Why are so few salespeople highly successful? Why do talented, intelligent people, with outstanding products and excellent training, still plateau well beneath their potential?
In fact, many more salespeople fail than succeed, with less than a quarter typically reaching high sales levels. Just teaching someone product knowledge, sales skills, and activity-management processes, although necessary, won’t cause the person to sell successfully.
That’s because up to 85 percent of success in selling is rooted in feelings, attitudes, emotions and beliefs. Yet most sales training fails to take these critical factors into account, and as a result, most sales training ultimately fails the people (and the organizations) it’s supposed to be helping.
So say Sales & Marketing Management, in offering a Webinar to explore practical, proven ways of training professionals and sales managers to influence behaviors and attitudes that lead to higher levels of productivity and better bottom-line results. (Note: That’s easy to say; much more difficult to resolve).
I suggest an even more important bottom line. It takes a certain “personality-type” to sell, to be prepared for what a salesperson experiences. The prospect’s failure to listen, the rejection, mistrust and suspicion. The incredibly long lead-times from introduction to close. The jigs & jags along the way. An introvert can become a successful outgoing comedian; we’ve all heard about their introverted off-stage personalities. But an introvert seldom succeeds at sales if what they need to do day-in and day-out is in conflict with their basic areas of comfort. Within the agency world, many are educated in creativity and expression. Ironically, few ever receive training in new business development. In my experience, creative personalities struggle to fare well in a leading new business development role. But there’s hope; that’s not to say they wouldn’t fare well in a presentation role.
The lesson? Don’t try to fit a square peg in the round hole of sales.