6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and...

48
6 Aptitudes of a Salesperson Bob Abrames Salesologist & Voyageur XXXXXXXXXX 2006 2 nd Printing Published by Energy Publishing

Transcript of 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and...

Page 1: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

�����������������

6 Aptitudes of a

Salesperson �����������������

Bob Abrames

Salesologist & Voyageur

XXXXXXXXXX 2006 2nd Printing

Published by Energy Publishing

Page 2: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 2 ~

����������������� Introduction

����������������� Sales and service are specific and demanding professions requiring dedicated professionals with specialized skills. This book is about their natural skills, or aptitudes, not about their education. My research indicates that people will always be better at what they naturally do best. Find a person who really likes doing what needs to be done to do a good a job, and you get a successful and happy employee. You also end up with happy customers and happy employers by the way. The amount of each aptitude needed varies from profession to profession and from one type of salesperson to another. It's like baking a cake! If you want a

Page 3: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 3 ~

certain kind of cake, you must use specific ingredients. You also must put the ingredients together in a specific order and then expose those combined ingredients to a specific environment. You will never bake a chocolate cake with ingredients for an apple pie! That said, there are people who can pretend to have aptitudes that they don't have-but only for awhile. Sooner or later, their shortcomings will become apparent.

Page 4: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 4 ~

����������������� Six Ingredients

Chapter 1 �����������������

1:1 To understand how a person sells and what kind of selling they'll be good at, you must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude that makes up that salesperson's personality and selling type and style. 1:2 Six aptitudes differentiate how a person will sell and where and with whom they will be most effective. Those aptitudes are assertiveness, sociability, structure, detail, emotional containment, and original thinking. Do not confuse these aptitudes with behavior. Most anyone can display the behavior associated with these aptitudes for awhile, but really possessing

Page 5: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 5 ~

these aptitudes goes deeper than mere acting. They are who the person is! No one can act forever, and very few people can conceal their lack of aptitude under pressure. Under pressure, we tend to become our true selves. 1:3 Assertiveness determines whether a salesperson controls the selling process or simply responds to the prospect's questions and demands. 1:4 Sociability defines the amount of social interaction a salesperson is comfortable with. It is not a measure of the person's ability to be social but, instead, of their desire to be social. 1:5 Structure indicates how much variety a salesperson needs to sell. The variety can come from either the product being sold or the buyers being sold to. Some people love

Page 6: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 6 ~

to do many things reasonably well, while others love to do reasonably few things very well! 1:6 Detail distinguishes between a salesperson who enjoys the details of a transaction and a salesperson who views the details as a nuisance or even a detriment to sales. Detail also measures whether a salesperson prefers to follow established systems and procedures or to march to a personal beat. 1:7 Emotional containment, otherwise known as the E-factor, determines a salesperson's emotional response to situations. Some people are more emotional than others. 1:8 Original thinking refers to how quick on their feet a salesperson is. One salesperson might prefer to stick to a

Page 7: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 7 ~

predetermined process than to experiment and take chances. But an original-thinking salesperson is a free-thinking, questioning, inventive, and innovative salesperson. 1:9 Every salesperson has each of these aptitudes. Only their prominence varies-within and among salespersons. Some people have more of certain attributes than other attributes. And one person may have more of an attribute than another person. The stronger an aptitude, the more prominent its effect. Aptitudes, moreover, have an effect individually and in combination. They support or counter one another depending on how much of each is present in an individual. Some aptitudes will join to counter another, and some aptitudes, when they come together, enhance other aptitudes.

Page 8: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 8 ~

����������������� Low Assertiveness

Chapter 2 �����������������

Low-assertive salespeople have a cooperative, go-along, get-along attitude and demeanor. They have a need for affiliation, for belonging, and for being part of a team. They are very supportive of their co-workers and need to feel supported by others. 2:1 Low-assertive salespeople are comfortable working under the close supervision of a superior. They excel under a leader who supports them and has their respect. They prefer to follow than to lead. They need a stable, familiar, organized environment to be comfortable and productive. They want leadership to provide them with guidance. They do not

Page 9: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 9 ~

see policies, procedures, and standards as control issues-these mean comfort for low-assertive salespeople. 2:2 Low-assertive salespeople are more easily discouraged than high-assertive salespeople. They don't usually do well in selling situations requiring hard closing. Consequently, they tend to pull back in the selling process, which ultimately becomes self-defeating to the process. 2:3 Low-assertive salespeople have a high need for security in their work environment. Risk to these people is uncomfortable and can be paralyzing. The mere perception of risk very often forces them to delay or to purposely avoid making decisions for fear of making the wrong decisions.

Page 10: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 10 ~

2:4 Low-assertive salespeople are not comfortable making decisions for their customers. They prefer to give the prospect a multitude of options and to let the prospect decide. They see their role as more of an assistant to the buyer than as a salesperson for their company or the product. This can pose a number of problems. Some buyers want help deciding. Some buyers get confused with too many options. Some buyers read the salesperson's inability to decide as weakness. And some buyers tend to push these salespeople because they know that low-assertive salespeople will not push back. 2:5 Low-assertive salespeople do not like competition. They see the selling process as competitive and are uncomfortable with

Page 11: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 11 ~

a buyer versus salesperson attitude. They are not motivated by personal gain at the expense of the customer or their teammates soare not great candidates for commission-based selling. Commissions may actually paralyze them. 2:6 Low-assertive salespeople tend to use an instructional, friendly manner to sell. They let the buyer control the process. Again, this is the assistant's role-reactive as opposed to proactive. 2:7 Low-assertive salespeople are sensitive to aggressive behavior from a buyer. Objections are taken personally even if they concern issues beyond their control. They prefer to avoid confrontation. 2:8 Low-assertive salespeople are comfortable handling familiar tasks, products, and people. They are

Page 12: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 12 ~

accommodating and will go above and beyond! But this sometimes leaves them torn between the customer and the company. They want harmony with everyone they meet, even if it means putting their goals aside temporarily. They are modest and careful not to express their ideas and opinions too strongly, despite knowing they're right. In disagreeing, for example, they would say, "I may be wrong, but..." They are reluctant to express potentially controversial ideas. 2:9 Low assertiveness unchecked by other attributes would result in salespeople who would be helpful and accommodating. The problem is they wouldn't know how to say no. They'd be at the will and whimsy of every consumer, customer or not. They'd make great service people though!

Page 13: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 13 ~

����������������� High Assertiveness

Chapter 3 �����������������

High-assertive salespeople are confident and self-assured and sometimes perceived as arrogant and pushy. They are individualistic in their thinking, in what they do, and in how they do it. They're direct, frank, and authoritative communicators and secure in their opinions, decisions, ideas, likes, dislikes, and actions. 3:1 High-assertive salespeople are not afraid to disagree and will speak their minds. They put more credence in their decisions than in the decisions of others. 3:2 High-assertive salespeople have little time for anything not of direct benefit to them and have little genuine concern for

Page 14: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 14 ~

the opinions, attitudes, and feelings of others. 3:3 High-assertive salespeople are not generally team players because they tend to want to lead not follow. They will be on the team if they agree with what the team is doing. Otherwise, they'll play their own game. They tend to focus on their needs first, everyone else's second. 3:4 High-assertive salespeople are competitive and thrive on winning in everything they do and at any cost! They are concerned with being better, faster, bigger, and smarter than others and, of course, with selling more than anyone else. They hate failing at anything! So they can be aggressive when they encounter resistance or opposition. They also can turn on a dime when things don't go their

Page 15: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 15 ~

way. They are classic Jekyll and Hyde personalities. 3:5 High-assertive salespeople are innovative and willing to stick their necks out to make a point. They like risks. They relish challenging the unknown. Something or someone new is exciting to the them. They are so confident that they're willing to take chances because they believe that they will always win. But they quickly give up the familiar in favor of the new. 3:6 High-assertive salespeople prefer situations with tangible results-something measurable in their and others' eyes. They believe that their way is best and constantly look to bend and rewrite the rulebook.

Page 16: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 16 ~

3:7 High-assertive salespeople are stubborn and headstrong. They fight hard for what they want and for what they believe in. They do not like criticism and will defend themselves when challenged. They are often critical of established policies and ways of doing things. 3:8 High-assertive salespeople are self-starters-real take-charge types. They are resourceful and innovative in solving problems. They thrive on new challenges and encounters. They like wielding authority and demand results, of themselves and of others they manage. They are not good delegators and believe that doing it themselves is the best way to get things done. 3:9 High assertiveness alone would yield your classic "chew them up, spit them out''

Page 17: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 17 ~

salesperson. High-assertive salespeople are usually good prospectors and closers-good hunters as I call them. They are not very effective, though, selling to high-maintenance customers requiring compassion. But if you want the job done once, the high-assertive salesperson is for you. Repeat sales, well...!

Page 18: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 18 ~

����������������� Low Sociability

Chapter 4 �����������������

Low-sociable salespeople enjoy working and being alone. This doesn't mean that they don't like people. They just prefer their own company. They don't need others to make them happy. The lower their sociability, the more time they need alone, without what they consider the pressure of entertaining or of being "nice." 4:1 Low-sociable salespeople are more interested in and more comfortable with task-related activities than with primarily social activities. They are focused, diligent, and by the book! They are introverts with a high level of internal communication. 4:2 Low-sociable salespeople are cerebrally active. They value understanding their

Page 19: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 19 ~

world and what they're getting into over experience. Low desire for social interaction indicates high levels of thinking. 4:3 Low-sociable salespeople value privacy-their own and others'. This poses a challenge when it comes to selling. Internally focused people are less likely to question a prospective customer effectively; their questions tend to be cut and dry and to the point. They usually have a smaller number of close friends and prefer one-on-one encounters than large groups. They become stressed when exposed to frequent social contact, especially with people they don't know. They can deal with it when they have to, but it needs to be the exception to the rule. This spells trouble in a fast-paced, high-volume environment.

Page 20: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 20 ~

4:4 Low-sociable salespeople are hard to get to know because they are guarded and cautious. They prefer to take their time getting to know customers and tend to develop customer rapport on their own terms, not the customer's. They are cautious about anything or anyone new. New people, products, systems, suppliers, and ideas are viewed with caution and accepted slowly. Low-sociable salespeople speak when spoken to or when they have something to say. They are not big on small talk. They are often perceived as reserved and guarded or, worse when it comes to selling, indifferent. They tend to be factual, low-key, quiet, and sincere in their communications. 4:5 Low-sociable salespeople share information on a need-to-know basis and

Page 21: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 21 ~

are happy to receive information on the same terms. They answer when asked but do not ask for answers, which is a challenge for a salesperson. They are, however, better listeners than high-sociable salespeople, which is why they develop deep relationships with the customers they do connect with. 4:6 Low-sociable salespeople don't like being the center of attention. They prefer to sit on the sidelines and to contribute after they've thought a situation through and are comfortable that the outcome will be to their satisfaction. They are usually serious and reserved in their interactions with people, especially with people they don't know. Low-sociable salespeople are private and will share private information, feelings, and emotions with only a select few. They

Page 22: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 22 ~

don't usually build rapport quickly or with many people. They do, however, build deep professional relationships with customers who hang around long enough for the rapport to develop. 4:7 Low-sociable salespeople analyze things from start to finish before acting on or verbalizing what they're thinking about. In a selling situation that requires quick responses, this is a challenge. Where the selling takes place over numerous contacts, this is less of a challenge. Low-sociable salespeople may behave in a more extroverted way in their area of expertise but will act very differently outside that area. They are effective with tangible issues that have substance; are factual; or can be proven statistically, physically, or

Page 23: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 23 ~

mathematically. They have trouble with intangible and social issues. 4:8 Low-sociable salespeople have few but deep interests. Many travel agents who are task focused are specialists in specific products and destinations. Low-sociable salespeople prefer digging into issues to understand why things work as they do and why things are as they are. They can be enthusiastic about issues, but they keep that enthusiasm to themselves. 4:9 Low sociability will hinder selling, period. It's hard to sell if you're not comfortable with people. Low-sociable salespeople may take orders well, but the person placing the order would have to understand that this is purely a business transaction-nothing to do with rapport or fun.

Page 24: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 24 ~

����������������� High Sociability

Chapter 5 �����������������

High-sociable salespeople have strong personalities and are more extroverted, more public, and more easily noticed than low-sociable salespeople. They direct their energy to other people. 5:1 High-sociable salespeople share information, business and personal, more easily and frequently than low-sociable salespeople . Sometimes too easily and too frequently. 5:2 High-sociable salespeople think out loud and say what they think. They need to verbalize their internal communications for those communications to make sense to them. They tend, for that reason, to talk a lot more than low-sociable salespeople.

Page 25: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 25 ~

They are never at a loss for words and enjoy small talk with anybody. They tend to be easy to read because they share feelings and thoughts readily. 5:3 High-sociable salespeople like to reach decisions through conversation and with the help of other people. They are energized by the presence of others-the more the merrier. They are outgoing socially. They're friendly and like all kinds of people. They have a genuine need to be liked. Nothing gets high-sociable salespeople down more than feeling that others do not appreciate them. How quickly they feel this way depends on how assertive they are. 5:4 High-sociable salespeople enjoy being the center of attention. They are good talkers, capable of being stimulating,

Page 26: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 26 ~

enthusiastic, and persuasive. They make sweeping generalizations based on a few truths. Not that they lie. They just make the truth sound better. 5:5 High-sociable salespeople act first and think things through as they're acting them out. They enjoy a fast pace and lots of activity. They are better talkers than listeners, not because they don't want to listen but because they're too busy talking to hear anyone else. 5:6 High-sociable salespeople get things done by working with and supporting people and by being supported in return. They are good team builders and players. They are interested in and supportive of the development of the team, its individuals, and the organization.

Page 27: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 27 ~

5:7 High-sociable salespeople can be empathetic because of their focus on people. They have a good ability to understand the world through other people's eyes. They are good at stimulating and motivating people emotionally. 5:8 High-sociable salespeople are promoters of intangibles who get excited about concepts, issues, possibilities. 5:9 High sociability in the absence of other attributes would result in a pure salesperson able to get and keep people going. But they'd be hard to manage, hard to harness. High-sociable salespeople, though, generally make good salespersons because of their social skills and comfort with all kinds of people.

Page 28: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 28 ~

����������������� Low Structure

Chapter 6 �����������������

Low-structure salespeople need to do things immediately and to do lots of things at the same time. The more people, the more tasks, the more hustle, the better. They do well in selling situations that offer lots of calls, contact, and interaction. 6:1 Low-structure salespeople adjust quickly and comfortably from one situation or interaction to another. In fact, variety in tasks and people keeps them happy. This helps in high-volume selling situations. 6:2 Low-structure salespeople tend to cut to the chase on many issues. They are impatient, so therefore skip policies and procedures they deem to be holding them back from accomplishing what they want

Page 29: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 29 ~

to accomplish. They sometimes come across as blunt, which is dangerous when low structure combines with other low-scoring aptitudes. They do not like routine or repetitive selling situations. 6:3 Low-structure salespeople are happiest selling when they have mobility. They don't like being confined to a desk or to one place. They definitely do better if they can move around. They can function in an office environment, but even there they prefer to move around a lot. 6:4 Low-structure salespeople adapt well to change, in schedule, focus, and location. The more variations in their selling conditions the better. They can handle more tasks and more people more enjoyably.

Page 30: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 30 ~

6:5 Low-structure salespeople typically have many irons in the fire. They enjoy handling numerous tasks and interactions simultaneously and are generally capable of doing so successfully. They love to multitask and cope well with deadlines and pressure. They like focusing on goals and working toward them, especially when achieving those goals benefits them and sometimes even the team! 6:6 Low-structure salespeople generally are concerned with closing the sale because of their impatience and sense of urgency. The extent of their urgency, however, depends on the influence of other aptitudes. And urgency can work for and against them. Perceived as impatient by the buyer, they lose sales. Perceived as enthusiastic, they'll win sales. They attack

Page 31: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 31 ~

challenges or problems to get things resolved as quickly as possible. 6:7 Low-structure salespeople are often impatient with products or services that take a long time to sell. They do better with things that roll over quickly. The longer it takes to close the sale, and to move on, the more impatient they become, which may cause them to lose interest altogether or to go for the hard close just to bring the process to an end-one way or the other. Because they can come across as impatient and always in a hurry, they can cause tension in those around them. 6:8 Low-structure salespeople need to have control over their time and activities. They are a little stressed in a team environment unless they are leading the team. Nothing seems to go quickly enough

Page 32: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 32 ~

for these people. In their opinion, everyone else and everything just take too long. 6:9 Low structure unaffected by other aptitudes would make for the busiest people in the world. They would always be looking for the next task or opportunity. You wouldn't be able to tie them down. The problem is that they'd be doing so much they probably wouldn't do any of it well.

Page 33: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 33 ~

����������������� High Structure

Chapter 7 �����������������

High-structure salespeople prefer to do and to concentrate on one thing at a time until the task is completed. They work well selling to repeat customers and in low volumes. They are not so good in high-volume sales centers. 7:1 High-structure salespeople do less well when pressured to alter their way or pace of doing things. It is not impossible to train them to do things differently, but it may take longer for them to come around than others. They don't like change. They become cautious when faced with change in their work and stressed when expectations of them change. It always takes longer for them to adapt to change.

Page 34: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 34 ~

7:2 High-structure salespeople seek harmony in their work environment not competition. The "go-for-the-goal" attitude does not motivate them as it does others. They are more interested in the quality than the quantity of transactions. 7:3 High-structure salespeople tend to accept things as they are instead of looking for new ways of doing things. They offer what is readily available and what they know as a solution to a customer's request. They are not good at digging up alternatives. They are within-the-box thinkers as salespeople, especially under pressure. 7:4 High-structure salespeople listen well and take the time to hear out a customer. This can be a plus or minus depending on the situation. If the goal is to get through

Page 35: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 35 ~

the maximum number of interactions in the minimum amount of time, this will be a problem. A task-oriented high-structure salesperson is likely to let the customer control the interaction. They are more comfortable in higher-service, lower-selling situations. They prefer work environments with no pressure to close and lots of opportunity to be of service. 7:5 High-structure salespeople are more at ease and more effective with familiar customers. Situations that call for high levels of assertive interaction with many unfamiliar people will wear them down. That is an obvious challenge if they have to interact with new prospects all the time. The newness of the interactions and the call volume will create stress.

Page 36: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 36 ~

7:6 High-structure salespeople tend to follow not lead in the selling process. They expect to follow direction and are comfortable doing so. They like predictability-of situations, tasks, customers, routines, and responsibilities. Their selling efficiency drops dramatically when things get out of control in their opinion. 7:7 High-structure salespeople are thinkers. They like time to consider options and the best solution. They are stressed by selling situations that call for quick reactions, and they subsequently convey that stress to the customer. They are plodders who need to do things in a deliberate and predictable manner. Their motto is "First things first," and they must do things sequentially: steps one, two,

Page 37: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 37 ~

three, and so on. If the sequence is disturbed, their ability to sell diminishes. They are reminiscent of the tortoise and the hare: "slow and steady wins the race." This is fine in some selling situations, a disaster in others. 7:8 High-structure salespeople enjoy repetitive tasks and like to work according to the policies and procedures established by management. If there are no policies in place, they will develop their own, but this will take time. 7:9 High structure minus other aptitudes would yield salespeople able to handle only three sales a day, but each sale would be perfect. Everything would be done to completion, and the customer, if patient, would be ecstatic.

Page 38: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 38 ~

����������������� Low Detail

Chapter 8 �����������������

Low-detail salespeople enjoy risk and uncertainty and tend to worry about things as they arise instead of fretting about things that might happen. Their motto is "No sense worrying about things I can do nothing about!" They are more concerned with results than the details of achieving them. 8:1 Low-detail salespeople care little for detail. They are big-picture people more concerned with the overall concept than the small stuff. They like to find out what the interaction is all about and proceed from there. They tend to use this ability quite well in the process of separating buyers from non-buyers. They are inclined

Page 39: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 39 ~

to delegate details to others if their position allows them to. 8:2 Low-detail salespeople speak their minds and are not afraid to do so. They can be very blunt and very direct. They tend to state their thoughts and opinions in a matter-of-fact, black-or-white, take-it-or-leave-it kind of way. This is all well and good if the customer likes that style of delivery. But some people like it a little more dressed up than that. 8:3 Low-detail salespeople operate much better on their own than as part of a team. They like to follow their own goals, their own focus. This is a good quality for some types of selling, but not so good for a team operation. They don't like waiting, depending, supporting, or reporting.

Page 40: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 40 ~

8:4 Low-detail salespeople need freedom to do as they please in their selling and in everything else they do. They can come across as unconventional at times because of their lack of concern for rules and conventions. 8:5 Low-detail salespeople are often thick-skinned. Rejection is not a concept they have trouble with; they don't recognize it, so it isn't a problem! They are generalists interested in a lot of things. 8:6 Low-detail salespeople can be a little casual about commitments, to team and to customers. 8:7 Low-detail salespeople do not readily change their opinions once they develop those opinions. This can lead to challenges in developing rapport. On the other hand, they state their thoughts with such

Page 41: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 41 ~

conviction that customers believe them and may even begin to doubt themselves. 8:8 Low-detail salespeople are able to focus on an issue or goal and to go for it. They are not easily distracted. They almost enjoy a problem if one comes up and tend to be positive in handling issues, which, of course, is acceptable to most customers. They will dig to find a solution. 8:9 Low detail isolated from additional aptitudes would make for hard-hitting, fast-moving salespeople. They would tend to take more chances but also to get more results just by playing the odds. They are great in high-volume, high-energy situations but not so good in low-key, high-service, high-interaction environments.

Page 42: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 42 ~

����������������� High Detail

Chapter 9 �����������������

High-detail salespeople want to do things right. "If it's worth doing, it's worth doing right" is their motto. They are always wondering if things are good enough. They are very detailed and attentive to everything they do. They take everything very seriously. 9:1 High-detail salespeople go by the book. They follow policies and procedures and are reluctant to deviate. If the selling process is within the guidelines, no problem. But if the process steps outside the guidelines, problems arise. 9:2 High-detail salespeople are skeptical of anything new. They are not your early

Page 43: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 43 ~

adopters of change. Things need to be proven over time before they accept them. 9:3 High-detail salespeople are serious and responsible supervisors. They are tough bosses who exercise close and critical control. 9:4 High-detail salespeople sell well; they just don't sell enough. They are appreciated by high-detail buyers, of course, but tend to drive big-picture buyers crazy. 9:5 High-detail salespeople develop expertise in areas of their choosing. They focus on a particular product or process and work on it until they excel in it. 9:6 High-detail salespeople are careful talking about anything outside their area of expertise. They carefully select their words in all communications. They don’t

Page 44: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 44 ~

want to be wrong or to give the wrong impression about anything. 9:7 High-detail salespeople want to do things themselves to make sure they're done to their satisfaction. 9:8 High-detail salespeople tend to be considerate of people and their feelings. They also are concerned about customers and team members. 9:9 High detail salespeople, immune from the influence of other aptitudes, would result in salespeople who are very cautious about opening up to customers but the selling they would do, would be done well. In general high-detail salespeople do not do well in general selling but do excel in selling highly detailed products to highly detailed buyers.

Page 45: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 45 ~

����������������� Emotional Containment

Chapter 10 �����������������

Salespeople demonstrate the E factor through their emotional response to situations. Some are more and others less emotional, as shown by the following self-explanatory scale: 0 > 1 very emotional, very spontaneous 2 > 3 emotional, guided by feelings 4 > 5 mainstream, practical, with a balance between logic and emotion 6 > 7 composed, logical, consistent 8 > 9 controlled, emotionally detached, aloof, rigid, judgmental 10 cold, detached, dominated by reason

Page 46: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 46 ~

����������������� Original Thinking

Chapter 11 �����������������

Original-thinking salespeople are quick on their feet in responding to situations. The level of original thinking, however, varies among salespeople, as shown by the scale below. Some follow instructions and procedures to the letter and have trouble reacting outside them. Others are extremely adaptive. 1 > 4 follow rules, stay with the plan, less inclined to experiment 5 the norm, or average 6 > 10 free thinking, questioning, innovative, inventive

Page 47: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 47 ~

����������������� Conclusion

����������������� There you have it, six aptitudes in different quantities give you different salespeople for different sales situations. It's like anything else-a system. Follow the system and apply the right people to the task for which they're suited, and you get the results you desire! If you are interested in knowing more about these different sales types and sales styles, I suggest that you read two of my other books: 16 Sales Personalities in the Travel Business and 4 Sales Types for the Travel Business.

Page 48: 6 Aptitudes of a Salesperson - Career Quest Training Center · must understand their aptitudes and how those aptitudes interact. You also must know that it is the amount of each aptitude

~ 48 ~

����������������� Credits

����������������� • Organizational Management System (OMS) uses

JAX “the Job Analysis Expert” and the OMS

Questionnaire to identify sales talents and

measures the extent to which job candidates

possess the necessary motivational and

behavioural attributes.

• Alessandra, T. and O’Connor, M.J. The Platinum

Rule. New York, New York: Warner Books Inc.,

1996.

• Carnegie, D. How to Win Friends and Influence

People. Toronto, Ontario: The Musson Book

Company Ltd., 1939.

• Cathcart, J. Relationship Selling – The Key to

Getting and Keeping Customers. New York,

New York: The Berkley Publishing Group (div.

Of Penguin Putnam Inc.), 1990.