Fact Based Reasons Why New Salespeople Fail by Dave Kurlan
Arthur Lozinski stashed this in Sales Training
* Ramp-Up Time - an important factor in determining whether a new salesperson is succeeding or failing is your baseline ramp-up time. When you don't know what your ramp-up time should be, you will be guilty of either not giving a salesperson enough time to succeed, or being overly patient, allowing too much time to pass before calling the newbie a failure.
It's good to set the expectation of how long they have up front.
REASONS SALES PEOPLE FAIL
Hunter Skill set - which attributes are missing? o
Conditions for Hiring - what are the conditions listed and did you follow them?o
Likely Problems - are the issues your struggling salesperson is running into listed among the likely problems?
Skills - how many are there and are they representative of the entire selling process or just the front end, middle or back-end?*
The Sales Manager - The sales manager is usually the biggest determining factor of sales success and the first place to look when it appears that salespeople aren't working out. o
Supervision - Are new salespeople being micro managed or at least closely managed? They should be. Are any of your new salespeople in a remote territory? A sure fire formula for disaster is a remote salesperson that is not being closely managed.
Expectations - Have expectations been set? Do your new salespeople know what is expected of them in the first 30/60/90 days, how they will be measured and how they will be held accountable?
Support - When two seemingly identical salespeople with identical assignments and territories have opposite results, it's usually because neither of them got the attention, direction, guidance, coaching, support, motivation and accountability that was needed, but one of them was better when it came to figuring out what it would take to succeed (see The Salesperson).
Key Performance Indicators (KPI's) - Sales Managers that manage results (history) are months behind when it comes to being able to impact a salesperson using coaching and accountability. Sales Managers that manage activity (today) can see into the future and change it.
o 5+ years in sales
o 5+ years in the industry
o Strong Desire
o Strong Commitment
o No Excuse Making
o Self Starter
o Works well independently
o Works without supervision
o Will Prospecto Prospects Consistently
o No Need for Approval
o Recovers from Rejection
o Greater than 75% Compatibility
The challenge is that even halfway decent sales people know how to sell you on themselves.