A few years ago, I had an interview with the vice-presidents of a large company in order to get my first position as a salesperson. It was an intimidating experience since I had never worked in sales before and the questions they asked were very technical. Fortunately, I had prepared myself properly.
Nevertheless, when one of them asked me if I had any experience in the sales industry, I knew very well that the time I spent preparing for the interview wasn't going to help me answer that question.
A 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.
Price conversations are the Achilles heel of many salespeople. Not only are they uncomfortable broaching the subject, but many are also unable to change the subject once it comes up.
To help transition out of a pricing conversation, it’s important to understand why it came up in the first place.
A salesperson must be able to have an in-depth conversation with their prospects about their finances.
As much as 65% of salespeople have a difficulty discussing money with their clients, and this has a negative impact on their performance.
The innate strengths and weaknesses of the representative constitute their sales DNA. Each has an impact on many levels of the rep’s performance.
Detrimental to sales performance, limiting beliefs are strongly rooted in 84% of salespeople. Non-justified, these false beliefs are accumulated over time through experiences, and are often used as excuses for lack of results. Although it affects a large number of reps, this weakness can also be found in the higher levels of the sales organization.
These negative ideas can, and must, be replaced with new beliefs that support performance in sales and allow the representative to perform the sales process efficiently.
Good salespeople know how to control their emotions.
Sales DNA consists of 6 elements that each play an essential role in the execution and therefore sales performance. The absence of one or more components that make up the DNA will have a negative impact on the course and outcome of the sales process.
Understand that Sales DNA has nothing to do with the technical selling competencies of representatives. You can have sales representatives who "know" sales like the back of their hand, yet can't perform as well as they should because of defects in their Sales DNA.
When sales are good, but profitability stagnates, sales leaders need to identify the hidden - and often root - causes that affect the sales force and impact profitability.
Pricing policies can lead to lower margins. However, above all, factors linked to a salesperson's Sales DNA can have the most significant impact on margins.
That's because Sales DNA has nothing to do with sales skills and technical competencies. Some representatives have a lot of technical and theoretical knowledge but just can't put it into practice. This inability is the result of a Sales DNA problem.
How do you get a general overview of a sales representative's skills?
The Sales Percentile, developed by Objective Management Group is the single best measure available.
Previously known as the Sales Quotient, OMG updated the finding to give managers a more concrete idea of the skills and competencies of a representative with his/her peers.
Let me explain the relevance of this substitution.
Today, I’d like to share the story of an good salesperson we’ve been working with, but whose work ethic had already made her a top rep before we had even met. She has chosen to share her obstacles, successes, and growth in the world of sales.
Alejandra is an inspiring woman whose positivity and sense of identity have led to her success. She explains how she survives the inevitable lows and details her strategy for professional growth.