We are pulling more data from the Objective Management Group data warehouse of nearly 1.9 million assessments and evaluations of sales professionals.  Today let’s look at how a salesperson’s need to for Approval by their prospect or customer reduces their effectiveness.

Let’s take another look inside the @Objective Management Group data. Today, we will look at what effect a salesperson’s need for approval (Sales DNA) has on their effectiveness. See Graphic Below.

I want to highlight a couple of the results of when this presents as a hidden weakness in a salesperson. When a salesperson is NOT effective at being Consultative, Qualifying or Selling Value, that means they cannot ask good questions or enough questions.

Asking Questions and Actively listening are essential to be effective in sales.

The need to be liked can have a dramatic effect on the salesperson’s prospecting. If they need the prospect to like them they are less likely to make that call or reach the people that can say Yes.

How many on your sales team have a need to be liked?

Does your hiring process for salespeople screen for this competency?

If you lead a B2B company with at least 5 salespeople and would like to know learn more, there are two links here that might help.

 More effective Sales Hiring Process Information 

How to Fix 11 Sales DNA Weaknesses in 21 Days 

Free Test Drive of Predictive Sales Assessment

 

Meet Walter Crosby:

Meet Walter Crosby:

Walter is a sales professional with over 30 years of business development, sales, sales coaching and sales management experience in a variety industries and markets across the United States and Canada .

Walter’s leadership style emanates from real world experience, and great training.  He understands most front-line sales managers were promoted because they were a top producer, yet they are not given any training around management, nor their most important role as sales coach.

It is essential to provide sales managers, and the entire sales team, clarity of their responsibilities, positive accountability around responsibilities, an effective sales process to understand where they are in the sales cycle, and empathy for missteps.

Sales Managers do not manage people.  They manage a process.

Walter is married 20 years to Heidi, an accomplished professional who is incredibly bright and talented woman. They have a daughter in high school who is a huge source of pride, joy and sometimes vexation. Walter enjoys traveling with his family, sampling interesting wine with his wife, occasionally he burns a fine cigar in his private cigar lounge, and he often finds himself frustrated on the golf course.