| Many business owners and sales managers ask me if | | | | usually fallen into three categories: |
| I have a proven system or a way to identify and hire | | | | The "A" Players -- The top reps or sales reps who |
| top sales reps. They have tried everything, they tell | | | | are well-trained and confident, will handle each |
| me. They check references, review similar work | | | | objection with a recognizable rebuttal, and the really |
| experiences, talk to ex co-workers, hold multiple job | | | | good ones will even ask for the sale at the end. You |
| interviews, and sometimes they even spring for some | | | | will instantly know who they are. You hire these reps |
| high priced fancy sales aptitude matrix tests. | | | | right away. |
| Even with all that, however, many sales managers still | | | | The "B" Players -- This group of sales reps will also |
| haven't found a way to identify who will actually | | | | answer the objections, but their responses will be less |
| perform well and work hard, versus who will merely | | | | polished. With this group the lack of any formal training |
| show up, take up space and drive up costs by sending | | | | will show through, and you will be faced with the |
| out brochures, running up phone bills, squandering leads | | | | decision of whom you think can or can't be trained. |
| etc. "How can you tell?" They ask me. | | | | Part of this group will be uncomfortable with the |
| Well I've got good news for you. There is one | | | | objections and you will be able to tell that they |
| technique that I've used successfully for years that will | | | | probably never will be comfortable with them. Your |
| immediately separate who is for real and who's not. It | | | | choice of who to hire from this group should be pretty |
| doesn't require any special tests, it can be done on the | | | | clear. |
| first interview, and it will always tell you what kind of | | | | The "C: Players -- A common response from this |
| sales rep you've got in front of you. Here's what you | | | | group will be something like this: "Well, I really don't |
| do: | | | | know your product so I really wouldn't be able to |
| During the course of the interview simply describe the | | | | answer these objections." What they're really saying, |
| service or product you're selling, and ask them if they | | | | of course, is that they have no idea how to respond to |
| think they would do well selling it. Almost all that will say, | | | | an objection, they have no confidence, and the reason |
| "Oh, of course!" (Those who don't dismiss immediately!) | | | | they are here looking for a job will be glaringly clear to |
| After that, tell them you want to get an idea of how | | | | both of you. You pass on this group altogether. |
| they would handle some of the common objections | | | | Try this powerful technique during your next interview. |
| you get this sale, and then give them three or four | | | | You will be amazed by how well it works. Simply give |
| objections (one at a time, of course) and let them | | | | them an objection, then sit back, listen and observe. |
| respond to them. That's it! | | | | You will know instantly if you're dealing with a real |
| Several things happen here -- all of which accurately | | | | closer or someone who is just going to fill a chair. |
| reveal what kind of sales rep you're dealing with. They | | | | Happy hiring! |