OLSEN On Sales

By fames Olsen

[.tnteNolv, ourcolNc AND DRTvEN people make the best I' salespeople. The order is not that important, but if one of these traits is missing, we will have a struggling seller in our future.

Companies waste millions of dollars every year hiring people who have very little chance of success in sales. Below are methods we can use to start with a "better piece of clay."

1. Write a good ad. What kind of person are we trying to attract? We should not write the same ad for an accountant as for a salesperson.

Ernest Shackleton's Arctic exploration ad:

Men Wanted

Fon Hazlnoous JouRNEy. sMALL wAGES. BITTER COLD, LONG MONTHS OF COMPLETE DARKNESS, CONSTANT DANGER, SAFE RETURN DOUBTFUL, HONOR AND RECOGNITION IN CASE OF SUCCESS.

What kind of people answered this ad?

2. Screen applicants by phone. The salesperson who says (s)he can only sell face-to-face is not a complete salesperson. If they can't convince you over the phone, how will they get appointments?

3. Reality Sales Training. Have an outside professional interview new hires before you pull the trigger. We interview potential hires for our customers.

4. Go deep. Ask about grade school, high school, jobs, and friends. Is this person social? Do they have the support of their parents? How young were they when they started accomplishing things? Did they show initiative early or did their parents pave the way for them?

5. Ask situational ethics questions with no right or wrong answer: "Your customer tells you they will give you the order if you can ship it in two weeks. You know that what you have is going to ship in three. What do you do?" Our applicants answer will give us a real idea about them, how aggressive they are, etc.

6. Tell them no. Sometime towards the end of the interview, say something like, "Steve, you seem like a great guy, but I don't think you are cut out for sales the way we do it." If they cannot or will not overcome this objection, how will they overcome objections from customers?

7. Beware of the friendly interview. Being likeable is a great tool for the salesperson, but they must be able to take the friction that comes with the job. Friendly salespeople who can overcome objections will be great salespeople.

Those who want to be liked more than they want to grow their business will not make vou monev and will be difficult to fire.

8. Read two books: Top Gradingfor Sales by Bradford Smart and Greg Alexander and The Ultimate Sales Machine by Chet Holmes. Both have developed "systems" for hiring salespeople. Both are short and very specific about the steps.

9. Put the potential hire in front of a committee. In addition to getting buy-in from our current sales team, questions coming from different mind-sets are a great test. We are also able to observe our potential hire more freely than we would be able to in a one-on-one interview.

10. Dig in on the details of their resume. Drill all-theway-down on the sales question. Many applicants say they were in sales when they were only involved with the sales process.

11. Ask about best/worst order. Great sellers will give a lot of detail and will show emotion as they tell the story. Journeymen salespeople will give less. An applicant's answers will tell us how developed a salesperson we have in front of us. Beware the excuse maker!

12. Test the personal. Caliper Inc. has an affordable personality test for evaluating possible hires.

13. Don't be the "college transition" job. The best salespeople are the ones who have already sold or are already selling. These people are looking to better their career, notjust land ajob.

14. Family, children, mortgages and consumer goods. People who have, like and want these things are good salespeople. We don't want to hire a bohemian minimalist to sell for us. We want people who are selfmotivated to make money. If we have to motivate, we are lost before we begin.

Building a sales team is a long-term project. Hiring the wrong salesperson will derail our growth efforts more than any other thine we do. The best time to solve the struggling, non-profitable salesperson problem is before it happens.

James Olsen Reality Sales Training (s03) s44-3s72

james@reality-

salestraining.com

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