Good Sales Recruiting is Like Selecting Movies and TV Shows

Posted by Dave Kurlan on Tue, Nov 05, 2019 @ 10:11 AM

prime-video-screen-shot-bb-alt-d1f4ae787d684f6bb141e35884e187de

Do you like movies and TV Shows?  I love them!

How do you go about selecting the next movie or show you will watch?  Do you look for a specific show, watch the trailer and if you like the trailer, watch it?  Or, do you look at all of the new releases, or everything in a particular genre, narrow down the selections, watch several trailers, and finally choose one?

Most people use the second scenario which, by the way, is a very good approach for selecting and hiring salespeople.  Unfortunately, that's not how most companies go about it.

You need to cast the net as far and wide as you can to generate a large candidate pool.  Then you need to assess all of the candidates in the pool.  Most companies either don't use assessments, don't use the right ones, or wait until the final interview to ask candidates to take the assessment.  Improper use affects quota attainment and attrition.  See the stats below:

quota-attrition-1

As you can see from the slide, companies that don't use assessments have a 49% quota attainment rate, compared to 61% for companies using assessments and 88% for companies using Objective Management Group's (OMG) accurate and predictive sales-specific assessment.  Isn't that compelling?

Consider these actual use results from an OMG user below:

use-graph

This global company, which hires around 30 salespeople per year, is not only the picture of consistency with the number of assessments used, but recommendation rates are within the normal range for roles considered to have significant difficulty.  More importantly, look at the number of candidates they had to assess in order to hire the 29 who had the sales capabilities to succeed in the company's various sales roles!  That's why you need to cast the net far and wide.  910 might seem like a large number but it's only 18 candidates per week spread among their many global locations.

if your typical candidate pool has many fewer candidates and you don't use an accurate and predictive sales candidate assessment, it's no surprise as to why your sales recruiting efforts are hit or miss with an emphasis on miss.  When you hire salespeople, they are all supposed to meet or exceed expectations for pipeline building and revenue generation.  It shouldn't be cause for celebration when they do!

Assessing all of your candidates up front allows you to focus on only those candidates who are recommended for the role, saving time and money that would be wasted calling and interviewing candidates who don't have what it takes or wouldn't be a good fit for the role.

You can retool your sales recruiting process and the adoption of a sales-specific, accurate and predictive assessment is one of those changes you can quickly and easily make.

Share your comments in the LinkedIn discussion of this article.

Topics: Dave Kurlan, recruiting salespeople, hiring salespeople, sales selection, sales assessments, OMG Assessment

New Data Reveals a Magical New Score for Sales Effectiveness

Posted by Dave Kurlan on Thu, Oct 31, 2019 @ 15:10 PM

110

Do you drive at the speed limit, the fastest speed you can get away with, the slowest speed you can get away with, or are you an 85th percentile driver?  The 85th percentile driver travels at the speed that 85% of the cars on that road are traveling, regardless of the posted speed limit.  Motorists.org has data, illustrated below, proving that the 85th percentile speed is the ideal speed for safe travel.

85th-percentile-speed-limits

Thanks to a new finding soon to be included in Objective Management Group's (OMG) evaluations and assessments, the sales equivalent of this data shows a correlation between spoken words per minute and sales effectiveness, identifying the safest speed or pace to deliver sales messaging.

During 2019, OMG began asking salespeople who were being evaluated to provide their value proposition and elevator pitch on video.  Prior to 2019 we simply asked them to type their elevator pitches and value propositions.  The change occurred because we believed we could learn more from audio and video.

Today, we reviewed data from the most recent 3,000 or so videos and we observed that salespeople who delivered their messages at 110 words per minute, had sales competency scores that were higher than 93% of all salespeople.  The ideal range - between 100 and 120 words per minute - places that group in the 85th percentile where their percentile score is better than 85% of the sales population.  The actual range for all salespeople was recored at between 40 (they probably had several seconds of empty recording at the beginning and/or end of their recording) to 230 (they were in a big hurry to get this over with!).

The magic of 110 words per minute is that it's easy to listen to.  A prospect is more likely to hear the entire message whereas a much slower pace is painful and a much faster pace will likely cause prospects to tune out.  The easy-to-take speed of 110 is also less threatening to a prospect, thereby lowering the risk of causing prospects to become resistant.

Pace isn't the only thing we discovered.  We've known from years of collecting value propositions and elevator pitches that the real problem is that most salespeople from most companies have horribly flawed messaging.  The messaging is often weak, rambling, off-target, vague, inconsistent and most importantly, not worded so as to differentiate.

Finally, when does pace matter?  When you're making your first call, when you're asking questions, and of course, when you're presenting!

Work on your messaging and moderate your pace to achieve performance worthy of the 85th percentile!

Share your thoughts about this in the comments for the LinkedIn discussion of this article.

Image Copyright iStock Photo

Topics: Dave Kurlan, OMG Assessment, Value Proposition, messaging, elevator pitch

You're Normal and Your Sucky Salespeople are Probably Normal Too!

Posted by Dave Kurlan on Tue, Sep 03, 2019 @ 16:09 PM

normal

Do salespeople report up to you?  Do you get frustrated with half to three quarters of them?  

Is it a good day when a new opportunity is added to the pipeline?  Is it a better day when they close a new piece of business?  Do you wish you could double or triple the amount of activity, number of opportunities and deals that close?

Are they generally good people and you feel like they don't deserve to be terminated?  Do you like them too much to give them an ultimatum?  

When you try to coach them, do you get frustrated because they say they understand but when they talk with a prospect or customer they don't do what you coached them to do? 

Do you think it's you?

Have you resigned yourself to the fact that they aren't going to improve?  When you look at it objectively, are they helping your competition more than they are helping you and your company?  

You're not crazy and it's not you - at least it's not your fault that you haven't been able to fix them.  The data from Objective Management Group proves that from the 1,894,193 salespeople that have been assessed and/or evaluated in 21 Sales Core Competencies, 50% of them just plain suck and another 25% are merely serviceable.  In other words, it's exactly what you probably have on your sales force today.

One of the reasons your salespeople can't do the things you ask and suggest is their Sales DNA.  If it's weak, and it probably is, there can be as many as six major weaknesses that prevent them from executing sales process, methodology, strategy and tactics.  That makes it nearly impossible for sales managers who don't know or understand the role of Sales DNA to coach up their salespeople.

You might be one of the sales managers or sales leaders who fall into the 93% that don't coach enough and don't coach as effectively as required.  Since you're in the majority, there's nothing to feel bad about.  You simply haven't been shown how to make coaching salespeople a magical experience.  But it doesn't have to be that way.  There is help available and I would like to personally invite you to attend the magical two-day event that will change everything, show you how to fix your salespeople, change your life and increase your earnings.

Attending this program will get you a 28% increase in sales - quickly and easily - by applying what we teach and demonstrate.  We will show you the magic ingredients to effectively coach your salespeople each day.  What would a 28% increase in revenue mean for your budget, earnings and career?  Watch this video.

 

Follow in the footsteps of the hundreds of sales leaders who came before you and join us for two days on November 13 and 14 in Jersey City.  Learn more here.

We hope to see you there!   Bonus for my readers! Use this link to register and save $100!

Topics: Dave Kurlan, sales core competencies, sales management training, sales leadership training, sale leadership, OMG Assessment

The Best Salespeople are 791% Better at This Than Weak Salespeople

Posted by Dave Kurlan on Wed, Jul 17, 2019 @ 18:07 PM

criteria

The first contractor got a proposal to us within a few days, the second contractor got a proposal to us later the same day and the third contractor gave us a price on the spot.  On the responsive scale, the third contractor was the best. 

Certainly, responsiveness is not the only criteria that prospects weigh as part of their decision-making process.    They may also consider:

  • Trustworthiness
  • Timeline of the deliverable(s)
  • Referrals
  • Expertise
  • Credibility
  • Personality
  • Understanding of your needs
  • Fit
  • Price
  • Chemistry
  • Ease of working with
  • Capabilities
  • Your comfort level
  • Reputation
  • Proximity
  • Flexibility

The list isn't complete as I'm sure there are more.  

Although price is only one of 18 criteria listed, it's the only objection salespeople ask for help with.  Salespeople don't ask if we can help with the reputation objection, chemistry objection or personality objection.  With salespeople it's always about price.

The thing is, if you have a reputation problem, or any of the others on the list that aren't price, they may be difficult or impossible to overcome.  Price, the criteria salespeople obsess about, can be eliminated when salespeople sell value.  That's not accomplished by talking about value, saying there's value, or adding value.  It occurs when salespeople bringing the actual value to the customer.  Salespeople must be the value.  When customers perceive that you provide a value that others don't, your higher price won't matter.

Objective Management Group (OMG), which has evaluated and assessed 1,879,518 salespeople, has some data on selling value, one of the 21 sales core competencies we measure.  41% of all salespeople are strong at value selling, but that's deceiving because only 11% of the bottom half of all salespeople have selling value as a strength and that group's average score is just 46%.  On the other hand, 97% of the top 5% of all salespeople have selling value as a strength and their average score is 87%.  Top salespeople are 791% more effective at selling value!

Why is there such a difference?

72% of all salespeople have non-supportive buying habits and understand it when their prospects shop for the lowest price, comparison shop or think it over.  Yet, if you break it down by performance, it's quite a different story.

Only 23% of elite (top 5%) salespeople have non-supportive buying habits but it gets a lot worse from there and quickly.

46% of strong (next 15%) salespeople have it, 72% of serviceable (the next 30%) salespeople have it and 89% of weak (the bottom 50%) salespeople have non-supportive buying habits.

You might be thinking, "It can't be that big of a deal if almost a quarter of the best salespeople in the world have this weakness and they're doing fine," and you couldn't be more wrong.  Understand that if the best salespeople have this weakness, it's likely the only weakness they have and their considerable strengths, grit and tactical selling competencies make up for it.  On the other hand, most of the weak salespeople have many more weaknesses and too few strengths to compensate.

Almost ALL of the bottom 50% buy in such a way that their habits don't support ideal sales outcomes.  And sales training won't fix that.

What does?

You have to change the way you buy things!

Join the discussion for this article on LinkedIn.

Image copyright iStock Photos

Topics: Dave Kurlan, OMG Assessment, self-talk, buying criteria

Why Coaching Causes Some Sales Managers to Hold On for Dear Life

Posted by Dave Kurlan on Mon, Mar 04, 2019 @ 05:03 AM

holding-on

Over the past few months I've been coaching 30 sales leaders from 3 companies and while most are trying their hardest to do everything I recommend, apply everything they learn, and coach as instructed, there are several that don't follow through and fail to move the needle for their teams.  A few don't want to be coached.  A few don't think they need to be coached.  A few are too proud to be coached.  A couple are too mentally challenged to be coached.

Avoidance aside, there are six scientifically proven reasons for their struggles and I'll share them with you here.In the table below, you'll see data from Objective Management Group, which has evaluated 1,838,327salespeople and sales managers.  The first three Sales Management Competencies shown in the table are from the category of Sales Management DNA. They are shown below  as weaknesses.

Sales Management Competency

Percentage with Competency as
a Weakness 

Controls Their Emotions 55%
Supportive Beliefs 100%
Supportive Buy-Cycle 65%

100% of sales managers have Self-Limiting Sales Management Beliefs. Let's say that their beliefs include, "coaching won't work" or "my salespeople won't follow a sales process" or "If I hold my salespeople accountable they'll quit" or "If I debrief their calls the way you instruct they'll hate me" or "I could never learn to role-play the way you teach it."  If they have any of those beliefs, what are the chances that they can apply what they're learning from me or anyone else?

65% of sales managers have Non-Supportive Buy-Cycles.  This means that they make their major purchases in a way that will not support ideal sales outcomes.  It could be that they look for the lowest price, comparison shop, think things over, think a relatively small amount of money is a lot of money, they do research, or some combination of those things.  If that's the case, and a salesperson comes back with a put-off, objection or excuse, the sales manager won't be any more effective coaching the salesperson than the salesperson was dealing with it with the prospect.

55% of sales managers become emotional. They're talking to themselves or thinking too much and as a result, their listening skills won't be optimal.  If they attempt a role-play to demonstrate the coaching strategy, they might jump ahead instead of doing a slow, consultative role-play, following up answers with appropriate new questions to ask.

Those aren't the only factors.  Two more come from the category Will to Manage Sales.

Sales Management Competency

Percentage with Competency as
a Weakness 

Commitment 23%
Takes Responsibility 55%
Coaching 90%

23% of sales managers lack Commitment, suggesting that they won't do what it takes when that is outside of their comfort zone.

55% of sales managers are Excuse Makers and when they rationalize why coaching won't change anything, why some salespeople can't be coached, why coaching them the way I recommend won't work, nothing will change.  Excuse making must be snuffed out from the top down.

The five competencies we discussed above don't even take into consideration the actual Coaching Competency shown above.  Unfortunately, 90% of sales managers are weak in the coaching competency.

When you put all of this together, it's easy to understand why some sales managers struggle so much when it comes to coaching.

I can help!  Each year I host the top-rated Sales Leadership Intensive where, for two long days, we help sales managers develop their ability to consistently and effectively coach up their salespeople.  As of this writing we had around 5 seats left for March 19-20 so if you can make it I promise it will be life-changing. This is the best coaching-specific training you will get anywhere!  You can learn more here

Image Copyright iStock Photos

Topics: Dave Kurlan, Sales Coaching, sales management competencies, OMG Assessment

Elite Salespeople are 26 Times More Effective at This Competency Than Weak Salespeople

Posted by Dave Kurlan on Tue, Aug 14, 2018 @ 11:08 AM

pitcher

As you know, I'm a baseball guy.  I wrote the best-selling book that merged baseball and selling, my son is a ranked high school catcher and I use baseball analogies in many of my articles.  With apologies to soccer, hockey, football, basketball and golf fans, no sport is more analogous to selling than baseball.

Before we get to sales and the data, let's take a quick dive into the most important skill position in baseball, pitching.  Even that's a sales word!  Pitchers don't have to throw hard if they have great control and effectively and consistently locate their pitches.  Hard throwers don't need to be as precise as long as they have a second and third pitch to keep the hitters off balance.  Pitchers who throw hard, locate their pitches and have a 4-pitch mix are elite.

One group of special pitchers are the closers.  They typically enter games in the 9th inning, throw hard and close out the game.  For example, Craig Kimbrel, the Boston Red Sox closer, has been such a guy.  Entering play on August 14, 2018, he has appeared in 49 games, pitched 49 innings, has amassed an amazing 75 strikeouts and has saved 35 games in 39 chances.  At the other end of the spectrum, less effective pitchers usually fail in the closer role because they don't dominate the hitters.

Pivot to sales.  Elite salespeople don't need to close and weak salespeople suck at closing.  Want proof?  Let's review some data from 1831605 evaluations and assessments of salespeople conducted by Objective Management Group (OMG).  You can see and play with the data here.

closer-competency-1

Only 108,000 out of 1,800,000 salespeople are strong at the closer competency and 63,000 of them are from the elite top 5% and the next group of 20% who are strong.  This proves that salespeople who are strong at the 7 Sales Core Competencies that precede closing don't need to be strong closers.  Those 7 competencies are:

  • Hunter Competency
  • Sales Process Competency
  • Relationship Builder Competency
  • Consultative Seller Competency
  • Value Seller Competency
  • Qualifier Competency
  • Presentation Approach Competency

The data also proves that the remaining 75% of salespeople who are serviceable or weak and also ineffective at most of the 7 Sales Core Competencies that precede closing, can't close even when they try!  Closing is so overrated!

Join the discussion of this data on LinkedIn.

Image Copyright iStock Photos

Topics: Dave Kurlan, sales core competencies, objective management, closing deals, OMG Assessment, delayed closings

Eliminate Delayed Closings Once and for All

Posted by Dave Kurlan on Mon, May 14, 2018 @ 06:05 AM

leavesA long time ago I realized that in the suburbs outside of Boston, new leaves reach full size each Spring on May 11.  This year, with the cold April we endured, May 11 came and went and the leaves were delayed.

That said, spring leaves on May 11 are exponentially more predictable than pipeline opportunities.  Why might an opportunity not close when it was forecast to?

Technically, there are seven possibilities:

  1. Closes as forecast and you win.
  2. Closes when forecast and you lose.
  3. A short delay that you will close
  4. A short delay that someone else will close
  5. A long delay that you will close
  6. A long delay that someone else will close
  7. A delay of any duration that results in no decision.

And why might those conditions apply?

  • Your CRM application wasn't configured to properly calculate the projected close date
  • Your sales process/CRM application does not include a scorecard that scores and predicts a win
  • The opportunity was not thoroughly qualified because the salesperson:
    • didn't know how
    • wasn't aware of the need
    • fear or discomfort
    • ignored what the prospect said
  • The salesperson had happy ears

The statistics on salespeople evaluated and assessed by Objective Management Group (OMG) show us that only 27% of all salespeople have the Qualifier Competency as a strength.  The top 10% of all salespeople only have an average of 77% of the attributes of a Qualifier and all salespeople average 53%.

The same statistics show us that only 30% of all salespeople have the CRM Savvy as a strength.  And the top 10% of all salespeople only have an average of 64% of the attributes of CRM Savvy and all salespeople average 43%.

And 27% of all salespeople have the Milestone Centric Sales Process as a strength while the top 10% of all salespeople only have an average of 66% of the attributes of the Sales Process Competency and all salespeople average 49%.

Of the nearly 6,000 candidates that were assessed in the past 4 weeks for sales positions, 38% of them "think it over" when making major purchases.  That makes them vulnerable to prospects who wish to think it over at closing time, extending the sales cycle, and causing a delay. because they "understand."

See OMG's statistics in all 21 Sales Core Competencies and filter by industry as well as your company.

Preventing delays can't always be avoided but more thorough qualifying makes a huge difference.  The key is asking more questions.  When you think you have asked enough, there are always a few more you can ask.  For example, in this article, the difference between "nice to have" and "must have" are often the difference between delays and closes.  This article shows that the when salespeople meet with the actual decision makers they are 56% more likely to close the business.

Image Copyright iStock Photos

Topics: Dave Kurlan, sales CRM, qualifying, OMG Assessment, steps in a sales process, delayed closings

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

New Data Reveals Why Veteran Salespeople Are Not Better Than New Salespeople

Posted by Dave Kurlan on Mon, Apr 16, 2018 @ 21:04 PM

I mined Objective Management Group (OMG) data and compared salespeople who have been with their company for 10 years or more, with salespeople who have been with their company for five years or less.  Theoretically, the veteran salespeople should be better and stronger in every way.  But are they?  Let's take a look and then let's discuss exactly what we are seeing and why.

The first dashboard shows the average scores for all salespeople who have been at their companies for more than ten years.

 

10-yrs

 

The second dashboard shows the average scores for all salespeople who have been at their companies for between one and five years.

 

5-yrs

 

If you look closely, there is almost no difference in Sales Quotient, Sales DNA or Selling Competencies; the scores are extremely close.  The clear difference is in the category of Will to Sell.  The salespeople who have been at their companies for ten years or more have lower scores for Desire, Commitment, Motivation and Responsibility.  The only Will to Sell finding where the veterans scored higher is in Outlook - how they feel about themselves.  

How do you interpret these differences?

It seems to me that the vets are more comfortable and complacent then those who haven't been there as long.  It also proves what I have intuitively known for years.  On their own, salespeople don't usually improve unless they are receiving quality sales training and effective coaching.  Wouldn't you think that salespeople who have at least five more years of experience selling at their company and into their market would be at least a little better than those with five years or less of the same experience?

Unfortunately, that simply isn't the case.

We can blame the salespeople for not investing in their careers; we can blame their companies for not investing in their salespeople.  There certainly isn't a shortage of sales experts, trainers, coaches and gurus to go around.

Check out the professions listed for high school career days.

Check out the the majors that colleges and universities make available.

Check out my White Paper on Trust that shows that people, including salespeople, generally distrust salespeople.

The overwhelming majority of salespeople did not choose sales as a profession and the mainstream views sales as a dishonorable profession. I wouldn't be surprised if some in sales still believe that their current role is temporary.

We should be angry with some of the negativity that undermines sales at its core. Until we can change some of this thinking, it may continue to be difficult to help salespeople improve.

You can check out OMG's data in all 21 Sales Core Competencies here.

Topics: Dave Kurlan, OMG Assessment, 21 sales core competencies, grit

B2B Salespeople Send 16,000+ Unqualified Proposals Each Day!

Posted by Dave Kurlan on Wed, Nov 29, 2017 @ 21:11 PM

unqualified.jpg

If you have a role in sales or sales leadership then what could be better than knowing exactly how you and/or your salespeople REALLY compare with the other salespeople in your industry or in the world?  Could anything be more fascinating than a visual or infographic depicting how effective your sales force is at various aspects of selling?  And what if these visuals could demonstrate that B2B salespeople create and send more than 16,000 inappropriately timed proposals each day?  Cool, huh?  More on that data in a minute.

Earlier this year we introduced a free public site where you could actually see how your salespeople compared in each of the 21 Sales Core Competencies.  Recently, we improved the site so that in addition to average scores and comparisons in each competency, you can see the percentage of salespeople that have each competency as a strength.  Check it out here!

I love some of the new infographics we have developed to show clients the capabilities of their sales force.  For example, check out this slide that visually tells the story of how their sales force sells.  The number in each pie chart is the average score in each competency and the colors indicate the percentage of salespeople that have that competency as a strength, weakness or in between.  For example, the highest average score for this sales force is for the value seller competency but only 1/3 of the sales force has value seller as a strength.

sales-story.png

This is a cool slide.  It shows the 8 sales leadership competencies that we measure in the outer ring and his tendency by rank outside the ring. When a tendency is not aligned with a strength we have a problem.  For example, in this slide, strategic thinking is green - a strength - but strategy is ranked 6th out of 8 as a tendency and recruiting - a weakness - is ranked 1st out of 8 in his tendencies.  Those are both problems!  Gene should be spending much more time on strategy and much less time on recruiting.

leadership-slide.png

We reevaluate a sales team after a year or so and this is how we show the change in a particular competency.  In this slide the average score increased from 39 to 47 in the Consultative Competency and there were improvements in most of the attributes and half of the salespeople now had this competency as a strength.

checkpoint-slide.png

My favorite slide is the one where we restage the company's pipeline according to what's real.  In the slide below,  we looked at 717 late stage proposal ready opportunities.  If they were all truly late stage, the visual would have looked like the umbrella stand in the middle image.  However, our analysis caused 36% of the opportunities to move back to the suspect stage and 33% of the opportunities back to the prospect stage.  Only 27% were actually closable and another 4% were qualified.  This company prematurely sent 494 unqualified proposals!

pipeline2.png

This company is not unusual.  If their 239 salespeople produced 494 unqualified proposals, then how many inappropriately timed proposals do 4.5 million B2B salespeople produce?  A little more half are in inside sales roles that handle the top of the funnel.  That leaves around 2 million B2B salespeople who are making 4,133,891 premature unqualified proposals per year or 16,535 per day!

We have around 50 more infographics like these that help to visually show how well equipped a sales force is to compete, win more business and grow revenue.  We identify all of the gaps and issues to be addressed and recommend a plan of action to accelerate sales effectiveness. 

 Most importantly, we provide answers to the questions that companies cannot answer on their own.  If this interests you, excites you or is something you want us to do at your company, just email me and I'll forward it to the appropriate person.

Image Copyright iStock

Topics: Dave Kurlan, Consultative Selling, sales force evaluation, sales leadership, sales core competencies, OMG Assessment, sales proposal

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Best-Selling Author, Keynote Speaker and Sales Thought Leader.  Dave Kurlan's Understanding the Sales Force Blog has earned medals for the Top Sales & Marketing Blog award for eight consecutive years. This article earned a Bronze Medal for Top Sales Blog post in 2016, this one earned a Silver medal for 2017, and this article earned Silver for 2018. Read more about Dave.

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