A few years had passed since the last time I wrecked an hbr.com (Harvard Business Review online) article about sales. If you haven't been reading the Blog for the last sixteen years you may have missed my previous fourteen take downs.
Why Do You Think Harvard Business Review Does This When it Comes to Sales?
The Challenge of the Challenger Sales Model - The Facts
Harvard Business Review Blog Off Target on Sales Greatness
Harvard Business Review Blog Post Gets Salespeople Wrong
Harvard Business Review Hit and Then Missed the Mark on Sales
How Wrong is the Harvard Business Review Article on How to Hire Salespeople?
Revealing Study of Salespeople Makes News at HBR
Another HBR Article on Sales Leaves Me with Mixed Feelings
Top 10 Questions for Salespeople to Ask and Stay Away From
What Customers Expect From Your Salespeople and More
HBR or OMG - Whose Criteria Really Differentiate the Top and Bottom 10% of Salespeople?
More Junk Sales Science in HBR Blog
Now That You Have a Sales Process, Never Mind
Is SELLING an Afterthought in Today's Sales Model?
Dan Caramanico alerted me to this dubious September 19, hbr.com article that explains their 5 Skills Every Salesperson Needs to Succeed. It took three consultants to screw in the lightbulb that illuminates their five stupid-as-shit skills so let's take a look:
The five skills they claim everyone should have are not sales skills at all. In their defense, their title doesn't state they are sales skills, but instead, skills that salespeople need to have. As you read these, ask yourself, does EVERY salesperson need these skills, do certain salespeople need these skills, or do any salespeople need these skills?
- Anticipating the Customer's Tomorrow
- Collaborating Inside and Out
- Leveraging Digital and Virtual Channels
- Ability to Get Power from Data
- Capacity to Adapt
The three authors looked at sales job postings on Indeed and extracted their five skills of choice by looking at some of the requirements listed by enterprise companies, like Apple, Grainger, Microsoft, Pfizer, Bank of America and 3M.
Enterprise companies are rarely representative of small, medium and mid-market companies. If we study industries that are considered old-school, like industrial distribution or building materials, they wouldn't even consider skills like these being associated with sales. They're just learning what CRM is!
Let's look more closely at #3, digital and virtual. This requirement simply states that salespeople must be able to use the tools that all salespeople have learned to use, like Zoom, LinkedIn, MS Office, and CRM. In this day and age, those requirements are no different than twenty years ago when it was a requirement for a salesperson to have typing skills!
If we look at the top five sales skills that every salesperson - EVERY SALESPERSON IN EVERY ROLE - needs to have in order to succeed, I would choose these (data courtesy of Objective Management Group (OMG):
- Reaches Decision Makers - you can have all five of the skills listed in the hbr.com article but if a salesperson can't reach and meet with the decision maker, the skills listed above and below cannot be leveraged. Salespeople who reach decision makers are 341% more likely to close the business.
- Consultative Seller - Salespeople must uniquely differentiate themselves and provide the prospect with an ideal solution that is both cost and needs appropriate. The best way to do that is with a consultative approach based on excellent listening and questioning skills, attributes of the Consultative Seller competency at which only 11% of all salespeople are strong
- Value Selling - The ability to sell at a profitable margin is very important to most companies. Selling Value is the skill that drives profit but it requires a set of beliefs, strategies and tactics to support the effort. Simply spouting off a company's value proposition will not get the job done. Only 31% of all salespeople have Selling Value as a strength.
- Qualifying - The win rate is driven by a salesperson's ability to thoroughly qualify an opportunity and there is a direct correlation between unqualified and lost, and fully qualified and won. Only 21% of all salespeople have the Qualifying Competency as a strength.
- Sales Process - A custom staged, milestone-centric, customer-focused sales process will support and enhance a salesperson's ability to use a consultative approach, sell value and thoroughly qualify a decision maker's ability to buy. Only 34% of all salespeople have Sales Process as a strength.
These five skills are Sales Core Competencies at which all salespeople must be good. Compare these five competencies to the five skills in the hbr.com article and you will easily see that their five skills, without my five competencies, won't get a deal done. On the flip side, I would argue that my five competencies, even without their five skills, will still get a deal done.
There are 21 Sales Core Competencies with an average of 8 attributes per competency. OMG measures all 21 of them and there is an online tool where you can see the data behind all 21 Sales Core Competencies and break it down by industry and Sales Percentile. OMG has assessed 2,253,218 salespeople.