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THE PHRASE “Great sales reps are born, not made,” is not true. Show me any individual who has achieved excellence in their professional endeavors, and I’ll show you a person who has worked relentlessly to develop their skill sets for achievement, while also accessing supporting resources.
However, what often isn’t seen on the surface are the systemic, contributing factors to that individual’s development and performance achievements. These usually include a coach or mentor, a wide array of support personnel, a supportive culture that includes relentless education and training, and systematic (including constructive and positive) feedback.
Turning to the future, organizations should be developing their “sales rep bench strength” before it is needed. This objective can be achieved in a cost-effective manner through coordination of ongoing: (a) systematic sales rep education and training (this process can create a recruitment process for your organization’s market reputation), (b) hiring and training CSRs as part of the feeder process for future sales reps, (c) customer education and training programs—that are preceded by employee education and training programs—for customer contact personnel, (d) improved information and workflow systems for serving customers, and (e) frequent internal (as well as external) recognition for improving performance.
Successful recruitment and professional performance development starts with a culture that believes in over-arching strategy, accountability, structure and constant improvement.
For example, a written position description should be a cornerstone for the recruitment process, and includes (a) outlined performance expectations, (b) skill sets and behavior traits expected in the successful candidate, and (c) what management is committed to providing to support success in the individual. Additionally, all interviewees should be given a copy of this position description, and what their first three to six months are expected to look like.
Here are some of the qualities I suggest be included in the selection processes:
CAPACITY TO STRIVE FOR EXCELLENCE. There are no tests that can accurately predict an individual’s capacity to strive for excellence. However, I try to ask, “Can you tell me of a situation in which you performed at a level of excellence, and what you learned from that experience?” If an individual has no such experiences to relate, then I suggest that you are probably interviewing someone grounded in “mediocrity.”
STRONG WORK ETHIC. Talent is critical. And “compromise of effort” is self-destructive. A mediocre work ethic defies the laws of nature if top performance is the expected outcome. Most of us can’t give someone motivation. At best, as managers, we can nurture a supportive environment for individuals willing to put forth their best.
However, what often isn’t seen on the surface are the systemic, contributing factors to that individual’s development and performance achievements. These usually include a coach or mentor, a wide array of support personnel, a supportive culture that includes relentless education and training, and systematic (including constructive and positive) feedback.
Turning to the future, organizations should be developing their “sales rep bench strength” before it is needed. This objective can be achieved in a cost-effective manner through coordination of ongoing: (a) systematic sales rep education and training (this process can create a recruitment process for your organization’s market reputation), (b) hiring and training CSRs as part of the feeder process for future sales reps, (c) customer education and training programs—that are preceded by employee education and training programs—for customer contact personnel, (d) improved information and workflow systems for serving customers, and (e) frequent internal (as well as external) recognition for improving performance.
Successful recruitment and professional performance development starts with a culture that believes in over-arching strategy, accountability, structure and constant improvement.
For example, a written position description should be a cornerstone for the recruitment process, and includes (a) outlined performance expectations, (b) skill sets and behavior traits expected in the successful candidate, and (c) what management is committed to providing to support success in the individual. Additionally, all interviewees should be given a copy of this position description, and what their first three to six months are expected to look like.
Here are some of the qualities I suggest be included in the selection processes:
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Glossary of Graphic Communications, Fourth Edition
