| No two salespeople are exactly alike. Each one is | | | | inspirational view of where they want to be in the |
| unique in his or her actions, needs and behavior. | | | | future. Self-acceptance helps narrow the gap |
| However, successful salespeople share at least five | | | | between the two. As a sales manager, it is your |
| characteristics or qualities that are important in | | | | responsibility to lead your producers to develop a more |
| achieving success in the profession of selling. | | | | positive self-image and to assist them in achieving a |
| #1 Quality — Self-Confidence | | | | fine balance between empathy and ego drive. Create |
| All truly successful sales people have one quality in | | | | a climate where their developed talents find the |
| common: a no limitations belief in themselves. A no | | | | greatest opportunity for successful expression and |
| limitations belief expresses itself in a calm, honest, | | | | your people will become motivated by results, not |
| self-confidence. Self-confidence is gained only through | | | | methods. |
| practical know-how. In turn, know-how comes from | | | | #5 Quality — Empathy and Ego Drive |
| knowledge and experience; experience is gained only | | | | These two qualities are interdependent in salespeople, |
| from confronting obstacles and situations that most | | | | but a careful blend of empathy and ego drive must be |
| people avoid. | | | | delicately balanced. Too much or too little of either |
| Self-confident people know exactly where they stand | | | | quality results in problems. Empathy is the developed |
| now. They understand their present strengths and | | | | ability to see, to feel, and to appreciate a situation or |
| weaknesses and feel secure about where they are | | | | circumstance from the viewpoint of another person. |
| going, and they are motivated by results. | | | | Empathy is the ability to understand others, and it |
| Self-confidence fully realized is power. Failure to | | | | results in effective communication. |
| develop self-confidence is a one-way street to | | | | Salespeople with ego drive not only want to make the |
| mediocrity. | | | | sale, but they need to make the sale for the |
| #2 Quality — Self-Reliance | | | | enjoyment and experience of making the sale. To top |
| Salespeople more or less control their schedules, which | | | | sales people, every prospect represents a challenge |
| is one reason why the development of self-reliance is | | | | that must be conquered to satisfy their ego and prove |
| a must. They must be self-starters. As a sales | | | | that it can be done. They must prove to themselves |
| manager, allow your salespeople to develop | | | | they can do it. |
| self-reliance by giving them the freedom to act alone. | | | | Salespeople who are highly successful possess a |
| Doing for people what they should do for themselves | | | | relatively high measure of these qualities. Look for |
| produces dependency. However, directing people while | | | | these traits as you recruit new salespeople. When |
| they learn to do for themselves produces self-reliance. | | | | looking for a top producer, keep searching until you find |
| The most common indicator of the lack of self-reliance | | | | someone with most of these qualities. These are the |
| is the reluctance to make a decision. Remember, even | | | | hallmarks that signal potential successful sales ability. |
| a relatively bad decision is sometimes better than no | | | | Aptitude and IQ tests do not measure many of the |
| decision at all. | | | | qualities necessary for success in selling. Neither do |
| #3 Quality — Perseverance | | | | tests measure how much they will be motivated to |
| The winners are those who develop perseverance, | | | | apply the talents they do have. |
| the firm determination to continue on no matter what | | | | As a sales manager, you have the opportunity to be a |
| or how many setbacks occur. As a sales manager, | | | | builder of strong people. Personality traits in your |
| your first step is to discover the underlying reason for | | | | people may be highly resistant to change. The positive |
| a salesperson’s lack of perseverance. Often it can | | | | climate you create in your sales organization is your |
| be traced to a low achievement drive or the absence | | | | greatest ally. When your salespeople are successful, |
| of goals. Salespeople with a low drive harbor a | | | | so are you. |
| negative self-image. However, focusing on | | | | When you know what to look for, you can select |
| achievement allows them to build their own career | | | | better salespeople in the first place and avoid |
| ladder. | | | | expensive high turnover. Believe in the true potential of |
| #4 Quality — Positive Self-Image | | | | people, and be willing to help them move forward from |
| When people accept themselves as they really are, | | | | the point where they stand today. As a sales |
| they have taken the most important step. They | | | | manager, consider yourself a personal consultant and |
| realistically see where they stand now and hold an | | | | confidant for your salespeople. |