Get Out Your Calculators
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Some Statistics: – 90% of all hiring decisions are made from the interview – Traditional interviewing is only 14% accurate – More than 30 million people have secured a job by lying on their resumes
More Facts Hiring the right salespeople is the first step in developing an effective and dynamic sales force. Therefore, you must have a comprehensive recruiting process that will allow you to seek out top performers.
Can Sell Vs. Will Sell A:
Can Sell - Will Sell Michael Jordan
B:
Can Sell - Won’t Sell Sales Imposters
C:
Cannot Sell - Will Sell “Rudy” (The Movie)
D:
Cannot Sell - Won’t Sell
Can Sell Will Sell
Can Sell Won’t Sell
A
B
Cannot Sell Will Sell
Cannot Sell Won’t Sell
C
D
Traditional 4 Step Process 1). Advertise
2). Collect Resumes 3). Interview - Make offer 4). Hope and Pray
Q: Why Are Sales Hiring Results So Poor?
The Traditional Hiring Process Doesn’t Work in SALES
Step One: Advertise Your Sales Position
Most ads are boring and describe the position, and the company.
Step Two: Read Stacks of Resumes
Resumes Stink … …Like Skunks
Resumes are nothing more than “candidate brochures” …probably written by a resume writer.
Step Three: Interview & Sell the Offer
Salespeople are better at interviewing than you are!
Step Four: Hope & Pray
The Traditional Hiring Process is BROKEN!!!
So What’s the Answer?
Identifying Your Ideal Candidate Although some or all of these criteria may appear very obvious, most companies seldom take the time to properly identify the ideal sales candidate. THIS STEP IS EXTREMELY IMPORTANT!
What is the genetic makeup of the
ideal,
perfect PERS salesperson?
Attitudes
Behavior The DNA of a Sales Superstar
B.A.S.E. The Sales Quotient
Skills
Environment (Fit)
Behavior • Goals • Goals Plan • Tracking System • Forecasting Accuracy • Prospecting Discipline • Focus & Follow-Up • Paperwork • Work Ethic • Time & Workspace Management
Attitudes • • • • • • • • • • •
Desire/Passion Commitment Accountability/No Excuses Outlook/Self-Esteem No Money Weaknesses Supportive Buy-Cycle (Decisiveness Index) Controls Emotional Involvement (Triggers) No Need for Approval/Bravery Supportive Beliefs High Adversity Quotient Killer Instinct
Skills • Asking Potent Questions • Effective Listening Skills • Early Bonding & Rapport/Relationship Building • Creates & Cultivates Referral Relationships • Reaches Decision Makers • Learns Why Prospects Buy • Get Commitments/Decisions • Uncovers Actual Budgets • Qualifies Proposals/Quotes
Environment (Fit) • • • • • • • • • • • • •
Experience Competition Pricing Hunting vs. Farming Appearance Management Style Match Sales Cycle (Length) Closing DISC Compatibility Cultural/Values Match Customer Development Model Method of Compensation Product Knowledge
Why Is PERS Selling Different Than Security Alarm? • Can be more emotional • Subscriber is frequently not paying for it
What’s Important • Relationships • Trust – Suggested Reading “The Trust Project”, a White Paper by Dave Kurlan
• Identify the motivator – Pain – Fear – Gain
Hunter Uses Sales 2.0 Tools Attends Networking Events Prospects via Phone and/or Walk-ins Gets Referrals from Customers/ Network Reaches Decision Markers Schedules Appointments Prospects Consistently
Consultative Seller Asks Good Questions Asks Enough Questions Quickly Develops Relationships Not Presenting at Inappropriate Times Uncovers Compelling Reasons to Buy Understands How to Prospect Will Buy Takes Nothing for Granted
Account Manager Has Strong Relationships Will Meet/Talk with Decision Makers Will Know the Real Budgets Will Handle Organizational Politics Will Manager Time Effectively Won't Feel Urgency to Close Business Won't Alienate People
Has No Need for Approval Recovers From Rejection Maintains a Full Pipeline Will Prospect
Wont Have Trouble Asking Tough Questions Will be Able to Listen/ Ask with Ease
Won't Look for New Accounts Will Make Friends Everywhere Will Follow Up Often
Closer Gets Prospect To Agree To Make Decision Wont Make Inappropriate Quotes Will Meet with the Decision Maker Will Find a Way to Close Wont be Overly Patient Unlikely to be Derailed by Put-Offs Not Likely to Take "Think it Overs" Isn't Looking to be Liked Will Stay in the Moment at Closing Time
Farmer Handles "It's a Lot of Money Objection" Has Closing Urgency Attempts to Close Won't Panic Over Objections Won't Accept PutOffs Won't "Understand" Most Objections Won't Alienate Customers Will be Very Likable Unlikely to be Distracted by New Accounts
Ambassador Very Likable Networks Well Will be Effective with People Likes Being in Sales May Follow Up without Reason Will Waste a Lot of Time Prefers to Make Friends Little in the Way of Selling Skills
Skill Sets Required
Qualifier Uncovers Actual Budget Meets with Decision Maker Knows the Compelling Reasons to Buy Knows Decision Making Process Asks about Everything Will Discuss Finances Handles High-Ticket Pricing OK Doesn't Let Being Liked Get in the Way Able to Stay in the Moment Self-Limiting Beliefs Won't be an Obstacle
Health Care Workers Are Perfect Right? • Service vs sales • Patient vs company • Can they command respect? • Are they appropriately motivated? • Does the compensation plan support the right behavior?
Crucial Elements of Success Equals Incentive to Change Desire
Commitment
Outlook
Responsibility
Hidden Weaknesses
Buy Cycle
Approval
Emotions
Money
Records
Models • Referral based • Pull marketing – Internet – Advertising – Flyers to inform (alarm) clients
• • • •
Referral Based - What’s Important
Hunting Confidence building Persistent Activity plan: Leading indicators – Still need to manage the activity – Might be contacts, and speeches as opposed to appointments – Need to pay attention to critical ratios – Need to be Ambassadors but also must have a need to close business • How to get people to trust them – Personality styles – Relationship building specifics • Be viewed as expert
Pull Marketing • Sales via phone • Relationship building without visual – Communication pie: More difficult to build trust Words – Tone, pausing 7%
Non-Verbal 55%
Tone 38%
Sales Cycle • Typically the actual sales cycle is very short if speaking directly with the subscriber or sponsor (the one paying for subscriber) – Must be able to close in one call – Supportive buy cycle
• Getting the trust of the referring party may be significantly longer – Incumbent they trust or like – Wariness because of bad experiences – Frequency and consistency is key
The Search: Writing the Ad Component
Description
Heading
Description to get the candidate’s attention.
Must Have
Your candidate must have these skills and experiences.
Should Have
Your candidate should have these skills and experiences.
Income Requirements
The candidate must have previously earned at least this much money.
Instructions
Include the e-mail to begin automation.
The Search: Writing the Ad Important rule of thumb… describe your candidate and their rich history! Your ideal candidate should recognize himself in your description and you will differentiate your ad from the other companies.
The Tools of STAR Using a Predictive Assessment • Use it early in the process to knock out candidates • Trust the Objectivity
The 5 Minute Phone Screen •
• • •
Phone Skills Interpersonal Skills Selling Skills Match to Criteria
Reality Check • There is one reality that we should address here. It is very difficult to interview effectively when interviewing is not a full time practice. That difficulty is magnified when we consider that most managers have not been properly instructed to interview salespeople!
Interview (Make It an Audition) – To see the real person… don’t make “nice” – Put pressure on them – 30 – 45 Minutes – Use sample questions from the test printout – Use the missing info from the resume • Are they who they say they are? • Is their past success a good predictor of success with you?
The First Interview • • • • • •
Will they develop bonding and rapport? Will they prospect? How well do they control their emotions? How much need for approval do they have? How are their listening skills? Will they close?
STAR Completion It Doesn’t End with the Hiring
OFFER
1ST 90 DAYS Ramp up
Success Conditioning
How To Accelerate and Build a World Class OVER-achieving Sales Team 1
2
3
4
5
DECISION “BE THE BEST”
EVALUATE SALES FORCE
RAISE YOUR EXPECTATIONS
RAISE THEIR EXPECTATIONS
HOLD THEM ACCOUNTABLE
Questions • If you want the Sales Ghosts Calculation Worksheet email Michele at
[email protected] • If you want The Trust Project white paper email Michele at
[email protected] • If you want to contact me directly:
[email protected] or 614-396-6544 www.braveheartsales.com Blog: http://blog.braveheartsales.com/ • Survey Cards
Gretchen Gordon Braveheart Sales Performance 7100 North High Street, Suite 207 Worthington, Ohio 43085 (614) 396-6544
[email protected] www.braveheartsales.com blog: http://blog.braveheartsales.com/
