ebernick Extensive research by The Gallup Organisation conducted studies of sales forces for some of the best companies, companies that have carefully recruited and selected their representatives. Even in the best companies, it was found that 35% of the sales force did not have the talents necessary to achieve acceptable results predictably. This rather considerable group – one out of every 3 sales reps out there – is consistently in the bottom half of the performance curve.
The conclusion Gallup came to:
The idea that anyone can sell is nonsense.
Sales simply is not for everyone because consistent success in a sale career requires the presence of certain talents.
Compounding this problem is the tendency among many companies to develop and enforce policies designed for these poor producers rather than establish cultures and practices that support great performers. These policies do little to help poor performers and sometimes even drive away the best producers. Having put the wrong people in the wrong jobs, many companies waste enormous resources trying to postpone their inevitable failure.
Gallup’s research did not find any magic sales dust to sprinkle on poor performers to turn them around. Poor performers seem to be immune to both carrots and sticks.
Organisations will achieve greater results when they focus on turning good sales performer into great ones, and helping great performers understand how to stay on top.
What is the difference between a good sales-person and a great one? These differences include greater job satisfaction and a sense of engagement in their work. In fact, it’s this engagement that produces these exceptional results and directly contributes to building and retaining a core of loyal customers. Gallup’s research indicates that the happier you feel about your performance and the greater your satisfaction in your sales role, the more your customers want to buy from you. Sales people who are merely good may generate acceptable results, but they are less likely to create customer loyalty, and they hardly ever feel the same way about their work as a great salesperson does.
(Eberhard Niklaus uses Gallup’s research on what makes people perform better, in coaching managers and their teams to maximise performance, productivity and profitability. The content in this blog are extracts from “Discover Your Sales Strengths” by Benson Smith and Tony Rutigliano)
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