Dependent as companies are for top-line growth on the selection, assessment and development of their sales people, they naturally invest a good deal of time, budget and mental energy in the process. Many of our clients consider the churn of sales people – and the consequent distraction of replacing them – to be a major inhibitor of overall success. Most use a combination of interviews and psychometric instruments in the recruitment process and yet ceaselessly confront hiring misfires. How, they ask us, did the accomplished candidate that oozed self-belief at interview – and had excellent references – change overnight into a nervous wreck that simply couldn’t sell?
What makes a great sales person? Is it really all about a genetic hand dealt at birth? If so, how can we identify such people? And if not, how can people acquire the skills and behaviours of high performance sales people?
Read more; see page 25