All posts tagged assessments

Does Your Next Sales Hire Need to Be a Consultative Seller?

I was reviewing some of the incredible data and science that Objective Management Group (OMG) has on more than one million salespeople when the following caught my eye.

Today, salespeople possess, on average, only 48% of the attributes of consultative sellers.

You read that right–48%

I found this particularly interesting because selling has changed substantially in the last 8 years and one of the biggest changes has been the need for salespeople to differentiate themselves and their product or service offering from the competition. Without differentiation, salespeople will encounter more resistance, more price sensitivity and much lower win rates.

When a salesperson is a consultative seller—asking great questions, doing great listening and identifying the prospect’s compelling reasons to make an initial purchase or move their existing business to them—they are not only creating value for the prospect, more importantly, they become the value. “I don’t know what it is about Jennifer. She just asks great questions when it comes to helping us with our problems. She gets us!”  And Jennifer’s value provides differentiation for her because no one else interacts with her customer like she uniquely does.

My experience is that when companies think their sales teams are consultative sellers, they’re usually using the old definition of the term–selling solutions to customers and as discussed above, it’s more than that. Much more. Moreover, the changes in selling brought about by the economic downturn in 2008 have made their version of consultative selling obsolete.

 

 

 

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Getting Sales Hiring Selection Right

I seem to be getting more requests for help from clients who are looking to fill a sales position with a current employee who is working in a different function than direct sales–technical customer service or quality assurance, etc. Management wants the employee assessed to ffind out if they qualify for a sales position. Sound familiar?

Now here’s where companies seem to experience collective “brain fade”. If they have a structured, formalized best practices sales selection process (most often they don’t…if they’re not currently working with us), they tend to lose all discipline, rush to make a hiring decision and wind up hiring with their business ‘heart’ (“Brian knows our product and everyone loves him–he’d be great in sales!”) rather than with their business ‘head’.

It’s not until a year later when management looks at Brian’s results–his sales are flat with very few new customers–that they begin to have remorse over whether they made the right decision. Meanwhile, a year has been wasted with almost nothing to show for it.

Now don’t get me wrong. I’m not saying moving a current non-sales employee into a sales position can’t be successful. It can but it’s a long shot. But would it help to know what you could expect to happen after you did it…before you did it? Of course it would and here’s where ‘science’ can help plus using a systematic selection process that’s contains effective methodologies and tools. The point is that when a company is considering a current employee for one of its sales positions, they should use the same method as when they are looking at outside candidates.

As always, the three biggest steps to get right in the selection process are:

1)  Write  a clear, concise role configuration describing the successful candidate.

2)  Use a sales specific, predictive sales assessment that identifies the candidate’s sales competencies and DNA needed for success

3)  Make sure that the hiring team has mastered the skill of asking great interview questions.

Want to know how your company’s sales recruiting process stacks up? Click here.

Want to talk about a turnkey methodology that will help your company identify, find, attract, interview, hire and retain top sales talent? Email  me at jim@exsellonline.com.

 

 

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