| What makes a great salesperson? After reading | | | | |
| online articles and numerous interchanges in | | | | 1. Goal setting, planning & achievement - How well |
| various sales training discussion groups, various | | | | do you manage your production actions including |
| topics emerged including: | | | | both short and long terms? |
| - Top sales skills | | | | 2. Sales skills - How well do you know and then |
| - Great cold calling success | | | | leverage your talents to further achieve your |
| - Self-improvement by through books to additional | | | | goals? |
| training | | | | 3. Time management - How well do you utilize this |
| As I reflected upon many of the responses, I | | | | limited, non-renewable resource? |
| realized that those engaged in selling their | | | | Beyond the missing knowledge about talents, |
| products or services be them small business | | | | another missing piece is the lack of knowledge |
| owners, independent sales professionals, realtors, | | | | about how we as individuals make decisions both |
| financial advisors, insurance agents, corporate | | | | externally and internally. Dr. Robert Hartman did |
| salespersons to even C Suite level executives | | | | extensive work specific to this field of study |
| have truly failed to assess and determine what | | | | (science of Axiology). Hartman supported this field |
| makes a top sales performer in today's | | | | of research through the creation of a |
| relationship selling marketplace. | | | | mathematical assessment to further validate that |
| Today more than ever before, to successfully be | | | | people made decisions using three (3) filters: |
| a top selling professional demands that you | | | | |
| understand education based marketing and | | | | 1. Head - Systems - Thinker |
| relationship selling within the sales process. Sales | | | | 2. Heart - Intrinsic - Feeler |
| Training Coaching Tip: Marketing is getting | | | | 3. Hands - Extrinsic - Doer |
| attention and developing the relationship. Selling is | | | | Additionally, he assigned biases connected to each |
| uncovering needs, presenting the case, earning | | | | of these filters. |
| the and delivering the sale. Do not confuse these | | | | By having metrics that are deductive and |
| two terms because to do so will keep you from | | | | objective with a validity coefficient around.92 |
| earning the sales or what some call closing the | | | | versus inductive, subjective with a validity |
| deal. | | | | co-efficient around.85 provides the foundation for |
| Take a moment to think what talents are | | | | a solid performance appraisal to that those in |
| necessary to be successful so that someone will | | | | sales can work more efficiently (doing things right) |
| trust you enough to exchange their profits (hard | | | | and effectively (doing the right things). Additionally, |
| cold cash) or disposable income for your products | | | | a solid assessment instrument can help you |
| or services. From my experience, there are | | | | navigate the Law of Process or what is also called |
| probably 3 general categories or what I prefer to | | | | Gordon's Learning Ladder. |
| call buckets. | | | | |