The perfect sales rep

Matt Lynch is national sales director of LYNKA Promotional Products. John Lynch is president of LYNKA.

Many years ago, a visiting diplomat asked the Pope, "How many people work at the Vatican?"

"About half," replied His Holiness.

How many people in your sales force work? "About half" is probably an honest answer - if that. In most companies, you'll find 20 percent stars, 20 percent duds, and the rest in between. It's your job to recruit great potential, groom them into stars, and keep them growing and happy through training and a motivating compensation plan.

So what makes a perfect sales rep? How do you find her? How will you keep her loyal and productive for many years? In our next series of articles, we turn our attention to the human element of sales - namely what makes sales reps great, what their best practices are, how to find them and how to train them to be even better.

When we discuss sales issues at our company, the conversation inevitably turns to a discussion of individual sales performance.

"If we are in a recession," the argument goes, "why is it that Mietek and Ola continue to turn in great results month after month?"

There are only a few possible explanations. One is that they have a great territory - but in most cases that doesn't explain superb performance, because there is almost always someone else in that same territory who isn't doing so well. Another explanation is the person is simply a more talented or more experienced sales rep. Finally, it's possible that the sales rep is really hard-working, has great work habits or is an aggressive sales animal.

The explanation that the sales rep is simply better begs the question: what are the traits that lead to superior sales performance? A few weeks ago, as we prepared for a new round of sales force recruitment at Lynka, we conducted an analysis of all the sales reps who have worked for us over the years. We graded them in terms of their performance (star, average, dud) and then ranked them on a scale of one to 10 in terms of various personality traits.

What we found was both interesting and useful for future recruitment. Below, we share with you our results. You should go through the same drill at your company and come up with the traits that are shared among your best performers.

- Intelligence and communication skills

They have the ability to think and act quickly. They are as comfortable talking to the general director of a company as the kiosk lady. They spend time learning about the market, products and the companies to whom they are selling. These traits also lend themselves well to the skill of persuasion. Top performers generate interest, listen to clients' needs and are able to offer solutions to move the client forward towards a buying decision.

- Personality

We were surprised to find that there was little correlation regarding personality type. Some great performers are very outgoing, typical "sales types" but other great performers were more reserved "nose-to-the-grind" people who succeeded based on other traits. In one sense, we found we had a bias in hiring towards those who were more "dynamic," but realized that a great sales rep does not have to be a "natural born" seller.

- Self-motivated and goal-oriented

Top salespeople thrive on competition and challenges. They have a passion to succeed and want to win. Those able to set and reach their own goals are more likely to succeed and stay motivated. They also tend to be fast starters - all our best performers were "hitting their numbers" months before other people they started with.

- Entrepreneurial spirit

Since in many ways salespeople are essentially running their own business within your company, they have many of the skills that a small business owner might have. They have marketing ideas, financial skills and create strategic plans to succeed. Of course, you want to make sure you have people who are able to align with your policies and procedures and not raise havoc in other departments. Top performers also think about work when they are not at work; about opportunities, ideas and potential clients even while they are socializing or relaxing at the beach.

- Attitude

All our top performers have a positive can-do attitude. They are optimistic, glass-half-full kinds of people. Like a self-fulfilling prophecy, they anticipate positive results and achieving their goals. The word "impossible" is not in their vocabulary.

- Independence and a strong ego

Some of our top performers are able to thrive with very little management and peer support. They are left alone in their territories and are able to organize their time, find new clients and build relationships. They don't waste their time complaining or worrying because they have nobody to complain to. It's important that you bring these people together with the group from time to time and recognize them publicly - this helps build trust and keeps their relationship with the company strong.

Finding and recruiting stars is very hit and miss. Sometimes we have candidates who interview really well, and seem to have all the traits that define the perfect sales rep, only to turn out to be a dud. The notion that you can relax after hiring "potential stars" will only lead to failure. In our next column, we will address some of the hiring and training issues you should consider to ensure sustained sales excellence.

You can send your comments and questions for John and Matt Lynch to saleseye@lynka.com.pl.