Phone Prospecting - the Key to Scheduling Meetings

Posted by Dave Kurlan on Tue, May 23, 2017 @ 17:05 PM

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Cold calling is dead.  Not.

Cold calling doesn't work.  Untrue.

Cold calling is a waste of time.  True if you suck at it.  False if you're good at it.  

Even if you are following up on inbound leads your follow up call will be cold.  They don't know you and you don't know them.  Cold.

Back in the 20th century, when I first started cold calling, I hated it so much that I vowed to become so good at it that I could reach my new appointment goal in an hour instead of the 6 hours it was taking each day. It's about being effective, not dialing your brains out!

Today, a salesperson left a voicemail message and he didn't sound bad; but his strategy and script were awful.  Listen to the message below and try to identify what was wrong.  Then watch the video below to hear me talk getting your prospects to pay attention and engage with you on the phone.

Listen to the voicemail.

 

If you took the quiz then you know the right answers, right?

So why do salespeople have such a difficult time on the phone?

In addition to poor strategy, their scripts are awful, they usually sound awful, they fail to get their prospects' attention and rarely, if ever, get their prospects engaged.

Watch this video to get a better sense for what I mean.

 

Latest News -

Kurlan & Associates was named again in the 2017 Selling Power list of the Top 20 Sales Training Companies.

The Salesman Podcast, with host Will Barron, just released this interviewwith me talking about Excuse Making.

 

Topics: Dave Kurlan, cold calling, sales effectiveness

How to Simplify Coaching Salespeople

Posted by Dave Kurlan on Fri, May 19, 2017 @ 11:05 AM

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Image Copyright ColorCarnival

We just completed a two-day Sales Leadership Intensive and that's always a great experience for the sales leaders who attend.  The focus is on coaching salespeople for impact and everyone learns what it takes to become so effective at coaching salespeople that they ask for more. 

It's been a long time since I have written an article that mentioned our son, the baseball player.  He's really good, and we have dozens of video clips of him performing at a high level. But baseball doesn't always produce highlights.  Failure is a part of baseball too and if he struggles at the plate, the very first thing he does is watch the video to see what he did wrong.  We study the video together and when that isn't enough to fix the issue, we head outside and I pitch to him until he makes the necessary adjustments to get back on track.  

When you take sales coaching, baseball, watching video and put it all together, what do you get?

You get the post-call debrief - the most powerful tool for great sales coaching.

The post-call debrief is a structured coaching conversation where we compare the outcome to the goal and work backwards to determine when the call or meeting went off the tracks and why.  We identify the skill gaps and/or weaknesses that were responsible, and capture lessons learned.  Next we strategize getting the opportunity back on track, if possible,  and role play what the next conversation should sound like.

When Michael and I review video together it is very much like the post-call debrief.  We slow down the at-bat, analyze his approach, pick apart the swing, identify the thing or things that caused an undesirable outcome, and determine what must change so that it doesn't happen again.  Then we go out and practice it.  This is a good swing

When I review a sales call with a salesperson, it is the same as studying baseball video.  We slow down the call or meeting, analyze the approach, pick apart the conversation, identify the thing or things that caused the undesirable outcome, and determine what must change so that it doesn't happen again.  Then we role-play it, or in other words, practice it.  

The problem is that most sales managers do not really coach and those who do, don't do it often enough or well enough.  Shouldn't professional salespeople get the same quality and frequency of coaching that amateur and professional athletes get?

Topics: Dave Kurlan, sales leadership, Sales Coaching, Baseball

7 Powerful Exercises to Up Your Sales to the Next Level

Posted by Dave Kurlan on Mon, May 08, 2017 @ 15:05 PM

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Image Copyright efks

Some things take a while to catch on.  In his book, Outliers, Malcom Gladwell wrote about the years of work and at minimum, 10,000 hours, required for some, like The Beatles, to become "overnight sensations."

Shortly after I published my best-selling book, Baseline Selling, in 2005, I also published the Baseline Selling Field Guide. The Field Guide had specific exercises to help salespeople apply the concepts in the book to their business.  While the book was an instant success, the Field Guide wasn't until the last couple of years when, for no apparent reason, people began buying it.

Today, I received yet another request asking if I would recommend how to use the exercises in the Baseline Field Guide with the book, Baseline Selling.  In an effort to help everyone, and not just those who choose to write me, my recommendations on some powerful ways to correlate the two appear below.

The first thing to work on is Positioning Statements.  Your positioning statement is the first thing you will share with a brand new prospect in your very first phone conversation.  It is essential that you create the perfect positioning statement that conveys what you do and who you do it for, but in a way that gets your prospect to say, "that's me."  The field guide will help you get those positioning statements right and you can even send your completed statements to me for verification that they are good.  Use Exercise 5 of the field guide along with the section on getting to 1st base in the book.

The next thing to work on is your Cycle Statements.  The cycle statements will get a lot of use with your prospects who say, "We're all set" or "We're not interested" or "We're happy."  These statements, when used correctly, gives you an opportunity to turn these prospects around and get them engaged. Use Exercise 19 in the field guide along with the section on getting to 1st base in the book.

Of all the possible weaknesses, your Self-Limiting Beliefs will cause more trouble for you than anything else.  Use Exercise 23 to reprogram your beliefs so that they begin to support, rather than sabotage your outcomes.

Once you're finally meeting or talking with new prospects, you'll want to make sure that you can Uncover their Compelling Reasons to Buy from you.  Use Exercise 4 along with the section on Getting to 2nd Base to help you improve in this crucial milestone of the sales process.

Exercise 15 will help salespeople become more Comfortable Talking About Money - a crucial milestone in the Qualifying the Opportunity.  Use this exercise along with the section on getting to 3rd base in the book.

I've been writing a lot about Scorecards in the past year, but the origins for Scorecards in the sales process go back to 2005, where Exercise 16 will help you develop an appropriate scorecard for your opportunities.

I've written more than 30 articles about Sales Process and Exercise 2 will help you get yours customized and optimized.  The most important part is the sequence so make sure it's perfect.

Use the remaining 17 exercises to work on the things that represent gaps for you. 

Good luck!

Topics: Dave Kurlan, Baseline Selling, sales tips

New Analysis Shows the 5 Biggest Gaps Between Top and Bottom Sales Performers

Posted by Dave Kurlan on Mon, May 01, 2017 @ 06:05 AM

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Image Copyright Cybrain

It didn't take very long for this to happen.  When Objective Management Group (OMG) announced that it was making its findings data available to the public, we knew that it wouldn't take long for someone with a flair for analytics to dig in and come up with something cool.  Last week, John Cousineau, creator of Amacus, got me on a video conference and shared what he came up with.  Hint:  Another way to differentiate top performers.

He analyzed the average scores of OMG's 21 Sales Core Competencies for the top 10% of salespeople and identified 5 that account for 36% of the gap between top and bottom performers.  The first image below shows the 36% gap in the 5 Competencies.  Each point represents a competency, the darker gray shows the average scores for the top 10% and the lighter gray has the scores for the bottom 10%.  The 5 competencies with the largest gaps are shown in blue for the bottom performers and brown represents the gaps between the two groups.

Abacus1.jpgThe next graphic below shows the 5 competencies John identified.

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Translating just a bit, he says that the biggest gap in average scores between top performers and bottom performers - 36% - occurs in the sales core competencies where salespeople:

  1. are comfortable discussing money
  2. take responsibility for their results and don't make excuses or rationalize
  3. thoroughly qualify their opportunities
  4. are able to sell value instead of price
  5. are effective hunting for new business

We must also consider that there are approximately 10 attributes in each core competency and while the gaps certainly exist in those 5 competencies, are there specific skills where the gaps between top and bottom performers are even larger?

The following table shows the biggest gaps between top and bottom performers but instead of showing them by score, they are presented based on the percentage of salespeople who have the findings as strengths. Can you find anything in common between this table and the 5 competencies above?

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Hunting, Qualifying, Comfortable Talking about Money and Taking Responsibility appear on both lists, but instead of value selling, we see consultative selling.  

Did you notice the other gaps on this list?  Desire and Commitment are the two most important Sales Core Competencies of all.  They also represent 2 of the 5 competencies in Will to Sell.  All 6 Sales DNA Core Competencies appear on the list as well.  In addition to Comfortable Talking about Money, the list includes Not Needing to be Liked (Approval), Controlling Emotions, Rejection Proof, Supportive Buying Behaviors and Supportive Sales Beliefs.

OMG's data, based on the assessment of more than 1,100,000 salespeople from more than 11,000 companies definitively shows that there is an elite group of 7% - the best salespeople in the world.  These great salespeople are followed by another 16% that are strong.  And then there is the bottom 77%, who all suck.

You can access OMG's findings and compare them to your salespeople and other salespeople in your industry by visiting this page.

When you compare your salespeople to the rest of the sales population it looks like this example where the reader's sales force is worse than the bottom 10% at Taking Responsibility.

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You can also make sure you never make another sales hiring mistake by checking out OMG's accurate and predictive sales specific candidate assessments.

Topics: Dave Kurlan, sales core competencies, sales excellence, accurate sales assessment

Closing and Negotiating Challenges - Symptoms of Another Selling Problem

Posted by Dave Kurlan on Tue, Apr 25, 2017 @ 14:04 PM

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I recently learned that one of OMG's clients in Europe purchased two goldfish. In keeping with their tradition, the client named the two fish, Recommended and Not Recommended.  Surprisingly, recruiting salespeople was not one of the topics addressed in this year's 2017 Selling Challenges Study.  Meghan Steiner, from Richardson, was nice enough to send me an advanced copy of the results.  There were a number of interesting findings and to learn what was covered and see my insights from the report, continue reading.

Consider the findings below that I pulled from the much larger report.  Respondents said the following issues are challenges for their companies:

  • 24% said gaining higher prices 
  • 20% said closing win/win deals
  • 17% said maintaining profitability
  • 24% said competing against a low cost provider
  • 16% said creating a compelling case for change
  • 19% said customers who continue to reopen the negotiation
  • 15% said positioning a competing value proposition

The 7 findings I listed above came from two different chapters of the report.  Higher prices, win/win deals and profitability came from the chapter on Negotiation.  Positioning, reopening negotiations, competing against low cost providers and the case for change came from the chapter on closing.  

"When I combined the 7 challenges, together they suggest that the
problem these companies really have is an inablity to sell value!"

The findings from the report came from a survey where most of the 300+ respondents were from companies larger than $500 million, with sales quotas generally running more than $1 million each.

How do the findings compare with OMG's scientific data from the evaluation of 1,100,000 salespeople from 12,000 companies?  Let's compare!

The average score for the Selling Value competency is 56 which means that the salespeople in the 370,000 rows of data in this query have, on average, 56% of the attributes in the Selling Value competency.  You can see that the top 10% are significantly more effective and the bottom 10% are significantly worse!

value2.jpgAnother way of looking at this competency is to determine the percentage of salespeople who have selling value as a weakness.  

"68% of the salespeople we looked at had Selling Value as a weakness.  

Our data shows that selling value is a much greater issue than the survey suggests.  The likely reason for this is that respondents from large companies may not understand why they are having the issues listed by the bullets above.  They only recongize the symptoms.

The Selling Value Competency is 1 of the 7 Tactical Selling Competencies that OMG measures, and 1 of the 21 Sales Core Competencies measured in all.  You can see the attributes for this competency in the screen shot from a sales force evaluation below.

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When companies continue to believe that their problems lie in negotiating and closing, they seek training on negotiating and closing!  When the real problem is selling value, you need to provide training on consultative selling, change your pricing strategy and provide training on selling value.

Here are four other things you should do:

1. See how your salespeople compare to others in your industry and to salespeople in general in any or all of the 21 Sales Core Competencies with OMG's complimentary stat finder tool.

2. Select only strong (16%) and elite (7%) salespeople with OMG's accurate and predictive sales candidate assessment.

3. Become more effective coaching your salespeople in all 21 Sales Core Competencies by attending my annual Sales Leadership Intensive where coaching for impact is the focus during the two day training.  There were only 6 seats left for the May 17-18 event outside of Boston.

4. Download the 2017 Sales Challenges Study from Richardson.

Topics: Dave Kurlan, Consultative Selling, close more sales, negotiating, objective management group, selling value, Richardson, OMG Assessment

Which Salespeople are Easier to Train - Millennials or Veteran Salespeople?

Posted by Dave Kurlan on Wed, Apr 19, 2017 @ 06:04 AM

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We brought home a puppy and we had him completely housebroken in 4 days.  He's really smart and we've done this before, a combination that makes it nearly impossible to screw up.  To see him go to the door and touch it with his little paw, whimper when he is in his crate, go outside and do his business, and run back to the door is great. But it got me wondering, why is training a puppy relatively fast and easy while it is so much harder and takes so much longer to train salespeople?

The puppy only has to learn a handful of behaviors that he can repeat without the variables that affect salespeople.  There's no resistance, objections, competition, fear, rejection, budget or decision-making issues and the puppy is eager to learn and please.  Millennials are eager to learn and tend to be less resistant to change while veteran salespeople must first be sold on why they need to change.  Even then they may resist for a while.  And what they must learn in order to become more effective is quite comprehensive.

I was comparing the average scores in 6 Sales DNA Core Competencies and was very surprised to discover that the scores for sales candidates were a few points higher than the scores for salespeople at companies where we conducted a sales force evaluation.  Millennials make up a good portion of the candidates. Typically, they are recent college graduates with no sales experience and applying for BDR roles.  My first thought was that if sales candidates had higher scores and millennials were part of that group, then the non-millennials surely have scores that are even higher.

After considering that for a while another thought came to mind.

Most companies complain that there aren't enough sales candidates out there and most who are looking for sales positions suck.  The reality is that they aren't all bad and a large percentage of the salespeople who are applying for new positions are passive candidates. They were recruited. It seems that while there are a lot of crappy salespeople out there right now, they don't take the assessment when prompted, but the good sales candidates do!

An unintended benefit of having your sales candidates take OMG's Sales Candidate Assessment is that it is not only accurate and predictive, many of the the bottom 77% filter themselves out by not even completing it. And the millennials?  Many of those who apply for sales positions actually have Sales DNA that supports selling even though their scores in the 7 tactical Sales Core Competencies are low.  You can always teach the tactical competencies!

You can learn more about the sales candidate assessment here.  Once there you can check out samples, start a free trial and sign up.

If you're not hiring salespeople right now but you're interested in learning how your salespeople measure up in the 21 Sales Core Competencies, or you just want to see how salespeople score in each competency, you can check out our data here.  Warning:  The stats site is very cool and you might not want to leave.

Topics: Dave Kurlan, sales training, sales leadership, sales core competencies, accurate sales assessment

What B2B Companies Must Learn from 10 Reasons Why Amazon is Destroying Retailers

Posted by Dave Kurlan on Mon, Apr 17, 2017 @ 06:04 AM

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Amazon generated almost $44 Billion in net revenue last year and it had to come from somewhere. That's not $44 Billion that people wouldn't have spent if not for Amazon.  It's money that people would have spent, at some retailer, probably within an hour of their home or office, but chose to buy from Amazon instead.  

You may think it's because Amazon saves them money but that isn't necessarily true.  And you may think it's simply more convenient to order from your laptop or mobile device but that might not be the case either.  I'm going to share my 10 reasons why this is happening and you might be very surprised with my conclusion at the end of the article where I provide an important warning for B2B Sellers.

How often have you needed or wanted something today?  Paying for overnight shipping was not acceptable, free prime two-day shipping was not soon enough, and ground shipping meant waiting forever.  You want it now.

So you traveled to the retailer and what happened?  If your experience was anything like mine, it was one of the following:

  1. The store was open but it didn't seem like anyone was working that day
  2. You found someone but they knew less than your pet
  3. You were attacked by an overly aggressive salesperson
  4. You found what you wanted but the checkout line wasn't moving
  5. The salesperson tried to talk you into something different from what you wanted
  6. They didn't have what you wanted in stock (or in your size or preferred color).
  7. You made it to the cashier but it took 10-minutes to find an SKU that would scan in their computer
  8. Their tiny bags were too small for what you purchased
  9. Their skimpy bags didn't support the weight of what you purchased
  10. You had to wait for them to bring a big box from "the back" and you could have driven to an Amazon warehouse and back in the time it took them.

Did you notice that I didn't say you found what you wanted but it was 10% more than on Amazon?

Amazon is destroying them.  It's in stock.  You can get it tomorrow.  You don't have to deal with morons. There's never a line.  They ship it right to your door and without a single salesperson they take care of you in a way that retailers seemingly can't.  

Because they are losing revenue and profit, retailers are compensating and making things worse.  They seem to specialize in slow, dumb and incompetent people; out of stock merchandies, outdated systems and frustrating customer service.  Why would anyone choose to have this experience when they can point, click, pay and get what they want?

If a retail chain is getting destroyed by Amazon, it should do the complete opposite of what most retailers are doing.  They are already losing money, so doing more of the same won't change their fate. They should hire more staff, provide better training, and focus on the customer experience - doing whatever it takes to dramatically improve the customer experience and hope that people are so delighted with their visit, how they were helped, their ability to get in an out on their timeline, and getting what they wanted, that the positive word of mouth could turn things around.

And that brings us to sales.  Selling has changed dramatically.  But the changes aren't limited to B2B sales.  B2C selling has changed just as much - perhaps even more.  So why are retailers still doing things the same as they were 40 years ago?  Their employees are low paid in comparison to their B2B cousins, under trained on product, not trained or trained using antiquated methods for greeting customers and helping them buy, and most of the employees don't seem to care all that much.  I believe the retailers are getting exactly what they are paying for and until they raise their expectations, compensation and training methods, they will continue to get destroyed by Amazon.

Of course there are exceptions.  Apple and Niketown immediately come to mind.  Neiman Marcus has a history of excellence.  But then who?  The list is pretty short.

There is a lot to be learned from this.  B2B companies don't need to look into a crystal ball because the B2C lessons are what lies in store for them if they don't realize that everything about selling has changed. If their salespeople are still selling transactionally, relying on demos and quotes, and trying to compete on price, they will be obsolete in two years.  Buyers will have no use for them.  They will be redundant.  

Your salespeople must follow a milestone-centric, customer focused sales process, take a consultative approach, sell value and abandon their old methods.  You are running out of time.

We show sales leaders how to make these changes at my annual Sales Leadership Intensive.  Join us May 17-18!

Topics: Dave Kurlan, Consultative Selling, sales strategy, amazon.com, B2C, B2B

The Future of Selling - Understanding This Crucial Sales Competency is More Important Than Ever

Posted by Dave Kurlan on Wed, Apr 12, 2017 @ 13:04 PM

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While much about selling has changed in the past 10 years, most of the science behind sales excellence has not changed at all.  While there have been a few changes to the 21 Sales Core Competencies, most of them have remained the same as well.  Most of the average scores in those 21 Sales Core Competencies, as well as the percentage of salespeople with gaps in those Core Competencies, don't change much either.  However, Sales Motivation is one competency where the changes have been dramatic over a very short period of time and today I want to share those changes, as well as how the changes impact salespeople, sales leaders and sales organizations.

Definitions - Let's clarify the difference between Desire for Success in Sales and Sales Motivation. Desire is how badly a salesperson wants to achieve greater success in sales.  Motivation is the "what" behind that Desire.  What is driving that Desire?  Desire and Motivation are part of a triad of sorts, with the third, and most important piece being Commitment to achieve greater success in sales.  It doesn't matter how strong the Desire is if the Commitment isn't there.  And it's with that triad where some of the changes are occurring.  Many companies are hiring recent college graduates to fill inbound and outbound lead generation roles or, in other words, appointment setting roles.  Many of these kids haven't chosen sales and they tend to score low on both Desire and Commitment.  And that's where Motivation comes in.  At least there's that.  But there have been dramatic changes with Motivation.

Changes - During the time that Objective Management Group (OMG) has been measuring both intrinsic and extrinsic motivation in salespeople, we have seen a tremendous shift over a relatively short number of years.  For example, in 2007, 54% of the sales population was extrinsically motivated.  Four years later, in April of 2011, I reported that 50% fewer salespeople were money (extrinsically) motivated, bringing the percentage to just 27%.  Fast forward another 6 years to April of 2017 and when we look at the most recent 350,000 salespeople to have been assessed, the percentage is down an additional 70% to just 8%!

Would you like to see the data and the average scores in all 21 Sales Core Competencies?  You can!  Our brand new site shows you the average scores for all salespeople, the top 10%, the bottom 10%, salespeople in your industry, and salespeople at your company.  The scores are very interesting! See OMG's data here.
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Impact on Companies - Most compensation plans are designed to provide incentives to salespeople that are motivated to earn commissions.  But if most salespeople are now intrinsically motivated, then most compensation plans don't work the way in which they were intended. There are exceptions but generally speaking, most companies must get some help from sales experts who understand the new trend, understand accounting, and have the ability to help you develop a new plan.

Impact on Sales Leaders - Most sales leaders have learned to motivate using the carrot - read commission - but that's not really in play to the same degree as it once was.  Intrinsically motivated salespeople respond to coaching.  Yesterday I wrote about how great sales coaching lets you off the hook on motivation, accountability and recruiting!  Intrinsically motivated salespeople also want to master their craft, love what they do, and be part of something bigger than themselves.  Sales Leaders must learn to become great sales coaches and motivate in all new ways.  OMG measures 7 additional ways in which salespeople are motivated, including whether they love to win or hate to lose, spend to perform or perform to reward, want recognition or self-satisfaction, want to be closely managed or self-manage, want to be pressured or apply self-pressure, have something to prove to others or to themselves, and whether they prefer competition with others or to compete with themselves.

Impact on Salespeople - Surprisingly, these changes have little impact on salespeople as long as they have strong sales motivation.  It doesn't really matter whether they are intrinsically, extrinsically or even altruistically motivated, as long as the motivation is there.  However, if sales leaders aren't motivating them accordingly, and companies don't modify their comp plans accordingly, then the impact on salespeople can be quite negative and limiting.  And you wonder why there is so much turnover in sales!

Topics: Dave Kurlan, sales motivation, sales commissions, sales incentives, OMG Assessment, motivated salespeople

How to Eliminate the Need for Sales Motivation, Accountability and More!

Posted by Dave Kurlan on Mon, Apr 10, 2017 @ 14:04 PM

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Image Copyright Sezer66

Sales Management is challenging.  With coaching accounting for 50% of the role, it doesn't leave much time for anything else.  Yet pipeline management, along with the ability to motivate, recruit and hold salespeople accountable are also required.  For many sales managers, those four activities simply aren't much fun.  But what if I told you there was a way to completely eliminate the need to manage the pipeline, motivate, recruit and hold salespeople accountable?  There is and I'm going to share it with you!

When 100% of your sales force is comprised of salespeople from the top 23% of the sales population, you won't have to motivate them because they are all self-motivated.  You won't have to hold them accountable either because they'll hold themselves to a higher standard than you would.  And because they will all perform, they will meet and exceed quota, goals and expectations so they won't need to be replaced.  That means you won't have to spend any time recruiting.

So how do you develop a sales force made up of only the top 23 percent?

Coaching.  Very easy for me to say but siginificantly more difficult to execute.

In this article I wrote about why sales coaching is so scary.

In this article I discussed why sales coaching is so difficult.

And this article explains why great salespeople struggle with becoming great sales managers.

Please read read those three articles.

Done? Then you probably know how you compare in the area of being able to utilize role-playing as a primary means to effective coaching salespeople.  Fewer than 10% of sales leaders can do this effectively.

Topics: Dave Kurlan, sales recruiting, Sales Coaching, sales motivation, sales management training, sales leadership training, Sales Accountability

How Your Salespeople Measure Up in the 21 Most Crucial Sales Competencies for Modern Selling

Posted by Dave Kurlan on Tue, Apr 04, 2017 @ 15:04 PM

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Image Copyright BrianAJackson

Over the years I've debunked a number of articles that cited nothing but junk science. The authors often relied on observation, anecdotal evidence and personal opinion while proclaiming traits, competencies, skills and differentiators between top salespeople and everyone else. Today those articles would qualify as fake news.  My rebuttals to those articles, many of which can be found here, are always based on science.

Speaking of the difference between fake news and real sales science, the next topic downright amazes me and should amaze you too. 

Nearly 22,000 people have viewed the 5 traits of the best salespeople - traits that are purely anecdotal on the author's part - while only around 1,000 viewed the scientific rebuttal. Only 19,000 people viewed the 21 Sales Core Competencies that were updated in 2014, and only 1,200 have viewed the most recent 2017 revision of the 21 Sales Core Competencies.  Just to be clear, I'm not whining about popularity, traffic or page views.  My Blog has 1.7 million views and dozens of my articles have 15,000+ views.  My best-selling book, Baseline Selling, was ranked 15th on Amazon's list of the Top Sales Books this morning - after 12 years...so I'm not lacking for traffic or readers.

This is really about sales professionals who place more faith in the traits that are consistent with their beliefs, fearing that their actual capabilities won't match up with the science.  People want to see themselves in the most popular, positive way.  They don't want to discover that they might be lacking in 10 of the 21 Sales Core Competencies or have gaps in all 21.

Speaking of the 21 Sales Core Competencies, OMG has a brand new tool that I promise you're gonna love.  

We built a very cool website that you can use to see the average scores for each of the 21 Sales Core Competencies, the average scores for your industry and even how your own company compares.  You must check it out - keep reading!

Here's how it works:  

  1. Go to the site and select your industry.  
  2. For each of the 21 Sales Core Competencies, average scores for all salespeople, plus the top 10%, the bottom 10% as well as salespeople from your industry, will be displayed in side-by-side comparisons. If you need further explanations there are videos that provide more detail on each competency.
  3. At any point, during your tour through the 21 Sales Core Competencies, you can request that your own company be included in the comparison - free of charge!  No catch. No conditions.  Simply click on the "learn how your salespeople are doing" button displayed beneath the competencies.  
  4. Fill in the very limited contact information (we don't sell it and we won't call you unless you ask us to) and we'll email a link for your salespeople to be assessed.  
  5. When your salespeople have completed the assessment process, the "Your Company" column in each graph will be populated with the data for your company.  Awesome and easy!  We'll keep you posted about their progress.
  6. Options to gain access to additional detailed data and information will be made available.

The early feedback on this site has been amazing - people love being able to access this data and compare it to their own and I'm sure you'll find it fascinating too!  Enjoy.

Topics: sales assessment, Dave Kurlan, sales performance, sales core competencies, difference between good and bad salespeople, OMG Assessment, how my salespeople compare, data on salespeople

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About Dave

Best-Selling Author, Keynote Speaker and Sales Thought Leader.  Dave Kurlan's Understanding the Sales Force Blog has earned a medal for the Top Sales & Marketing Blog award for six consecutive years.  Dave's Blog earned a Bronze Medal in 2016 and this article earned a Bronze Medal for Top Sales Blog post in 2016. Read more about Dave.

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Awards

 2016 Top Sales & Marketing Individual Blog - Bronze

2016 Top Sales & Marketing Blog Post - Bronze

2016 Top Sales & Marketing Assessment Tool - Gold

Top Sales & Marketing Awards 2015 -  Bronze - Thought Leader

2016 Top Sales & Marketing Podcast - Gold

2016 Top Sales & Marketing Webinar - Gold

Top Sales & Marketing Awards 2015 - Bronze - eBook/White Paper

2016 Top Sales & Marketing Blog

Dave Kurlan Top 50 Sales Influencer 2015

Sales Pro Insider Blog

Top 50 most innovative sales bloggers

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Top100SalesInfluencersOnTwitter

Sales & Marketing Hall of Fame Inductee

Hubspot Top 25 Blogs

 

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