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Keeping Your Salespeople in the Game. By Chrystal Austin

Keeping Your Salespeople in the Game. By Chrystal Austin

Driving higher sales, more accounts, stronger customer service and better customer retention in a competitive economic environment.

A study with Sanofi-Aventis showed an increase in sales by over $2million per month.

How much does your organisation rely on the performance and success of your sales force?

Keeping your sales people in the game is going to become a greater challenge in the future and will largely be affected by their ability to connect with and understand what their customers’ needs are.

The economic market has changed drastically over the last decade, but unfortunately, most sales techniques, skills and training have failed to evolve with the market creating a threat to most companies who rely greatly on their sales people to produce required revenue for long-term sustainability

The current buyer market has evolved into a more social one, requiring sales people who are able to connect on a deeper level with customers. This will include the ability to read and understand current and potential customers’ buying styles, personalities and behaviours at a level as never experienced or needed before.

SANOFI-AVENTIS STUDY

In a study conducted by Dr. Benjamin Palmer and Sue Jennings, the power and skill of emotional intelligence was demonstrated and determined to account for over $2 million increase in monthly sales.

Sanofi-Aventis split their sales team into random control and development groups. The development group was selected to receive EQ/EI Training which lead to an increase of their overall EQ/EI by an average of 18%. The development group of 40, out-sold the control group by and average of 12% or $55,200 each totalling $R2,208,800 per month higher or better than the control group. The investment value calculated meant that for every dollar they invested in the EI training, the value earned in return was $6.

Other companies that invest in Emotional Intelligence training who outsell their competition include companies like L’Oreal, MetLife and Amex Advisors.

Emotional Intelligence is at the core of relationships that will give sales people the advantage when dealing with customers. Sales people who have higher competencies of Emotional Intelligence significantly outsell those who have lower capability.

Rozell, Pettijohn and Parker explored the relationship between EI and performance in a sample of sales people and proved that it was a highly reliable predictor of performance leading to higher sales and greater customer relationships. (E.J Rozell, C.E Pettijohn & R.S Parker. Emotional Intelligence and Dispositional Affectivity as Predictors of Performance in Sales people 2006)

With access to information, most buyers or customers have already acquired sufficient information about your products and services and aware of the solutions that you offer. They are however, expecting a unique experience that sets you apart from the competition.

EMOTIONAL INTELLIGENCE skills training is crucial in assisting sales people close the gap between just presenting a product, to being able to really connect the with customer and adapt to offer the solution that the buyer is seeking. This is where soft skills help to produce effective and hard results.

The Interview Process Only Gives You a 14% Chance of Hiring the Right Person by Chrystal Austin

The Interview Process Only Gives You a 14% Chance of Hiring the Right Person by Chrystal Austin

So, you hired that individual who seemed full of promise. They had an amazing CV, the looks, the perfect interview, signed contract and good to go…

Then, a few months down the line, the settling-in period has ended and you’re still waiting for the results that a few months ago, seemed guaranteed. You are waiting for the “STAR” performance to kick in, but somehow feel like you were fooled by a sparkler.

In the competitive employment market, with so many people competing for positions out of desperation rather than passion, we are easily deceived by the “professional interviewees”.  Here are some suggestions, based on research, to increase the chances of hiring the right person by inserting the following processes in your hiring process:

  1. The Interview process: This includes the CV which identifies Skills-Fit/Experience and followed by ”The Interview”. By utilising this process you only have 14% chance of hiring the right person.  That is a 1 in 7 chance of hitting the mark.
  2. Reference Checking: Following up on references increases your hiring hit to 26% chance
  3. Personality Testing: By adding personality testing you increase your chances to 38%.
  4. Abilities Testing: Job-Related skills and abilities tests increase your chances to 54%.
  5. Interest Testing: Assessing an individual’s interests and comparing them to the job-interests increases your odds to 66%.  Interests are an individual’s natural motivators to do the job.
  6. Job-Match: Assess candidates using a reliable Job-Match assessment (like the PXT which includes Interest Testing) to increase your chances to a staggering 75%.

We have years of experience and multiple tools at our disposal for testing and job match. Let us help you increase your chances of hiring right.

 

By Chrystal Austin

 

 

(Source: Professor Mike Smith, University of Manchester, USA, August 1994, Professors John E. Hunter & Ronda R. Hunter, Validity and Utility of Alternative Predictors of Job Performance, Psychology Bulletin, Vol. 96)

Personal Leadership by Nathan Austin

Personal Leadership by Nathan Austin

Something mysterious happens on the 1st January, every year. As the clock strikes midnight and as the fireworks explode, we get caught up in the frenzy and excitement of a New Year. A new beginning. A clean slate.

In that moment, we suddenly feel the urge to commit.

We commit to becoming better versions of ourselves. We commit to going to the gym. We commit to being better partners. We tell ourselves that we will be more positive this year. We even commit to starting that diet that we have been promising ourselves (this probably happens every Monday morning!).

We commit. We promise. We pledge. Then sadly, we forget.

For the majority, come mid-January, those promises and commitments become a distant memory and we allow ourselves to slip back into our old habits, old behaviours and the same old, familiar routines.

Wow, that’s depressing!

If you are tired of feeling the same way (probably the same way that you have felt for several years), learn to make and keep promises to yourself on a daily basis!

Something powerful happens to us when we commit and then act on that commitment. We start the process of growing our self-image which ultimately becomes the human thermostat- it regulates our performance as individuals.

The good news is that you don’t have to wait until the 1st January. Commit. Act. Do it now!

By Nathan Austin

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