Finding Mr. Right

p ustNess owNERS, sales managers, l)and G.M.'s tell me, "James, we are looking to hire a salesperson. What we want is a guy/gal in his mid-thirties, preferably with a family (we like a guy who has responsibilities-married guys and gals with kids and a mortgage are easier Io motivate. We all know what single guys are thinking about, and none of us has any idea what single women are thinking about!).

"We want him to have a book of business that doesn't conflict with any of our current account assignments. We want him to be a guy who doesn't rock the boat. We want him to be able to fit into our culture. And, please, no baggage, drugs, alcohol,family problems, personal emotional issues, etc.

"Signing bonus? We don't want to pay him a signing bonus-I told you no prima donnas-sheesh, are you listening? We've got guys that are currently working for us who do his numbers. We didn't pay them signing bonuses. That's a big risk for us. What if he doesn't work out? Besides, what does he need a signing bonus for? If he is that good, he'll make that money when he comes to work for us. Because we do _ better than where he is now, when he starts to sell _, his commissions will pay for his move, right? "

The above expectations are restrictive. I know hundreds of salespeople and957o of them don't fit the above description. How we are going to grow their business based on finding an almost perfect candidate? This is as untenable as the salesperson who will only open "perfect" accounts; l/ just does not work as a sales growth strategy.

It is one-sided. Salespeople who have built a following at one company take a big risk when they move. They leave behind a competitor with intimate knowledge of-and an established relationship with-their clients. No matter their talent, they will be in for the fight of their sales lives when they move.

Is Mr. Right out there? Yes. In fact, one of the main responsibilities of sales management is to be on the lookout for talented salespeople who want to change companies for any reason. But this cannot be the only part of the strategy. It is too inconsistent.

Your Foibles # Company Values

I have a client who does not like serving the emotional needs of his sales team. Heck, he thinks it's unprofessional to even bring such things up at work. I tell him that sales has its own brutal natural selection and that if he puts his own personal leadership filter(I only want the emotionally stable) on top of this natural selection, it will narrow the field of candidates even more.

Growing a sales force will be challenging enough. Your company culture and values are important. But don't confuse them with your personal preferences. Make sure that your requirements are based on performance and results and less on your personal desires or prejudices. (And give them a hug for crying in the sink!)

Budget for Growth

Companies that are unrealistic in terms of hire date, speed to profitability, and that do not budget accordingly will have inconsistent growth. Companies that are great at sales growth:

. Budget statistically. They budget realistically for the success/failure rate for sales hires.

Are realistic in time to profitability forecasting.

. Have great training programs.

. Hire slowly-multiple interviews with multiple levels in the organization. Potential hires speak with different salespeople and leaders within the organization.

. Fire quickly. They have a plan and patience, but if the salespersonjast can't do ir, then they cut the cord quickly. Fire the unproductive. If unproductive salespeople are not fired, there is no budget for new blood.

Look for and Hire Attitude

The two most important ingredients of the successful salesperson are empathy and the will to conquer/win (Mayer and Herbert Harvard Business Journal 2006). Do not confuse empathy with likability or you will end up with a sales force that wants to be liked more than it wants to win.

Business experience is helpful, ', but more important than product knowledge is people knowledge. Knowledgeable information dispensers will be overwhelmingly outsold by empathetic sellers witha killer instinct.

James Olsen Reality Sales Training /503) s44-3572

james@realitysalestraining.com

UFPI Rolls Out Pro-Grade Brand

Universal Forest Products, Grand Rapids, Mi., has taken its ProWood brand to a new level, offering Prograde products to both contractors and serious do-it-yourselfers.

"For years, we used the ProWood name to identify a number of highquality Universal products," said president and c.e.o. Pat Webster. "Today, ProWood is the exclusive brand for our treated lumber and outdoor products that are backed with a lifetime limited warranty, from dimensional lumber and decking to finished products, like fencing. It's the all-in-one solution for pro-level performance from pressure treated wood."

According to brand manager Chris Fox, another upgrade is the availability of Dura Color infused-color technology for dimensional lumber. "If it comes with a ProWood end-tag," he said, "you can be sure the product will perform."

Jason Cameron, licensed contractor and host of DIY Network's Desperate Landscape and Man Ccves shows, was recruited to introduce the products through a new website, social media, print ads, point-of-purchase programs, videos, a deck contest, and much more.

Garl's Ace Hardware Store, Peoria, Az., was opened Nov. 27 bY Steve Herrgesell, his son Carl, and daughter-in-law Faith.

The elder Hengesell formerly operated Ace stores in Tempe and S. Phoenix, Az.

Ace Hardw?Io, Suisun City, Ca., has closed after reportedly losing its lease.

Edmonds Hardware & Paint, Edmonds, Wa., opened Nov. 20 in a former Ace Hardware storefront (Fred McKelvey, store mgr.).

Owner Tom Paik also operates three other hardware stores, including 2-unit Tweedy & PoPP.

Lowe's applied to build a 111,415sq. ft. store with 26,568-sq. ft. garden center in Yakima, Wa., to replace an older unit in neighboring Union Gap, Wa.

The chain also is expanding its contact center in Albuquerque, N.M., adding 300 customer service jobs.