Why More Salespeople Are Being Recommended for Difficult Selling Roles

Posted by Dave Kurlan on Thu, Jun 24, 2021 @ 15:06 PM

recommended

We are finally doing things we haven't done for quite a while including dining inside restaurants, flying, staying in hotels, going to and hosting parties, attending packed stadiums for sporting events and more.  Something else we haven't done for quite a while is revisit Objective Management Group's (OMG) sales selection statistics on the percentage of people that are recommended for various selling and sales management roles.

The last time we looked at recommendation data was in 2014!  In the seven years since we have seen a sluggish economy (2014-2016) with lots of candidates to choose from, a robust economy where candidates were very difficult to find and attract (mid-2017 to early 2020), a non-existent economy hammered by COVID (2nd quarter 2020- through the 1st quarter of 2021) with a decent supply of good candidates, and now back to a robust economy with good candidates scarce once again (2nd quarter 2021).

I was interested to learn how the recent recommendation data compared with the recommendation data from seven years ago.

First, let's define what a recommendation means.

Every OMG sales, sales management and sales leadership assessment has some criteria that is set in stone, some that varies with the difficulty of the role, and some that is client-side specific.  Candidates must meet the criteria in all three areas to be recommended.  Good salespeople are sometimes not recommended for certain roles because they aren't a good fit while mediocre salespeople are sometimes recommended for certain roles because they are a great fit.  It's too complicated to get into customization criteria in an article like this but the goal of OMG's candidate assessment is to get the right people into the right roles and there is a huge difference between all the possible selling roles in all the companies in all the industries where OMG assessments are utilized.

To get a sense for differences, even in the same industry, please refer to this article.

OMG allows five levels of difficulty for its sales roles, three for its sales management roles, and two for its sales leadership roles.  To give you a sense for how those difficulty levels differ, consider the following examples:

  • Little to No Difficulty - salesperson checks stock, fills stock with order updates.  An order-taker.
  • Some Difficulty - industrial sales of supplies used in maintenance, repair and operations (MRO) A better order-taker.
  • Moderate Difficulty - government sales, mostly bid work, but selling the reason to choose you at a higher price.
  • Considerable Difficulty - 6 or 7 figure consultative sale of capital equipment against formidable competition.
  • Significant Difficulty - 6 and 7 figure consultative sale of services to the C Suite in a long sales cycle competing against formidable competition

Now that you have some context for the difficulty levels, let's take a look at the before and after data and.

 

                                               2014                                                                                  2021

So what are the noteworthy changes?

The percentage of candidates being recommended for the most difficult and challenging sales roles has almost doubled!!  That's right.  Two exclamation points on that one.  Unfortunately, it doesn't mean that there are more strong candidates than seven years ago, but it does mean that companies are improving their ability to target and attract the good salespeople into their candidate pool.

Similarly, a higher percentage of sales managers are being recommended at the higher levels.  As with sales candidates, I attribute this to better targeting and attraction tactics.

The percentage of sales leadership candidates being recommended has dropped - a lot.  There are a lot more sales leadership candidates out there today than in 2014 and most of the candidates don't meet the significantly higher bar that exists for sales leaders today.

Finally, some HR and Sales Leaders are horrified and all recruiters are pissed when the so many of their candidates are not recommended.  But isn't that why you choose an accurate and predictive assessment like OMG in the first place?  You choose OMG to AVOID making the mistake of hiring someone who can sell but won't,  who sounds good but isn't, who sells you but doesn't sell anyone else, or who simply isn't a good fit for the role.

Check out OMG's accurate and predictive sales candidate assessments.

Image copyright 123 RF

Topics: Dave Kurlan, HR, hiring salespeople, sales assessment tools, top sales assessment, right salespeople right seats, OMG Assessment

Will Salespeople Travel or Continue to Work Remotely in 2022?

Posted by Dave Kurlan on Tue, Jun 01, 2021 @ 09:06 AM

May 29 was the day that nearly all COVID restrictions were lifted here Massachusetts.  How liberating! Or so I thought...

I went to the grocery store and was stunned to discover that I was the only person in the store not wearing a mask.  Either everyone in the store was unvaccinated, didn't believe the vaccine would protect them, or they were afraid to go out in public without the mask.

I returned to the store on Sunday and was stunned again when nearly everyone in the store was maskless.  It seemed odd that the masked and maskless numbers flipped in twenty-four hours but I loved it.  We were much closer to normal.  But it did get me wondering what normal means for sales teams moving forward.

My first attempt to understand how 2022 might look was to survey Objective Management Group's Partners (sales development experts that provide OMG's assessments to their clients).  Among other topics, we asked them two questions about travel and in-person training and here is what they had to say:

As you can see, roughly 30% are chomping at the bit to travel to an in-person event, but 20% are pretty sure they will be staying home.  While another 20% could be persuaded to attend, a huge group - nearly 30% - are undecided and would probably lean towards staying home.  So right now it looks split down the middle and these beliefs also reflect whether they would be comfortable leading in-person sales training events for their clients.

We also asked what kind of in-person event they would travel to attend and there was more clarity there, with longer, multi-day conferences having more appeal than shorter, one-day events.

Will salespeople be traveling in their territories, to their big customers, or to sales calls?

The answer appears to be, "It depends."

The decisions have a lot to do with what their companies are requiring them to do, what their customers need and are comfortable with, and salespeople finally being more comfortable selling virtually over video.  For a lot of old-school territory salespeople the transition to virtual was like pulling teeth and many of them can't wait to get back out there.  But will their customers allow them back on the premises?

Again, the answer is split with some customers saying, "Come on down!" and others saying, "No visitors."  In the US, a lot of it depends on geography with customers and sellers in red states much more comfortable with the old normal and customers and sellers in the blue states much more comfortable with the new normal.  In Europe, APAC, LatAm, and EMEA, the factors influencing a return to normal have more to do with containment of the virus with outbreaks continuing in many countries.

One of the big factors in all of this is school and daycare.  With many schools still closed, and some teacher's unions resisting orders to reopen in the fall, some parents are still forced to stay home and that trumps all of the other factors.

In conclusion, we are making progress, but we are still a hybrid mess with two parts fear, one-part comfort and three parts of the unknown all mixed together.  That means for the foreseeable future, there will still be a lot of virtual selling, servicing, training and coaching taking place.

Topics: Dave Kurlan, OMG Assessment, remote selling, selling virtually, sales travel

Masks and Sales Assessments - You Lose a Little Freedom and Control for Safety and Confidence

Posted by Dave Kurlan on Fri, Sep 18, 2020 @ 13:09 PM

mask-in-public

A short end-of-the-week post.

Earlier this week I wrote this article about correlation versus causation.  I compared analyzing restaurant dining and positive Covid-19 tests, and assessment findings and results.  This article will depart from correlation and causation but we'll still use the Pandemic as a metaphor for certain sales assessment experiences.  

I wear a mask whenever I leave the house or the car.  As someone in the vulnerable age group for Covid-19, a mask makes me feel much safer and more confident when I encounter other people.  When I wear my mask, I lack some of the freedom I previously had and I lose some control because I can't see where my feet are when I'm walking down a flight of stairs!  Of course that's only problematic if I miss a stair and knock on wood, that hasn't happened in the first 6 months of the Pandemic.

You lose a little freedom and control but you feel a lot safer and more confident when going out in public.

The same thing happens when clients use Objective Management Group's (OMG) accurate and predictive sales candidate assessments.  They lose a little freedom because they no longer arbitrarily interview salespeople who they feel like interviewing, and refrain from simply offering positions to people because they have a gut feeling about a candidate.   However, they lose some control because one half to two-thirds of the candidates will not be recommended when they aren't great fits for the particular sales role for which the company is hiring, or simply aren't very good salespeople - period.

HIRING-PANDEMIC

Companies that use OMG sales candidate assessments for sales selection are seeing huge improvements in applications, assessments completed (the candidate pool), and a sharp decrease in recommended (more lousy sales candidates and/or imperfect fits for the role) candidates, cost per assessment, days to hire and compensation.

quota-attrition

Companies that use OMG for sales selection have 80% higher quota attainment, and 238% lower attrition. 

You lose a little freedom and control to feel a lot safer and more confident when offering sales candidates a position.

Image copyright 123 RF

Topics: sales assessment, Dave Kurlan, sales recruiting, hiring salespeople, OMG Assessment, sales selelction

An Inside Look at Why 3 Good Salespeople Failed and 3 So-So Salespeople Succeeded

Posted by Dave Kurlan on Thu, Jan 09, 2020 @ 06:01 AM

failure

You hired a great salesperson that didn't work out.  You hired a so-so salesperson that did work out.  You hired another great one that kicked ass, and another one that was so-so.  That's the story of hiring salespeople.  It's mostly hit or miss with an emphasis on miss.

In this article I'm going to share an actual example that illustrates why this happens so frequently.  I'll show you tangible differences between three salespeople who succeeded and three who failed in the same role at the same company.

Most of the time when we perform these analyses the differences are usually seen inside of the 21 Sales Core Competencies - the performers are strong in the necessary competencies and the failures are not.

So let's dig into some data, shall we?

One of the ways that Objective Management Group (OMG) customizes a role configuration to recommend the ideal salespeople for a particular role is to conduct a top/bottom analysis.  We attempt to identify 15-20 scores or findings that differentiate the top salespeople from the bottom salespeople.  In small companies we use three tops and three bottoms.  In mid-size companies we use five tops and bottoms and in large companies ten tops and bottoms.

We manually analyze and compare those top and bottom salespeople against 280 scores and findings to identify those which differentiate the tops from the bottoms.  As I mentioned, the differentiations are usually found in the 21 sales core competencies or the attributes within those competencies.

Yesterday, I completed one of these analyses and the salespeople who were failing appeared to be stronger salespeople than those who were succeeding.  That's not good!  But I've learned to stay with it, not give up too soon, and remember that if I'm patient enough the differences will shine through.  That's how it happened with this team but many of the differences weren't in the 21 Sales Core Competencies.  They were simpler, more basic, and more behavioral.  Check out the screen shot below and I'll recap it beneath the image where you can see a sea of green at the top and a sea of red at the bottom.

top-bottom-Jan-2020

There were nineteen findings identified that were differentiators.  Only half came from the 21 Sales Competencies, like:

  • Sales DNA  (average of 6 Sales DNA Competencies) Score of >76
  • Supportive Buy Cycle (one of the Sales DNA Competencies) Score of >56 
  • Comfortable Discussing Money (one of the Sales DNA Competencies) Score of 100 
  • Handles Rejection  (one of the Sales DNA Competencies) Score of >60
  • Hunting (a pure selling competency) Score of >50 
  • Account Management (a selling competency) Score of >66
  • Prospects Consistently (an attribute of the Hunter competency)
  • Gains Trust Early (an attribute of the BuildsTrust competency - not one of the 21 Sales Core Competencies)
  • Makes Decisions (an attribute of the Buy Cycle competency)
  • Will Uphold Margins (an attribute of the Buy Cycle competency)

It was more unusual to see the following findings as differentiators.  These are more behavioral and are well outside the 21 Sales Competencies.  As you read through them you can clearly see why salespeople with decent selling skills would fail when these findings appear as weaknesses:

  • Time and Organizational Skills
  • Self-Starter
  • Works independently
  • Business Minded
  • Prior experience calling on SMB's
  • Prefer to be recognized for achievements
  • Previously sold into a very competitive marketplace
  • Figure it Out Factor >61 (a compilation of 10 findings that predict a quick ramp-up)
  • Compatibility with the Role's selling requirements - score of >67

If they can't get started, organized and work on their own, in a remote selling role, the chances of success are nearly zero, regardless of skills!

The minimum required scores for success change by role, company, industry, target customer, price points, competition, difficulty, complexity, sales cycle, resistance, and more.

The three salespeople from the company above that were failing didn't have bad selling skills.  Remember, I looked at 280 findings and their selling skills were good to excellent in many of the 280 findings.  But it's not if they can sell; it's if they will sell!  The Sales DNA scores, and the non-sales skill findings combine to show us that their tops WILL sell and their bottoms only CAN sell.

When a company has a way to measure can vs. will they can hire with confidence.  It's like having a crystal ball.

Every top/bottom analysis looks different and as a result, every role configuration for sales candidate assessments is different. The findings we incorporate are different and the minimum required scores are different. Success in one role, at one company, in one industry, with various levels of difficulty, complexity, calling into certain verticals or geographies, selling with certain price points against various levels of competition and various sales cycle lengths, all serve to uniquely change the requirements for success used in the role configuration.

A sales-specific, customizable, accurate and predictive sales candidate assessment like the one that OMG provides is the crystal ball for 29,000 companies and it's why OMG was just awarded the gold medal for Top Sales Assessment by Top Sales World for the 9th consecutive year.

You can see all 21 Sales Core Competencies here.

You can checkout OMG's Sales Candidate Assessments here.

Leave your comments on the LinkedIn thread for this discussion.

Image copyright iStock Photos

Topics: sales assessment, Dave Kurlan, hiring salespeople, top performers, OMG Assessment

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.

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

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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 medals for the Top Sales & Marketing Blog award for nine 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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