Poor performers cost the company time, money, or both, so it’s your responsibility to take the bull by the horns, reassess their value, and dismiss them if necessary. Firing is unpleasant and costly, so don’t under- estimate the importance of knowing who to fire (and when). Although firing may seem like the cruelest choice, it’s sometimes the kindest thing a manager can do. But it’s never easy. To keep firing to a min- imum – and to tell you when dismissal is the only sensible option – use these suggestions to give your people every chance to succeed before you take that last step.
HIRE SMART Examine a job candidate’s past per- formance to help you predict future success. Experienced salespeople are often more costly, but they’re less risky than those with no sales history – so hire the most proven performers you can afford. If you hire carelessly or settle for average salespeople, expect average (or worse) sales. If you tolerate mediocrity, expect
mediocrity. OFFER SUPPORT
When training new salespeople, sup- plement product or service knowledge with specific sales training. Ensure that your people have the tools (equipment, supplies, literature, etc.) to get and stay organized. Help trainees develop a simple system for tracking sales op- portunities, forecasting accurately, and staying on top of their sales.
SET TARGETS
Several years ago, a California firm had a unique incentive program: Every month, the bottom 10% of the sales force was fired! I don’t subscribe to that motivational philosophy, but it did keep people on their toes and performing. As for your own motivational
program, meet individually with salespeople and set mutually accept- able quotas and activity levels. Make sure salespeople help set their own
THE LAST RESORT If you’ve hired smart, provided the support and tools for success, set targets, monitored activity, coached, and chided – and you’re still faced with underwhelming performance – then you’re left with no choice but to dis- miss the underachieving salesperson. Do it properly and do it fairly, but do it. Deciding who has earned a spot on your winning sales team is part of a manager’s job, and your obligation to the company prohibits you from employing someone who isn’t con- tributing to its success. Insist on top performance, and you’ll make sure that’s exactly what you get.
10 TIPS FOR HIRING A TOP BILLER 1. Don’t rely on résumés alone. A great résumé can’t sell in the field.
2. When the salesperson calls for an interview, take the calls yourself and listen for energy.
goals because, if targets lack personal significance to the salesperson, then they won’t be pursued as eagerly. Knowing you’re monitoring your salespeople’s successes and failures will help motivate them to maintain performance – enabling them to avoid reprimands for failure and to take credit for success. If goals aren’t met, then find out why and help develop a solution to the problem. Maintain personal involvement by monitoring and providing feedback on your people’s progress. They need to know that you care about their professional growth.
RETRAIN BEFORE REPLACING Give your people every chance to perform and positively impact your bottom line. Help them to help you. Make yours a team effort, and take your place as coach. You may need or want to introduce outside assistance to enhance your motivational or train- ing efforts. A new perspective on your management situation often works wonders to improve both you and your sales team.
‘‘
If you could kick the person in the pants responsible for most of your trouble, you wouldn’t sit for a month. THEODORE ROOSEVELT
3. When the candidate is on the phone, don’t offer an interview. Can- didates who don’t ask for an inter- view won’t ask for an order either.
4. When you meet, ask questions that require the candidate to sell: “What do you say when the client says, ‘I’ll think about it’ or, ‘I want a discount’?”
5. Tell the candidate you’ll get back with them in a few weeks after your other interviews. Look for a closer who will say, “Wait. You don’t need to interview anyone else. I’m the person you need.”
6. Continually interview applicants, even when you don’t have an opening. Hiring under desperate conditions often leads to settling for less than the best.
7. Look for candidates who have good people skills: • Good eye contact (clients don’t trust people with poor eye contact)
• Confident body language • Sincere smile • Energy and enthusiasm • A spunky voice – not a monotone
8. Rely on your gut feelings. If you like being and talking with the person, so will your clients.
9. Ask a lot of questions and look for relaxed and quick replies. You need people who can think on their feet when the client throws an objection.
10. Make sure the candidate listens. Good salespeople ask a lot of questions and then listen. They can then use what they hear about the client to sell. They should be doing this with you in the interview.
SELLING POWER JULY/AUGUST 2025 | 17 © 2025 SELLING POWER
AKIO75 /
SHUTTERSTOCK.COM
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43
