We Can't Teach... A Passion For Success!
Please note... if you are new to this blog, please go to the first entry and read from there. If you are returning, welcome back.
Over the years I have been very impressed with the top performers in each company with which I have been lucky enough to work. I always wondered what made them tick, and how could I clone them? At some point, I realized that a key function of a manager is to understand the answers to this question, and that our success would depend on finding the right answer(s).
In my opinion, it is critical for the top sales manager to clearly have a handle on what will make his team successful in the field territories. It is at the individual performer level one can get that handle, and the only way to grasp it is to get into the field and observe the successful sales people as s/he works... just observe, take the time to profile several individuals, and note the traits and skills that they are relying on to gain successes.
Throughout these profiles, there likely will be threads that describe the key ingredients... organization and administration commitment; communication and selling skills; technical knowledge; values and ethical commitments; and no doubt, a passion for the company, product and personal success. It is important to be able to clearly communicate to the sales organization what is learned, and what is expected from the sales people who will be on the team. Human Resource Management and recruiters need this information with priorities attached, in order to search for and present appropriate candidates for the development of a new team.
This is a situation where the "PROVERBIAL FLY ON THE WALL" concept should take precedence. On several occasions when I took over sales teams needing a major overhaul, I actually had the sales people I was profiling introduce me to customers as an observer, or consultant. This was so that I could observe the selling skills of the rep, and not involve myself in the sale. As these sales situations unfolded, I took mental notes and converted them shortly after to organized notes. At the end of the session, I sometimes requested from the customer, information about what they were looking for in a sales person. I also asked how the incumbent is doing. I often I got valuable information that allowed me to learn more quickly what the company needed and about how to coach the sales person.
Once the key ingredients are known, it is not a difficult exercise to organize these traits and skills into a hierarchy from critical (must have) down to needed for success. In the medical industry many of these are the same as in any business segment. I found that it was clinical experience, technical skills and a passion for success that invariably separated the 95% performers and above, from those who consistently performed at lower levels. Once I understood this, it became much easier to decide how to develop a team from the ground up... by choosing high potential performers based on their differentiating skills, experience and passion for success. Most of the other critical skills can be learned through training provided by the company or through outside consultants.
Of course, most of us start with a team and have to develop from within. It is important to let the team know what the keys to success are, and let everyone decide whether they will strive to achieve those traits... and demonstrate them consistently. When interviewing incumbent and potential new sales people, my most critical questions are around passion for success. Will the success come through achievements with the products our company offers? When well trained, competent sales people have a passion for success... it is a short step to that very success.
