What a Sales Leader Looks Like
The quality of sales leadership is elusive,
at best. It is almost as difficult to
define as it is to acquire.
Nevertheless, there are 10 basic
qualities that all good sales leaders must possess. Fortunately, most can be learned.
1. A sales leader
likes people. If
he doesn’t, forget him
2. A Sales Leader
is well-organized. Organization is the foundation of everything
that one does successfully in life.
3. A Sales Leader
has a sense of commitment. Until one is committed, there is hesitancy and
always ineffectiveness.
4. A Sales Leader
has a strong desire for responsibility. He knows he is responsible for the results.
5. A Sales Leader
is persistent in the pursuit of his goals. Former US
President Calvin Coolidge said, “Nothing in the world can take the place of
persistence. Talent will not; nothing is
more common than unsuccessful men with talent.
Genius will not; unrewarded genius is almost a proverb. Education will not; the world is full of
educated derelicts. Persistence and
determination alone are omnipotent.”
6. He
brings out the best in people. The German
philosopher Goethe explained this succinctly when he said, “If I accept you as
you are, I will make you worse; however, if I treat you as though you are what
you are capable of becoming, I help you become that.”
7. He
has tolerance. He understands the art of being human
includes allowing people to grow by learning through “mistakes.” In reality, he realizes there are no
“mistakes” -- only steps to mastery.
8. He
is flexible. New situations call for different actions
over time. He needs to know when to
direct and control and when to follow and discover.
9. He
engages in self-analysis.
He must have the guts to accept feedback, and be willing to listen.
10. He
has enthusiasm. All the studies done by the Dale Carnegie organization
indicate that this characteristic -- enthusiasm -- is the number one
characteristic for success in life. He won’t be alone for very long when he has
enthusiasm, because enthusiasm is contagious.
Matching candidates to the company’s
culture is essential. An improper match
usually leads to failure in the long run.
Commit yourself to quality recruiting. Search for people who fit into
your overall picture. This is seldom
easy, but your diligence and dedication will pay off. In looking for this person check on the
following:
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Now you may ask how
in the world would I be able to identify the presence of these qualities in
your prospects? The answer may lie in your interviewing abilities. Consider
using Behavior-based interviewing. This technique assists you in gathering
relevant information on how the candidate has performed when faced with certain
scenarios in their working life. If candidates have not experienced this style
of interviewing before it can often unsettle them. Below are some examples of
this technique.
I. Salesmanship
a.
Describe
a situation in which you were able to use persuasion to successfully convince
someone to see things your way.
b.
Tell
me about a time when you had to use your presentation skills to influence
someone’s opinion.
II.
Problem-Solving Skills
a.
Tell
me about a time when you missed an obvious solution to a problem.
b.
Describe
a time when you anticipated potential problems and developed preventive
measures?
c.
Give
me a specific example when you used good judgment and logic in solving a
problem.
III.
Goal-setting
a.
Give
me an example of a time when you set a goal and were able to meet or achieve
it.
b.
Tell
me about a time when you had to go above and beyond the call of duty in order
to get the job done.
c.
Tell
me about a time when you had too many things to do and you were required to
prioritize your task.
d.
Tell
me about a time when you were/were not satisfied with own performance. Why were
you satisfied/unsatisfied and how did you respond?
IV. Leadership
a.
Give
me a specific example of a time when you had to conform to a policy with which
you did not agree.
b.
Give
me an example of a time you showed initiative and took the lead.
c.
Give
me an example of a time when you motivated others.
d.
Tell
me about a time when you delegated a project effectively.
e.
Tell
me about your role in a project team. What did you do to contribute toward a
team environment?
f.
Give
me an example of a time in which you felt you were able to build motivation in
your co-workers or subordinates at work.
V. Relationship-building
a.
Tell
me about a time when you had to work with someone whom you found difficult.
What made that person difficult? How did you handle it?
VI.
Risk-taking
a.
Describe
a work situation in which you had to take a risk. What was the outcome?
VII. Morals
a.
Has
anyone ever asked you to do something unethical? What did you do?
VIII.
Coping Skills
a.
Describe
a time when you were faced with a stressful situation that demonstrated your
coping skills.
