Right Salespeople in the Right Roles and the Right Seats
Right Salespeople in the Right Roles and the Right Seats
There were a number of other salespeople who weren't included in the program because the assessmentindicated they weren't trainable either. After the kick-off the client revealed that those salespeople were, as I predicted to him, relieved not to be included except for one who did want to take part. The one? The assessmentindicated that this particular salesperson is trainable but the client did not want to include him.
Trainable salespeople behave differently than salespeople who are not trainable. This provides a nice little glimpse into how they are different. You can develop trainable salespeople but it's very difficult to develop those who aren't. Trainable salespeople usually offer very little resistance to training and coaching efforts, while those who aren't trainable either don't care enough to participate, or they offer so much resistance that they ruin it for everyone.
By now you've read Jim Collins' book Good to Great. The concept everyone takes away from the book is having the right people in the right seats. With our assessmentwe not only have the ability to put the right salespeople in the right roles, but to put the right ones in the right training seats too.
Right Salespeople in the Right Roles and the Right Seats - To learn more about this author, visit Dave Kurlan's Website.
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I was on site at a client's last week to kick-off their training. At the end of the kick-off I asked each salesperson for their three biggest lessons learned. One salesperson had difficulty coming up with anything of substance. It turned out that he was new to sales and when we assessed him two months earlier, our assessment indicated that he was not trainable. The client wanted him in the program anyway because he had a hunch it would work out. "Not trainable" manifests in different ways but usually has the same outcome - salespeople don't improve.
There were a number of other salespeople who weren't included in the program because the assessmentindicated they weren't trainable either. After the kick-off the client revealed that those salespeople were, as I predicted to him, relieved not to be included except for one who did want to take part. The one? The assessmentindicated that this particular salesperson is trainable but the client did not want to include him.
Trainable salespeople behave differently than salespeople who are not trainable. This provides a nice little glimpse into how they are different. You can develop trainable salespeople but it's very difficult to develop those who aren't. Trainable salespeople usually offer very little resistance to training and coaching efforts, while those who aren't trainable either don't care enough to participate, or they offer so much resistance that they ruin it for everyone.
By now you've read Jim Collins' book Good to Great. The concept everyone takes away from the book is having the right people in the right seats. With our assessmentwe not only have the ability to put the right salespeople in the right roles, but to put the right ones in the right training seats too.
Right Salespeople in the Right Roles and the Right Seats - To learn more about this author, visit Dave Kurlan's Website.
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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Understanding the Sales Force - Objective Management Group, Inc. is the pioneer and industry leader in sales force evaluations and sales candidate screening. Spearheaded by leading sales industry expert, Dave Kurlan, Objective Management Group, Inc. can help you measure sales effectiveness, execution and potential.
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