Discovered - Data Reveals the Second Biggest Obstacle to Closing More Sales

Posted by Dave Kurlan on Mon, May 07, 2018 @ 06:05 AM

compelling

Whichever way you turn, wherever you look, and whatever you listen to there is data.  Polls, surveys, metrics, analytics, analyses, white papers, graphs, charts, infographics, tables, spreadsheets and more.  There is data everywhere.  5 of my last 10 articles were based on data and I know that my regular readers love the articles that are based on data so I am writing about data again today.

Objective Management Group (OMG) recently expanded the Consultative Seller competency which represents 1 of the 21 Sales Core Competencies.

I took a look at the first thousand rows of data that came through and made some more cool discoveries that I will share below.

Let's start with the Consultative Seller Competency.  As you can see in the image below, the average score for all salespeople is 44%, which means that the average salesperson possesses fewer than half of the necessary attributes of the Consultative Seller.  As you can see from the green slice of the pie chart below, only 22% of all salespeople have this competency as a strength.  Even the top 10% of all salespeople only score an average of 65%.  This is the competency where most salespeople are the crappiest.

cons-comp

The question is why are most salespeople so ineffective at this competency?  If they aren't being professionally trained and coached, that would explain a lot of the bad scores because only around 7% of all sales managers are capable of providing the kind of coaching that would help their salespeople become effective consultative sellers.  I'm guessing that even some outside trainers and coaches aren't effective enough to move the needle on this competency.  But there is more to this than meets the eye.  Let's look at what happens when salespeople are being effective versus ineffective at consultative selling.

Please look at the next image below.

issues-1

These 3 pie charts show how effective these 1,000 salespeople are at uncovering issues by looking at 3 specific sales process milestones:

  1. Whether reasons to buy are uncovered or not
  2. Whether those reasons are actually compelling enough to buy or they only created interest
  3. Whether the salesperson created enough urgency so that the prospect must buy or it was simply nice to have.

This tells us A LOT!

While 84% of these B2B salespeople are able to uncover business issues or reasons, only 33% are able to continue asking questions long enough to uncover compelling reasons to buy as shown in the second pie chart.  There is an enormous difference between a business issue and a compelling reason to buy something to solve it.  As you can see from the third pie chart, uncovering business issues leads to a condition where 73% of prospects find the offering is simply nice to have, while 12% of these salespeople leverage those compelling reasons to a condition where prospects must have the solution.  There is a huge difference between nice to have and must have.

Consider this recent article on reaching decision makers where the data showed that only the opportunities where salespeople met with the actual decision makers reach the proposal ready and closable stages.  We have a similar scenario here where the salespeople who uncover compelling reasons to buy are 56% more likely to move their opportunities to the proposal ready and closable stages.

This huge selling gap can be fixed but it isn't one of the easy ones.  Uncovering compelling reasons to cause prospects to believe they must have your solution requires advanced active listening and questioning skills, as well as Sales DNA to support its use.  The best trainers, coaches and consultants who offer their expertise in this area agree that it will usually take 8-12 months for a sales team to make the transition from where they are today to the kind of selling I described above.  However, the return on that investment of time and money is amazing!  When salespeople are finally able to sell in this manner, sales always sky rocket!

Topics: Consultative Selling, closing more sales, listening and questioning, sales excellence, Dave Kurlan, OMG Assessment

Persistence Over Polish - What the Top 10% of All Salespeople Do Better

Posted by Dave Kurlan on Mon, Mar 12, 2018 @ 06:03 AM

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The best athletes in the world know exactly how they do the things they do that make them so great.  In addition to their God-given talent, they outworked everyone else to master the mechanics and nuances of their sport, the mindset required for greatness, and competed at a high level from a very young age.  When they falter they can easily make the adjustments necessary to get back on track.

Interestingly, most top salespeople don't know what it is that they do that makes them so successful! That's surprise #1.  If you look through the data on the 1.7 million salespeople that Objective Management Group (OMG) has assessed, you will see that the top 10% of all salespeople have better average scores than their colleagues in each of the 21 Sales Core Competencies.  Their average scores are listed below for 5 Sales Core Competencies in which they have the best scores.  They are:

Rejection Proof with an average score of 92. Top salespeople continue asking questions long after other salespeople have given up, allowing them to close opportunities that others have walked away from.

Comfortable Talking About Money with an average score of 90. This strength allows top salespeople to have the conversation other salespeople don't have after a prospect says that they either don't have a budget or don't have enough money in the budget.  Top salespeople excel at helping their prospects find the money.

Great at Hunting with an average score of 89. Top salespeople have pipelines with opportunities that are both high in quantity and quality.  With so much being written about the relatively new BDR and SDR roles that allow good salespeople to focus on meetings while lower paid and lesser skilled reps make the first calls, this would suggest that the best salespeople do well because they are scheduling their own calls and meetings.

Thinking Positive Thoughts with an average score for Supportive Beliefs of 87. Their beliefs support ideal sales outcomes while other salespeople struggle with beliefs that sabotage their efforts.  Beliefs affect behavior and behavior drives results.

Doesn't Need to be Liked scoring an average of 86. This strength helps top salespeople listen and ask questions, challenge when appropriate and push back when necessary, all of the key components of an effective consultative seller.  This component of Sales DNA is also a requirement for selling value.

Surprise #2 is that 4 of the top 5 scores are elements of Sales DNA which represent 6 of the 21 Sales Core Competencies.  Will to Sell has 5, there are 7 Tactical Selling Competencies, including Hunting, above, and 3 Sales Core Competencies can be found in Systems and Processes.  So what does it mean when only 1 top score is a tactical competency and 4 are from Sales DNA?

Surprise #3 is that having strong Sales DNA trumps having strong selling skills.  After processing 1.7 million sales evaluations and assessments, I've seen numerous salespeople who knew what to do, who to do it to, and when to do it; but they couldn't execute what they knew because of their weak Sales DNA.  And I've seen numerous salespeople who lacked a sales process and the tactical selling skills but found a way to get deals done because of their strong Sales DNA.  Sometimes, the top salespeople simply differentiate with persistence over polish.

20 years ago, we developed a product called SalesmindTM that uses affirmations and self-hypnosis to help salespeople overcome their non supportive Sales DNA. Watch this 2-minute video on LinkedIn.  Only a couple hundred of these CDs remain in our inventory and when they are gone they will be gone forever.  They have always sold for $99 but you can get a set for just $49 while supplies last.  Leave a comment on the LinkedIn video and we'll rush you a set of SalesmindTM

Image copyright iStock Photos

Topics: Dave Kurlan, sales excellence, sales performance, sales core competencies

How Salespeople Must Run Stop Signs and Red Lights - Legally

Posted by Dave Kurlan on Tue, Sep 05, 2017 @ 09:09 AM

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Image Copyright iStock Photos

There is one simple thing you can do each day that will dramatically improve your sales effectiveness.

But you don't think it's possible to do what the title says, do you?

Well, it is not only possible, it's crucial - and not only that you do it, but that you do it often and start doing it today.

Okay, so maybe I'm not talking about driving a car.  Maybe the stop signs and red lights I'm talking about are in your head.  But that doesn't make them any less real.  As a matter of fact, you probably stop at more signs each day because of what you think, than you ever encounter when you're behind the wheel.

I'll explain.

About five weeks ago my wife and I watched a movie called What the Health.  The movie scared her into becoming Vegan and convinced me to try it too.  The thought of me and a plant based diet was terrifying!  But I agreed to do it for two weeks and for those two weeks I pushed through.  It wasn't awful but I simply didn't enjoy a lot of the food I was eating.  That was one part.  The other part is that I lost 10 pounds, I had more energy and I felt better.

In other words, I ignored all of the self-limiting talk in my head:

  • It's gonna taste like crap.
  • I'll gag.
  • I won't be able to eat it.
  • I'll throw up.
  • I'll hate it.
  • I won't be able to do it for more than one meal.
  • I won't be getting any real nutrition.
  • Real men don't live on plants.
  • I can't live without ice cream!
  • I should be able to eat organic or grass fed - this isn't fair.

Yes, I ignored all of the stop signs and red lights and good things happened!

It is exactly the same in sales.

If you would simply ignore all of the self-limiting talk in your head:

  • They won't answer the phone
  • They won't want to speak with me
  • They'll be upset if I interrupt
  • I can't ask too many questions
  • I can't push back
  • I have to talk about the company and the product
  • I must provide a quote or proposal
  • I need them to like me
  • It's OK if they think it over
  • I need to sound like I know what I'm talking about
  • It's OK if they talk with my competitors
  • I need to have the best price in order to win the busine
  • I can't call on the final decision maker
  • I need to begin with purchasing

Of course that isn't the complete list - there are 50 more like that - but you get the point.  What would happen if you ignored all of the self-limiting noise in your head and pushed through like I did with food? 

Good things would happen.

Would that be so bad?

Topics: self-limiting sales beliefs, Dave Kurlan, sales excellence, sales effectiveness

What We Can Learn from the Latest Data on Sales Motivation

Posted by Dave Kurlan on Tue, Jul 25, 2017 @ 16:07 PM

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Image Copyright iStock

We've been very busy implementing some new findings in our Sales Evaluations and Sales Candidate Assessments.  Sales Motivation is just one of the 21 Sales Core Competencies that we measure, but as with all of the competencies, we go very deep.

Back in the good old days, we measured Money Motivated because most of the salespeople employed back in the 90's were chasing commissions.  By 2011, we had decided to go wider and deeper and broke down Motivation based on whether a salesperson was extrinsically motivated or intrinsically motivated.  In 2014 we added 7 sales specific motivational styles to help sales leaders better understand the best ways to work with their salespeople.  And now, in 2017, we have deepened our measurement of Sales Motivation even further by adding a third possibility - Altruistic Motivation

I was anxious to see what the data would look like but had to wait a few days until we had around 1,000 new assessments to review.  Sales Motivation now breaks down in the following way:

  • 47% of salespeople are intrinsically motivated (satisfaction, love of what they do, mastery, being part of something bigger than themselves)
  • 25% are extrinsically motivated (commissions, money, rewards and materialistic things)
  • 13% are altruistic (being of service to others)
  • The remaining 15% are somewhat balanced between 2 or 3 of the styles.

I always believed that Motivation is Motivation.  In other words, as long as the motivation is strong, it doesn't matter whether salespeople are extrinsically or intrinsically motivated.  However, it is very important for sales managers to understand the difference between the two so that they can provide the proper type of external motivation.  And now, with the introduction of Altruistic Motivation we have thrown a monkey wrench into the mix.  Altruistically motivated people should not really be in sales.  Their most effective role would be in customer service where it would be important for them to not have their own agenda but instead, serve the customer without exception.  Think Hospital, Doctor's office, upscale Restaurant, Concierge, Front Desk at a high-end hotel, etc.

I don't have the data yet but I expect salespeople who are altruistically motivated to have low scores for Commitment to Sales Success and Desire for Sales Success.  I'll update you when the data is available.

Topics: sales motivation, Dave Kurlan, altruistic motivation, sales excellence, sales performance

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

competency-1.jpg
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.

Abacus2.jpg

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?

abacus3.jpg

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.

abacus4.jpg

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

What CEO's and Sales Leaders Care About the Most - Are They Trends for 2017?

Posted by Dave Kurlan on Fri, Dec 16, 2016 @ 05:12 AM

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Image Copyright: 123RF Stock Photo

I reviewed the 88 articles I wrote in 2016 (nearly 1,600 articles on the Blog) and was surprised to discover what I wrote about the most.  It wasn't about sales force evaluations, sales candidate assessments or attacks on the Harvard Business Review.  It wasn't about sales recruiting and selection, sales pipeline or Baseline Selling.  It wasn't any of things I expected to write about most often.   Because my topics are driven by the conversations I have with clients and prospective clients, my articles are a reflection of what CEO's and Sales Leaders care about.  I really think you'll be surprised to find out what they cared most about this year.

I listed the top 5 topics sorted by how frequently I wrote about them.  Then I listed and linked to the 3 most read, most shared and most commented articles.  I listed the reader favorite and finally, my 4 favorite articles of 2016.  You'll notice that they are different from all of the articles that were most read, shared and commented.  Why 4?  Why not?  Here we go!

Topics

  • Sales Strategy/Tactics (20)
  • Sales Success (10)
  • Sales Process (6)
  • Sales Data (6)
  • Sales Management - Coaching and Accountability (6)

What were the most popular articles of 2016?  As I do each year in December, I'll break it down this way:

Most Read

Breaking News - More Salespeople Suck Than Ever Before

Must Read - This Email Proves How Poorly the Bottom 74% of Salespeople Perform

The 5 Questions That Get People to Buy So That You don't Have to Sell

 

Most Shared

Breaking News - More Salespeople Suck Than Ever Before

Tech Buyer Explains Why He Has No Use for Salespeople

Must Read - This Email Proves How Poorly the Bottom 74% of Salespeople Perform

 

Most Comments

Tech Buyer Explains Why He Has No Use for Salespeople

The Biggest Secret to My Sales Success

The Crucial Selling Skill Nobody Talks About

Reader Favorite

Breaking News - More Salespeople Suck Than Ever Before

My Favorites

Remembering the Most Powerful Lesson of My Sales Career

Most Salespeople are Wrong about the Concept of Being Willing to Walk

Why a Customized Sales Process is Like Buying Shoes

Why Uncovering Pain Doesn't Close the Sale with the CEO

Are these popular articles trends for 2017?  While they could be, they probably aren't.  Most of these articles are timeless. Thanks for being a loyal reader this year.  Have a great holiday and a Happy New Year and I'll be back with more new articles in 2017.

Topics: sales excellence, ownership of sales growth, hot sales topics, Dave Kurlan, best sales articles

Is Excuse Making Actually the Biggest Obstacle to Increasing Sales?

Posted by Dave Kurlan on Wed, Dec 14, 2016 @ 07:12 AM

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I've talked a lot about excuse making and the powerful difference between using your index finger, which points outward, versus your thumb, which points inward.  Today, Brandon Steiner wrote a great little article about taking responsibility.

This video provides another perspective on Excuse Making and how bad that is for sales organization.

 

 

The big thing with Excuse Making is that until the excuse making stops, nothing can change.  So if you want to see improvements in effectiveness, growth in revenue, and a jump in profit, salespeople must execute in a fundamentally different way.  When they rationalize about what happened, accepting that allows them to repeat the mistake.  When they take responsibility, you can ask what they could have done differently.  Excuse Making = Status Quo.  Responsibility = Change.

In the past two months I have been a guest on several shows and the interviews were all quite good!  You might be interested in catching:

  • The Smart Sales Pro Interview where I talked about Sales DNA
  • The Growth Institute Blog where I wrote about Why Sales Training Doesn't Work
  • Will Barron - The Salesman Red interviewed me about Why Salespeople Struggle
  • Rapid Learning Institute featured me as the sales selection and hiring expert in this Webinar on preventing hiring mistakes.
  • I wrote about the Benefits of Getting your Sales Process right on the Growth Institute Blog
  • Will Barron recently interviewed me on sales weaknesses and it was a really good interview. You can watch or listen to it here.
  • Lori Richardson recently interviewed me on similar topics too - another really good interview, that you can get here.

Topics: excuse making, sales excellence, sales performance, Sales DNA, Dave Kurlan

The Crucial Selling Skill That Nobody Talks About

Posted by Dave Kurlan on Thu, Oct 13, 2016 @ 20:10 PM

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Image Copyright 123RF Stock Photo

Earlier this week I received an unsolicited email from the founder of a company who introduced himself and asked me to try his new tool for speakers.  By itself, this was not unusual because I receive 20-25 unsolicited emails per day. They want to optimize my website, sell me SEO services, provide me with online marketing tools, sell me the latest SaaS program, provide a guest article for my Blog, buy advertising on my Blog, sell me leads, book appointments for us with prospects, or show me the latest sales enablement tools.  Unlike most, this particular email was actually formatted and the sender signed his complete name, title and company.  But let's talk about the biggest, most surprising thing about this sender that brings us to the topic of today's article.

Just three days later I received a follow up email from the same sender and the subject line read, "Good By from [company name withheld].  The body of the message began with, "I was looking forward to helping you but I haven't received a response to any of my emails...so I will be removing you from my contact list."

I couldn't care less because the tool looked lame and if he thought that he was going to hurt my feelings with his threat to remove my name he is as stupid as he is impatient.  And patience is what I want to talk about today.

"Patience is the most important selling skill that nobody ever talks about.  You can visualize patience on a pendulum where on one side there is an excess of patience and on the other, tremendous impatience."

When there is an excess of patience it always results in the salesperson accepting an endless number of stalls and put-offs, thereby lengthening the sales cycle, and shrinking the win rate.

When there is an excess of impatience, as we observed with the email sender, there will be a disproportionate number of prospects who become turned off, pissed off, or off-ended.

In a perfect selling world, salespeople must be able to walk the fine line between patience and impatience.  They must be able to challenge and push back on stalls and put-offs, but do so with kindness and professionalism so as not to cause a prospect to feel pressure.

We can't call the skill Patience because that implies having too much patience.  But the correct balance of patience is the key to pipeline velocity, shorter sales cycles and higher win rates.  I call this the ability to Manage Patience.

And the best news?  In the coming months we will add Manages Patience to Objective Management Group's (OMG) already feature-rich, acutely accurate and predictive Sales Candidate Assessments.  You can subscribe, get a free trial, or request samples here.

Topics: sales effectiveness, sales excellence, managing patience, Dave Kurlan, long sales cycle, win rates

What it Takes to be an Elite (Top 7%) Salesperson

Posted by Dave Kurlan on Tue, Oct 11, 2016 @ 06:10 AM

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Last week I received a call from a young, motivated salesperson - we'll call him Jim - who desperately wanted to be one of the elite 7% of all salespeople.  Despite being just 26 years old, he believed that he was already in the top 7%.  During our call, he asked me a great question.  He asked, "How many of the top 7% have you actually met and where are they today?"  I didn't have to think very long or hard to answer that question because it was one of the easiest questions I have ever been asked.

Most companies have mediocre salespeople and a small percentage - less than 10% - are strong.  But there is an exception.  Many of the greatest salespeople, following a necessary stint in sales leadership, become sales consultants.  Now you are probably familiar with the sales consultants who have best-selling books or who tweet and blog on social media.  But they aren't the only sales consultants and trainers by a long shot.  There are thousands more and some of them are really good at what they do.  The best and brightest of them partner with my company, Objective Management Group (OMG), and provide our award winning sales candidate assessments and sales force evaluations to their clients.  Without a doubt, the nearly 300 individuals that represent OMG around the world, are the single biggest collection of the top 7% anywhere.  And each year, when around 150 of them gather for our international sales experts conference, that is where you will find the single biggest gathering of elite salespeople.

Why did Jim ask how many of these top performers I had met?  Because to him, the top 7% are the celebrities of sales.  It's like asking someone if they have met any professional athletes, movie or TV stars, or Presidents.  He has the top 7% on a pedestal because he wants to be one.

The bigger question for me is why Jim?  Why aren't the other 93% of the sales population calling, writing and asking how they can become part of the top 7%?  Why isn't it more important to them?  

Part of the answer should be so, so obvious.  If it was more important to them they would already be part of the top 7%, certainly part of the next 16% and not one of the bottom 77%!

Much of this problem boils down to Commitment to success in sales.

  • All salespeople score, on average, only 59% for Commitment.
  • The top 7% (Sales Quotient over 139) average, 72%.
  • Strong salespeople (Sales Quotient between 130-139) Score, on average, 65%
  • Serviceable salespeople (Sales Quotient between 115-129) 60% - or borderline Commitment.
  • Weak salespeople (Sales Quotient between 91-115 and the largest group) score, on average 45%
  • The bottom 10% (Sales Quotient under 91) score, on average, 39%

Notice that the biggest drop-off (from 60% to 45%) occurs when you drop from serviceable to weak.

If I had to guess, Jim's commitment is consistent with the elite group.  And while the top group has the highest overall scores for Commitment, it doesn't necessarily hold true that if a salesperson has a high commitment score that they are or will become part of that group.  Commitment is only 1 of 250 data points and while it is the most important, it is only 1.  For example, a salesperson with strong commitment, but a low score for Desire for success in sales, Motivation, Excuse Making, or even Coachable, is less likely to make it to the top group.  

OMG measures 21 Sales Core Competenceis and while I have mentioned 4 in this article, there are 17 others that will also have a great impact on whether a salesperson can make it to the top.  While 10 of those competenices are Tactical Selling competencies, 6 of them represent Sales DNA.  The top 7% have Sales DNA greater than 82% while weak Salespeople score 60% and the bottom 10% only 54%.  Sales DNA is a huge contributor to sales success and the lower the score on Commitment, the less likely it is that one could overcome a low Sales DNA.

Of course, when it comes to hiring salespeople, there is only one tool that can accurately predict whether you have an elite candidate, a strong candidate, or one of the others.

And if you were an elite salesperson, have put in your time in sales leadership, and are ready to bring OMG's great tools to your clients, you can learn more here.

Topics: sales commitment, sales motivation, elite salespeople, sales excellence, Sales Experts, Dave Kurlan

What is the Single Biggest Differentiator Between Top and Bottom Salespeople?

Posted by Dave Kurlan on Mon, Oct 03, 2016 @ 06:10 AM

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Thanks for continuing to read my Blog - I appreciate it.  There is one Blog that I never fail to read, and that's Seth Godin's Blog.  Seth doesn't write about sales - he pens a thought leadership Blog - but sometimes his articles are very applicable to sales and selling.  Recently, he posted two very short articles - each is less than 30 seconds to read and I believe they are both well worth your time.

The first is Fully Baked.  The second, on a related topic, is Skills vs. Talents

Over the years, I have seen first hand that one of the major differences between great and mediocre salespeople is that great salespeople want to improve - they made themselves great - and mediocre salespeople aren't willing to make the changes to become more effective.  Great salespeople strive for mastery while underachievers don't.  Back in the 1950's Albert Gray said something along the lines of, "Sales winners do the things they don't want to do and the others don't."

All professions have their small percentage of practitioners who aren't very good, but can you imagine the impact we would experience if attorneys, accountants or engineers underperformed to the same degree as nearly half of the sales population?

You can see evidence of that in this article where the data shows that the best salespeople have twice the level of commitment to achieving greater sales success than their underachieving counterparts.  You read that correctly - that's twice as committed!

All salespeople can develop the skills to achieve greater sales success, but only those who are committed enough to make changes can overcome Sales DNA that doesn't support the execution of those skills.  Even so, most salespeople fail to learn even the skills necessary for sales effectiveness in 2016.  And improving their Sales DNA?  Most salespeople have never even heard the phrase and aren't aware that their sales DNA needs to be improved.  We know you can't fix stupid, but how do you fix uninformed?

Topics: Seth Godin, sales commitment, Sales DNA, sales excellence, Dave Kurlan

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About Dave

Best-Selling Author, Keynote Speaker and Sales Thought Leader.  Dave Kurlan's Understanding the Sales Force Blog earned a medal for the Top Sales & Marketing Blog award for six consecutive years. This article earned a Bronze Medal for Top Sales Blog post in 2016 and this one for 2017. Read more about Dave.

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