![]() EQ will drive rapport and trust which are foundational to influencing (advocacy) or selling (closing). While a certain level of IQ is required to execute the task (competence), intellectual abilities alone will not bridge the gap from prospect to high-value client. Sidhartha Peddinti, Social Impact Ventures LLCĮlite salespeople exhibit emotional intelligence (EQ). This also builds trust and enables the salesperson to table objections with more ease. This is an important quality that can enable the salesperson to tackle objections, have a deeper emotional connection with the customer and even increase the odds of securing the deal on hand. The ability to put themselves in the shoes of the customer is key for any great salesperson. Todd Bavol, Integrity Staffing Solutions Those answers to those questions provide the information needed for a good salesperson to deliver a winning solution. They can follow a question path that gets to the root of what's important to the prospective customer. Good salespeople-the very best-ask great questions. If that's something you can provide, helping the potential buyer navigate through their concerns to the point of making a purchasing decision. It's about identifying what creates value for them. It's not about convincing someone to buy something they don't need or telling people why you're so great. The best salespeople are those who are humble and those who approach sales as a service to others. Customers want a salesperson to be personally invested in their success, not just landing the sale. Mike Schoenfeld, PRelocateĪ successful salesperson will have excellent interpersonal skills and focus on building authentic connections with their customers. A company will not have a good sales team if they don't have a good product. ![]() Good salespeople actually choose the product they want to sell and make sure it's a fit for the market. Trying to sell a product that isn't what the client already wants (or would want if they knew it existed) is challenging. Test takers could easily give answers they knew the test givers wanted to hear, in part because the tests sought to identify particular psychological traits rather than the personality type most capable of selling.Understand your product and the value it creates. Why did the executives that Mayer and Greenberg studied continue to hire salespeople who did not have the ability to perform well? The companies were hindered in the preselection process by flaws in the prevailing forms of aptitude testing. ![]() In the dynamic relationship between empathy and ego drive, each must work to reinforce the other. For sales reps with strong ego drives, every sale is a conquest that dramatically improves their self-perception. The authors define the second of the two qualities, ego drive, as the personal desire and need to make the sale-not because of the money to be gained but because the salesperson feels he has to. They discovered flaws in the established methods of selection and revealed the two basic qualities that any good salesperson must have: empathy and ego drive.Įmpathy, in this context, is the central ability to feel as other people do in order to sell them a product or service a buyer who senses a salesperson’s empathy will provide him with valuable feedback, which will in turn facilitate the sale. The authors devoted seven years of research to studying the problem of the ineffectiveness of large numbers of salespeople. Despite millions of dollars spent on combating the high turnover rate among insurance agents, the rate-approximately 50% within the first year and 80% within the first three years-had remained steady for the more than 35 years preceding the publication of Mayer and Greenberg’s 1964 article.
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