focus on clear communication. If a sales rep doesn’t know how to sell, understanding a prospect’s preferred style will only make the salesperson clearer in their failure. However, an effective salesperson who learns and uses the… Read More
Continue ReadingSales Traits Series – Accountability For Others
We continue this week with another mission-critical sales manager trait. This measurement reveals a manager’s ability to take responsibility without using excuses for a lack of team peformance. Accountability For OthersThe capacity of a sales manager to take responsibility for the consequences of the actions of those under their management. This trait encompasses taking responsibility for the decisions and actions of subordinates and not shifting focus on blame or poor performance back onto them, or somewhere else. This trait derived from an internal responsibility and accountability to one€™s self as a manager. This internal willingness is to accept responsibility associated with being in a position of management. It involves understanding that it… Read More
Continue ReadingWhen To Trust Your Intuition
Yesterday I posted on a quick story regarding owners who make hiring decisions based on their gut feeling. I want to follow it up today by clarifying this approach. The article simply states that the owners made a yes or no hiring decision based on a gut feeling. It does not state what they did up until their decision and this is the point I want to make. Unfortunately, many hiring managers run down the same tired path – post an ad (the job description), sort the resume responses, interview the “yes-pile” people, follow their gut on the decision. Then the bad hire gets through and they attempt to revisit… Read More
Continue ReadingHiring Via "Gut Feeling"
If ever you wondered why hiring is such a gamble, feast your eyes on these 4 paragraphs from Inc.com’s Survey: Hiring Often Based on “Gut Feeling”: Most small-business owners hire employees based on likeability, rather than qualifications, according to a recent survey. In a survey of 500 small businesses nationwide conducted by The Price Group, a Texas-based marketing firm, 90 percent of owners said they decide whether or not to hire job applicants based on a gut feeling. Many reported having no formal hiring assessment process. The reason is that most small employers find hiring assessments too costly, according to Bette Price, president of The Price Group. “Unfortunately, they fail… Read More
Continue ReadingSales Traits Series – Developing Others
This week we focus on a critical sales management trait. We often encounter sales managers who attempt to sell first, manage later. This approach may pay short-term dividends, but the long-term effect is an underdeveloped sales team. We always look at this measurement when hiring sales managers. Developing Others The ability to understand the needs, interests, strengths and weaknesses of others and utilize this information for developing others. This trait is derived primarily from a person€™s concern, their ability to evaluate others, and their ability to identify with others. It is affected by a person€™s focus on structure and order. The person with a strong focus on structure will tend… Read More
Continue ReadingInterviews And The 2% Improvement
Good ManageSmarter.com article here titled Hiring as a Competitive Advantage (great title). There are few echoes in the article that reflect exactly our thinking when it comes to successful hiring processes. First, an amazing piece of data: €¢ Interviews: A University of Michigan study found that a typical job interview only increased the likelihood of choosing the best candidate by less than 2 percent. The statement could use some clarification, but the fact is that most ineffective hiring processes over-rely upon the interview in their decision-making. Less than 2% is even worse than I would have guessed. Hiring the “best” candidate clearly requires more input than what can be gathered… Read More
Continue ReadingSales Traits Series – Long Range Planning
Longer sales cycles require salespeople and sales managers with abilities that match that time horizon. This week’s trait is important for any sales position that is asked to navigate an extended sale. Long Range Planning This is the ability to identify long-range goals and design realistic plans to attain them. It is the ability to see the big picture and then determine the direction to take and resources to use to attain future goals. A salesperson with strength in this capacity is able to effectively €œsee into the future,€ forecast needs and comprehend how certain situations or procedures will meet those needs. A weakness in this area might be due… Read More
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