Rally the Troops It’s easy for sales managers to base their team’s success on revenue earned. But is this the best approach?

How do sales teams measure success? The majority of sales managers and leaders base their replies on one indicator: revenue generated. When we are in such challenging times, is revenue — as a quantifier of success — far too one-dimensional? Looking at how reliable this one metric predicts success, we have found that revenue alone cannot tell the sales leaders of the organization about long-term sustainability or the ability to improve team performance.

Hiring more experienced salespeople does not necessarily improve the sales force over the long term.

Talent hunting

Research by Gallup with about 250,000 sales representatives in about two dozen industries shows that sales is primarily a talent-driven occupation. We define a talent as a “naturally recurring pattern of thought, feeling, or behavior that can be productively applied.” Think about a salesperson’s inability or unwillingness to hear the word “no” or the thickness of skin required to keep going in the face of rejection. These talents and similar innate tendencies — which are extremely difficult or even impossible to teach — are exceptionally powerful in great salespeople.

So this is where senior management comes in. The surest path to success in a sales organization is to find people whose talents naturally position them for success. In other words, hire new players whose talent profiles match those of your “A” players.

Experience is not the silver bullet

Why is it so important to instill this concept in senior management? Because this approach differs from the conventional approach of improving the effectiveness of a sales team by either hiring salespeople with more experience or providing more training to your current team.

Beyond a short learning curve, Gallup’s research shows little correlation between experience and sales productivity. Hiring more experienced salespeople does not necessarily improve the sales force over the long term. Similarly, providing additional sales training has a limited, short-lived impact. Research shows that salespeople in the bottom 50% of most sales forces will benefit little from additional training.

Improving the talent base of your organization, however, does result in substantial increases in the effectiveness and productivity of your sales organization. Over the past 30 years, Gallup’s researchers have identified a way to quantify the talents that characterize your top sales producers and to measure the presence of those talents in your potential salespeople. Through a number of studies over many years, we found that a better talent fit directly correlates to increased sales productivity.

Where to begin

So where do you begin to build a world-class sales force? Our experience suggests that you should follow a simple path:

Step 1: Hire more people who will naturally behave like your best producers.

Build a recruiting and hiring system that will attract and identify such people. If you already have a recruiting and hiring system, analyze it to determine if the selection assessments are predictive of future success.

Step 2: Identify and develop each salesperson’s unique strengths.

A strengths development intervention will lead to improved talent retention, productivity, profitability, and customer engagement. Examine your current professional development programs to determine if you provide the proper tools to help your salespeople optimize their performance by making the most of their dominant strengths.

Step 3: Build a great workplace.

Ensure that your managers are contributing to the productivity, retention, and growth of sales performers. Measure your sales managers on the strength of the engaged workplaces they build and maintain. If you are measuring engagement, look at your metrics to determine if they measure factors that managers can influence and if they link to business performance outcomes.

Step 4: Make sure you are customer-focused.

You might be doing things right with your sales force, but are you doing the right things to turn your customers into loyal advocates? Measure your account teams on their ability to emotionally engage and retain customers for long-term, sustained success.

Tough love

Gallup’s analysis reveals that 30% of sales teams can be significantly lacking in the required talents to be successful in your organization. This doesn’t mean that they are not working hard or that they aren’t dedicated to the company. What it does mean is that they are not right for sales — at least not in your organization. So, by ensuring that the people you hire are the best fit for your organization, you are safeguarding yourself against tough decisions and poor performance in the future. That’s an investment worth making.

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