These Findings May Surprise You...

These days, everyone is looking to hire the next “Superstar Sales Person.” But there is no simple formula for ascertaining which new hire will ultimately rise to that level. Over a career spanning more than two decades, I have hired many sales people. While I have made a few mistakes along the way, I’ve also learned a few critical lessons. Over time, I have come to realize that the best performing sales person is not necessarily the one I once thought was destined for greatness.

In the past, it was necessary that a candidate possess a few “must have” qualities before I would even schedule them for an interview. Some nonnegotiable prerequisites included: being from within the industry; having a history of positive sales results at one of my competitors; having well-established, and portable customer contacts; and having a knowledge of the collateral, as well as the customary finance terms for that collateral.

I believed that if a candidate had these traits, then they had a good chance for success.

While these qualities remain important in my selection process today, they are no longer “must haves,” rather they are “nice to haves.” I have since learned that to be successful at sales, certain skills, qualities and personality traits must be part of a person’s DNA. In studying our top performing sales representatives over the years, I have observed that while there are differences in the way each person develops their business, they all share these four characteristics:

• They have a very strong work ethic. They work well beyond 8am-6pm and, no matter the time of day, their phone is always on. They are engaging, likeable and know the importance of elevating a mere business relationship into a personal relationship.

• They “invest” in their business relationships and spend time with their clients outside the office, and their clients like to spend time with them outside the office. (This is a litmus test I use when analyzing a candidate: Is this the type of person I would be willing to give up my free time to spend time with?)

• They always ask for the next order, but also understand that they must deliver value to the client to get the next order.

• They understand our value proposition, and have figured out where they can add value to the client relationship in the context of our value proposition.

Notice the above list does not have any of my old “must haves.” This is my new order: Think beyond the industry; think beyond the depth of the Rolodex. Look for candidates who possess these four traits. Twenty years’ experience tells me that if they have all of them, they have the DNA of a Top Performer.

Now, just because they have these traits does not mean that your job of building a sales team of Top Performers is over. On the contrary, once you begin considering candidates outside your industry, and without your product line knowledge, a new set of responsibilities arises. First and foremost, expect to spend more time than normal on training. Outsider candidates will require more development time from you. But if you provide deep and thorough training about your industry, your value proposition, and your customers, these candidates will soon get up to speed and the four traits will take over. Grooming a superstar sales team requires more up-front investment, but the return on that investment is worth the time and effort. It may take a little longer for your new outsider sales person to start producing, but rest assured, once they do, they’ll be challenging your seasoned veterans and reaching the level of Top Performer in no time.