| Sales training through sales mentoring within a | | | | their company and their customers. They lack the |
| selling organization is only a good idea when it is | | | | drive to stay completely up-to-date on even the |
| well structured and complemented by a broader | | | | products and programs they sell. Lacking the |
| system. Unfortunately, many harried and | | | | correct information, they make up for it by |
| time-starved business owners take shortcuts with | | | | sounding authoritative even when they don't |
| sales training and assign new trainees to shadow | | | | know. The discerning ear may them arrogant and |
| current salespeople in lieu of more comprehensive | | | | overbearing. |
| and systematic preparation. | | | | 4. They make excuses |
| Sales Mentoring can also be applied in a very | | | | They are not accountable for results. They spend |
| dangerous and counter-productive way when the | | | | a lot of time complaining and making excuses for |
| sales trainees are compelled to shadow the wrong | | | | why they do not get results. Generally, they do |
| mentors. There are a few problems that can | | | | not hold themselves responsible for their failure to |
| arise when this happens. Not only do organizations | | | | hit their goals. |
| forfeit many of the benefits that can be gained | | | | 5. They resent customers. |
| from a strategic sales training system, they also | | | | They have very unhealthy attitudes towards |
| increase the chances of contaminating trainees | | | | customers, and they betray these attitudes in |
| with performance-limiting thoughts, attitudes and | | | | their conversations and actions. They often will |
| behaviors. | | | | only do the minimum required to get by. You can |
| You can save yourself a lot of grief and your | | | | identify them by the negative "nicknames" that |
| selling organization a lot in lost profits if you keep | | | | they assign to their customers, their grumbling |
| in mind the 6 traits of salespeople who should | | | | about having to manage customer accounts they |
| never be involved in your sales mentoring | | | | have sold to, and other such behaviors. |
| process. | | | | Again, such a salesperson should never find |
| 1. They lack Self-awareness | | | | themselves in the role of mentoring anyone...in a |
| They lack the sort of self-awareness that | | | | perfect world. Unfortunately, when sales |
| generates integrity. They often don't filter their | | | | managers and business owners are strapped for |
| words or behavior very well, so they don't | | | | time and other resources, decisions get made |
| improve in the areas where they need | | | | that have long-term negative consequences. |
| development. Very often, these people may be | | | | 6. They have unproductive personal habits and |
| among the top producers in terms of closing | | | | lifestyles |
| deals, and so their undesirable behaviors get | | | | Their personal habits and lifestyles intrude on their |
| tolerated. | | | | ability to produce great numbers. They have a |
| These people are very big risks for contaminating | | | | hard time keeping the consequences of their poor |
| your new trainee because they probably are | | | | lifestyles out of the workplace. They give |
| already in your selling organization and new | | | | customers a bad impression of themselves and |
| trainees are likely to be assigned to shadow them. | | | | also of your organization. |
| 2. They are Insecure | | | | Conclusion |
| This second type of undesirable mentor may not | | | | All the traits listed above may be found in one |
| be as reliable a top producer as those in the first | | | | person. Or they may be the only trait that marks |
| category. As a result, they have issues with | | | | the salesperson. In either case, you should |
| insecurity around top producers as well as any | | | | consider replacing such employees. The last thing |
| others they worry may make them look lazy and | | | | you should do is assign a new trainee to shadow |
| under-performing. In the worst cases, they may | | | | them. |
| even be prone to unconsciously sabotaging their | | | | Prevention is the best medicine. You should have |
| teammates. | | | | a strategic process in place for identifying exactly |
| Promising new trainees may be subject to their | | | | what you want out of a salesperson in terms of |
| attacks if they threaten to make these types of | | | | motivation, objectives and competencies. You |
| incumbent salespeople look like the | | | | should have a continuous ongoing process for |
| underperformers they often are. | | | | sourcing talent, and then you should have a |
| 3. They lack intellectual curiosity | | | | customized sales training program that helps your |
| They do not keep up with the latest facts, | | | | sales force communicate your USP and follow |
| statistics, and trends that affect their products, | | | | through in a superior manner. |