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6 shocking statistics about the sales DNA of representatives


Published by : Sylvie

6 shocking statistics about the sales DNA of representativesA sales manager who limits himself to coaching his representatives only on their technical skills does not offer them the opportunity to develop to their full potential.

A manager must also work in depth on his sales team's shortcomings that result from innate characteristics.


To do so, one must coach every representative considering his or her sales DNA.

The relevance of evaluating salespeople and coaching them on the conceptual elements of sales DNA is demonstrated concretely through statistics.


Here are 6 sales statistics I usually present when I train sales managers and leaders:


47% of representatives have too much need for approval


A need for approval is a seller's desire to be loved at all costs by customers.


This weakness in representatives' sales DNA can affect their performance by 35%. Often, the need to be loved is more important to them than the desire to conclude. Sellers frequently fear that they might displease their prospects if they push the conversation too far.


In order to solve this problem, it takes a great deal of commitment and you must ask yourself the following questions:

  • Do I confuse my role as a representative with the person I am in my private life?
  • Do I want to be loved by customers or would I rather be respected for my skills and professionalism?


53% of salespeople have difficulty talking about money


Despite their experience, professional training and a keen interest for sales, more than half of salespeople remain under the impression that it is intrusive and rude to discuss money with their clients.


In various degrees, they sense an obvious discomfort when it comes to ask questions about the prospect's expectations on costs and his or her financial ease, for instance.


A salesman having difficulty discussing money reduces his performance by about 25%.


To improve this shortcoming of a sales DNA, managers must coach their salespeople so that they feel comfortable with financial subjects. Through coaching, managers can desensitize and help them develop their ability to talk about money. This is necessary in order to master every step of the sales process.


52% of representatives have difficulty managing their emotions


This weakness generally concerns less experienced salespeople, as they are often less confident and tend to get carried away more easily.


Poor emotional control can reduce sales performance by 20%. When a representative gets emotional, he or she loses focus and is no longer listening to the client. He no longer register the information he needs to complete his sale.


The key to learning how to have better control on your emotions is to practice during preparatory scenarios. The manager must therefore be available for his salespeople and require frequent coaching meetings.


72% of representatives recover poorly from rejection


Rejection management is an element of the sales DNA that can have a significant impact on the seller's performance.


If the latter reacts very negatively to rejection, it might be because he takes the rejection personally, as if the client had rejected him on a personal level. However, in the vast majority of cases, rejection is nothing more than a refusal of a proposed solution.


A salesperson that fears rejection will also take a long time to recover after actually facing rejection. Then, by not being in the right spirit to approach prospects, his performance will be tremendously affected.


Weekly coaching over several months normally overcomes this difficulty.


84% of sellers have limiting beliefs


False sales beliefs affect performance by 25%.


Sellers execute the sales process inadequately because they use preconceived ideas as excuses, consciously or unconsciously. Here are some of them:


  • I don't have time to prospect;
  • I will never be able to attract a customer if they are satisfied with the service offered by our competitor;
  • I can't sell without documentation;
  • My sales cycle is too long;
  • I have to make offers to help customers make decisions.


This element of sales DNA can be improved by understanding how the brain functions in concern of false beliefs.


Regular coaching can anchor ideas that support the sales process within a sales team. Thus, "I don't have time to prospect" will become "Prospecting is an integral part of my daily work; it is essential if I want to achieve my objectives".


64% of representatives have purchasing habits that do not support sales


Purchasing habits that are contrary to sales techniques reduce performance by 50%.


Purchasing habits are very difficult to redesign, as they are often inherited from our parents and the environment in which we grew up.


Inducting a new buying behaviour takes time, but it is not impossible. A sales manager can accomplish that by coaching his representatives on this issue on a daily basis.




These statistics demonstrate the extent to which weaknesses in sales DNA can affect sales representatives' performance.


Sales managers must regularly coach their salespeople on these deficiencies. This is one of their most essential roles, because a salesperson who improves his sales DNA will also improve his sales performance.


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