| Beginning in the early 1980s, organizations and | | | | your behavior style, and to understand your potential |
| well-renowned establishments such as the Harvard | | | | customer's style as well. |
| Business School, The Gallup Organization, the Chally | | | | 5. I build trust readily. |
| Group, the Xerox Corporation, among others, began | | | | You've probably heard this before. We buy from |
| studying outstanding salespeople to identify the | | | | people we know, like, and trust. Trust is especially |
| competencies - also referred to as the vital behaviors | | | | important. |
| - that contribute to their extreme levels of success. | | | | Think of a situation where you have purchased from, |
| Two of the most surprising discoveries - and these | | | | been involved with, or worked with someone you didn't |
| are very important because it doesn't matter what | | | | fully trust. It is not a comfortable relationship. |
| product or service you are selling - are as follows: | | | | Remember we started off by saying we use a |
| 1. 39% of a customer's buying decision is based on the | | | | partnering approach with our customers and my |
| salesperson's competence. | | | | clients. Trust is a core component of partnering. |
| 2. Only 1% of salespeople utilize all the essential | | | | 6. I express empathy well. |
| competencies. Furthermore, only 0.3% of actual sales | | | | Empathy links to listening skills. In order to be |
| forces and sales teams achieve what is considered to | | | | empathetic, you must have the ability to understand |
| be world class status in the customers' minds. | | | | what someone is going through. It doesn't mean you |
| The vast majority of sales teams and companies will | | | | judge them. It doesn't mean that you necessarily agree |
| enjoy a tremendous competitive advantage - whether | | | | or disagree with them. What it does mean is that you |
| it's a single sales person, a coach or a solopreneur, or | | | | are listening and feeling their emotions to the best of |
| a complete sales team - if they make even the | | | | your ability. It is the skill of viewing the world from their |
| slightest improvement in the required competencies. | | | | emotional perspective and unique set of |
| Essential Sales Competencies | | | | circumstances. |
| 1. I use a partnering approach with my customers. | | | | 7. I apply a higher level of thought and strategy in |
| In all my years of working with people in sales training, | | | | dealing with customers. |
| every time I have asked the question, "Does anybody | | | | Do not simply shove something down somebody's |
| like to be sold to?" no one has ever raised their hand | | | | throat. Elevate yourself to a higher level in thought and |
| and said, "Yes, me." No one likes to be sold to. Instead, | | | | strategy. This ties into operating with a partnership |
| you must become a partner with your prospective | | | | approach as well as listening and empathizing with |
| customer. | | | | your customers. |
| 2. I am motivated by a compelling personal mission. | | | | Your aim is to become not only a sales person, but a |
| People are attracted to the passion we bring and the | | | | consultant, an advisor, a friend. Together you figure out |
| belief that we have in our products and our services. | | | | how to work together, and determine the next step to |
| They may not understand every single process, but | | | | positive action. |
| they can feel, touch, see and want the passion behind | | | | 8. I hold myself personally accountable for achieving |
| it. When they relate to you not only as a sales person, | | | | my customers' desired results. |
| but a deliverer of those services, they become | | | | If you are simply selling a product and you really don't |
| motivated by your compelling personal mission. | | | | care if it brings them their desired results, you will have |
| 3. I use a listening/probing style with customers. | | | | less passion for what you are doing and you will not |
| This is critical. If you're not listening, you're selling and | | | | build trust with your customers. Hold yourself personally |
| you're pushing. People want what you have, but only | | | | accountable to help that customer or client achieve |
| as it relates to them and if it can take them where | | | | what it is that they're trying to achieve. |
| they want to go. This can either be eliminating a | | | | Evaluate these eight core competencies of top |
| source of pain, attaining a source of joy or achieving | | | | achievers and make sure you're applying all of them in |
| something of value to them. | | | | your own business to get the results you want and |
| 4. I adapt my relationship style to various customers. | | | | deserve. |
| There are actually four quadrants in our behavior | | | | Even incremental improvement in these core sales |
| relationships. Each of us has pieces of all quadrants, | | | | competencies will help you close more sales, build your |
| but we always have a predominant quadrant. Some | | | | business and improve your relationships with current |
| of us are analytical, some drivers, some amiable, and | | | | and future customers and clients. |
| some are expressive. It is important to understand | | | | |