Hiring and Developing Top Performers

2010-10-12T11:33:00.001-07:00

Face It… You Can’t Motivate Your People!

By Herbert M. Greenberg, Ph.D., Founder and CEO, Caliper

Managers at wholesaler-distributors often ask themselves: “How do you motivate people?” Our answer is: “You don't.” When we delve below the surface, we have found that all effective managers share one thing in common: An ability to understand and focus on the inner motivations of themselves and of those around them.

The key phrase here is “understand and focus on the inner motivations.” In truth, managers can’t “motivate” others.

Bonuses, incentive plans, and contests do not essentially change performance. They all miss the mark because they deal with the external rather than the “internal motivations.”

Of course, people want promotions. They want the highest commissions they can receive. And they do not want to be fired. However, simply dangling these carrots does not create effective and consistently productive work.

The true motivation that causes individuals to excel comes from within. It is this inner motivation that distinguishes the 20% of those who succeed in virtually every profession. Effective managers have to uncover whether someone has the inner motivations needed to succeed in a particular position.

What Motivates Managers and What Motivates Salespeople?

For starters, the most effective managers like to make decisions and take risks. They are consistent and fair, command respect from others, and are good communicators. They are able to gather information and analyze it in reference to the company’s present and future needs. They know how to delegate projects. And they encourage growth in others as well as in themselves.

The most effective salespeople, on the other hand, possess very different qualities. They are able to understand what other people are thinking and feeling. They are motivated to turn others around to their point of view. And they are able to bounce back from rejection and seize the next opportunity.

Salespeople, unlike managers, want to be out there themselves, meeting prospects and clients, negotiating, and closing deals.

Added to this, some people are motivated by security, others want control, some are driven by accomplishment, others seek involvement, some want to belong, and others want to develop.

Embracing and acting on this understanding of what motivates people (new hires or existing employees) is certainly more complicated to deal with than using a broad stroke, a “one-size-fits-all” approach. But how these motivations are responded to (or ignored) sets the tone for the entire organization.

How Do You Identify These Motivating Forces?

There are three approaches to surfacing these factors:

1. Behavioral-Based Interviewing: Perhaps the most difficult, this approach relies on the expertise of the interviewer to elicit feedback from the applicant. Using very specific and probing questions to get to these motivational forces, the most-effective practitioners of this process have received extensive training in this approach and have had years of experience to refine their skills.

2. Personal Observation: When an individual is already on board as a member of the team, astute observers can simply pay attention to what motivation factors have the greatest impact on the individual.

3. Personality Assessment: A valid and legal personality test will routinely uncover this very important information, so that it can be used to focus the new hire or existing employee appropriately.

Tapping into, understanding, and focusing each individual’s inner motivations is the surest way for managers to develop a productive work force.

About this Blog

This blog is created by NAW and its partner Caliper, an international management consulting firm that offers a wide range of personnel services to wholesale distribution companies.

2010-09-28T05:27:00.000-07:00

But They Looked So Good in the Interview

By Herbert M. Greenberg, Ph.D., Founder and CEO, Caliper

How often, after hiring someone who does not work out, have you asked yourself: “How did this happen when he looked so good in the interview?” While interviews can provide valuable input into the hiring process, they often confuse as much as clarify.

Part of the problem is the inherent limitation of interviews.

Instead of lending insight, interviews can often become a form of theater in which all of the actors are tripping over one another, trying to put their best feet forward. The employers are busy attempting to leave a favorable impression of themselves and their companies, while the applicants are trying to mold themselves into whatever they perceive is desired.

Meanwhile, it must be kept in mind that any bookstore worth its salt has a shelf full of guides for playing this game to the hilt. And anyone serious about applying for a job has read at least one of these guides.

So, job interviews are replete with people trying to leave the best first impression. The result, all too often, is what we call “Interview Stars” — those individuals whose best performance occurs during the interview.

These Interview Stars are able to convey a favorable first impression, but it wears thin very quickly. The difficulty employers encounter is delving below the surface to get a clear understanding of an individual’s true motivations.

A first step is to conduct a personality assessment, which can provide insights into an individual’s strengths, limitations, and motivations. For example, a comprehensive, in-depth personality test can provide insights into whether someone is assertive, confident, and a self-starter. It can also tell you if the individual you’re considering has the relationship-building skills, problem-solving capabilities, and work ethic necessary for success in your organization.

As one client puts it, “Personality testing gives me a six-month head start in really knowing who I’m hiring.”

A second step, and equally important, is to compile a list of the key attributes that are going to be required for the individual to succeed in the job and to work effectively with his manager. For instance, for a sales position, persuasiveness, service orientation, independence, reasoning ability, empathy, and the ability to bounce back from rejection are increasingly important as customers seek quality.

Then you need some questions that will help you determine the extent to which each applicant possess these traits and can effectively make use of them in the job at hand.

For instance, when trying to determine if an individual is confident and assertive, ask him to tell you about an individual who can influence him. Ask the individual to tell you about a time when he had to go against the rules. Ask him what the best suggestion he ever made was. Then listen. As the story unfolds, you learn much more about the individual — rather than simply reviewing a resume as is so often what happens in interviews.

In assessing an individual’s problem-solving and decision-making abilities, ask, “If you could change a policy at your present company, what would it be?” Ask the person what are the easiest kinds of decisions to make? What are the hardest? Then, again, listen.

And there are many other questions to pursue to help assess an individual’s level of independence, initiative, sales skills, caution, energy, leadership, organizational ability, communication skills, ability to follow directions, and service orientation.

These questions can be windows into an individual’s personality. Coupled with the findings from a valid personality test, they can provide you with an accurate read on an individual's motivations — before you bring that person on board.

First and foremost, you need to know the qualities you are looking for in a particular position. Then, through valid personality testing and comprehensive interviewing, you will be able to delve below the surface and get a clear understanding of an individual’s strengths, limitations, and motivations. The key to a successful job interview is to determine if the person is just looking for a job — not that there is anything wrong with that. But see if the job candidate really loves doing the work involved in the position. All of our studies have shown that no one can reach the top of his game unless he absolutely loves what he is doing.

About this Blog

This blog is created by NAW and its partner Caliper, an international management consulting firm that offers a wide range of personnel services to wholesale distribution companies.

2010-08-17T11:54:00.000-07:00

Quality Is on Everyone's Mind

By Herbert M. Greenberg, Ph.D., Founder and CEO, Caliper

Everyone is concerned with how to attain quality, how to keep it, and how to be known for it. This emphasis on “quality” is compelling. Quality is definitely seen as the factor that can distinguish your wholesale distribution business from your competitors.

In many ways, quality might seem elusive, or, at best, hard to measure. However, it is easy to determine when quality is present and when it is missing.

And we are all drawn to people, companies, products, and services that exude quality.
Whenever we speak about quality before a group of executives, among the questions asked is, “What characteristics make up a perception of a quality company?” The top-of-mind responses from executives include:

Service

Reputation

Consistency

Integrity

Commitment

Enthusiasm

Authenticity

Reliability

Availability.

When you review this list, the lion’s share of these characteristics have to do with people — with the people we select, develop, and manage, with the ways in which we motivate our employees, with the ways we work together, develop priorities, and accomplish corporate goals.

The irony is that management typically focuses the bulk of its resources on other strategies. Finance, sales, marketing, and investment strategies are usually thought of as the “hard issues.” So they are given much more prominence than the “softer issue” of human resources strategies. But the area surrounding better strategies for our people is precisely where we can gain a meaningful, competitive edge.

Improving our people strategies starts by renewing the way in which we look at our people and the jobs they fill. We can start by taking a fresh view of our managers and of those who we manage.

Along these lines, one of the questions we pose is, “How many of you are managers?” To this, almost everybody immediately raises his or her hand. Then we ask, “How many of you have managers?” And, again, not quite as enthusiastically, all indicate they have managers. Then, as we discuss the differences between the way we manage others and the way we are managed, an interesting point comes to the surface: Most of us know much more about the people who manage us than we know about the way we manage others.

And one of the most annoying qualities usually expressed about the people who manage us is that they often make us feel manipulated. There is an underlying, universally acknowledged feeling that our managers often try to get us to do things through a variety of formulas and half-truths, which, in reality, we can see right through, and which serve to undermine a collaborative, team-building approach to management. And yet, we often try to use these very same approaches with those who we manage.

The lesson to take, in our role as manager, is that we need to be more authentic. We need to better understand those we manage, including their strengths, motivations, and limitations. Only then can we include them in our strategies and recognize how they can contribute, in very meaningful ways, to our corporate goals.

About this Blog

This blog is created by NAW and its partner Caliper, an international management consulting firm that offers a wide range of personnel services to wholesale distribution companies.

2010-07-13T08:22:00.000-07:00

How to Avoid "Hiring in Your Own Image"

By Herbert M. Greenberg, Ph.D., Founder and CEO, Caliper

How often when you are looking to hire someone do you come across someone you like very much? In fact they remind you a bit of yourself when you were a bit younger? You’re not exactly sure what it is, but you see a younger version of yourself sitting across the table, and you can’t help but like the person.

Then, after a few months of training, other qualities come to the fore that you didn’t recognize in the interview. And, scratching your head, you can’t even remember the reason you hired that person in the first place.

This is one of the most prevalent management myths. We call it “hiring in your own image.”

It’s only human to want to work with people you like. So there is almost a reflex action involved in the tendency to hire people that are like you. Of course, you’re certainly not likely to hire someone who gets on your nerves. And, naturally, the people we tend to like are the people who are most like us.

The problem is that people like yourself may possess your strengths and virtues. But they are also going to possess your limitations and, yes, even your faults.

If you hire an entire staff of people just like you, you’re bound to create a situation of imbalance.

A staff with one set of abilities — and all the same faults — leaves a lopsided organization, with some important structural weaknesses. It is like a football team with eleven excellent quarterbacks, but no players who are able to block for them or to catch their passes.

The key, then, is to build an organization with balanced talents and attributes. How do you achieve this?

For starters, when you interview a prospective employee, remember the human tendency to hire in one’s own image. Think carefully about those qualities in the individual to which you are reacting positively or negatively and try to be objective about how they really relate to the particular job you need to fill. Also, think about how those qualities blend with the rest of the team.

For example, if you’re a manager who is looking for an assistant, ask yourself whether you like an applicant because he or she demonstrates management qualities like your own or because the individual has the technical skills necessary and responds well to your particular management style. If you end up with an assistant who is too much like you, you will be duplicating your strengths rather than strengthening your limitations.

To counter this tendency, you might also want to ask your managers to independently assemble lists of the attributes necessary for the job. This will add objectivity to your process. And it might also surprise you, as you see how different managers view the same job differently.

It is also a good idea to include those managers in the screening, interviewing, and selection process. This will help round out the procedure by adding varying perspectives. So, in the end, you will end up with a final candidate who meets everyone’s criteria for success, who already has a better sense of who the key players are in your company and how decisions are made, who has a clearer idea of how he or she might fit within your organization. And, as an added benefit, you will pull your managers together into a more cohesive team, feeling that their input is desired and heard.

In the final analysis, the best way to avoid “hiring in your own image” is to be aware of the problem. Then you can take steps to face it head-on yourself, while taking advantage of including key executives in the selection process — realizing that they, too, might have a tendency to like people who are most like them.

About this Blog

This blog is created by NAW and its partner Caliper, an international management consulting firm that offers a wide range of personnel services to wholesale distribution companies.

2010-06-16T15:10:00.000-07:00

Charisma Isn't Always Enough

By Herbert M. Greenberg, Ph.D., Founder and CEO, Caliper

What makes a charismatic leader? A number of images come to mind: Winston Churchill’s ability to inspire, Henry Ford’s vision, John F. Kennedy’s speaking presence, General Patton’s ability to command, Leonard Bernstein’s passion, and maybe even a touch of Donald Trump’s bravado.

Charismatic leaders are those rare individuals who can chart a course, fill people with a new sense of purpose, light a fire that encourages people to reach further than they have ever reached before, and somehow make the distance between the starting point and the goal seem shorter than it really is.

But while charismatic leaders can be inspirational, not all of them have the ability to develop a cohesive and collaborative sales team.

We were reminded of this shortcoming recently with one of our wholesaler-distributor clients. The firm’s sales division, which had been performing very well, quickly went into a tailspin. For more than three years, this division had been the company’s plum, producing at levels that continually set records. Then, in recognition of the division’s long-term exemplary performance, the charismatic sales manager—who had been at the helm of this division—was promoted to the front office.

Within two months of his promotion, it became clear that the team he left behind was beginning to fall apart at the seams. When this leader—the team’s true driving force—was removed, the quality of the remaining group found its real level. Part of what happened, we found, was that the loyal team left behind felt a sense of resentment and betrayal when its manager—a strong, driven, and dynamic individual—was promoted.

At the same time, the transition for the new sales manager turned out to be too fast and too rocky. While the new sales manager was very capable, he wasn’t quite prepared to take on this sizeable challenge. As he tried to secure his footing and place his own imprimatur on the division, he became somewhat cautious.

To his sales force, this guarded style was interpreted as a lack of enthusiasm and optimism, two qualities with which they had become very familiar. Soon, this negative mind-set started to erode confidence. When the original, more charismatic manager set goals, for example, the tendency was to respond positively. But similar demands put forth by the new manager were viewed as unrealistic and were subsequently resisted.

In addition, we discovered that the quotas set by the former manager were met, to a large degree, through his own sales activity. Over the years, a tacit system had been developed whereby the sales force became prospectors who would bring the manager along on the final visit to close a sale. The sales force, in effect, was just opening doors; the former sales manager was the closer.

In this case, the solution was to bring the charismatic manager back temporarily, to help smooth the transition by coaching his replacement and sending signals to the staff that he was transferring his authority to his successor.

The new sales manager, in turn, was counseled more formally for his new role, particularly in the areas of motivating, goal setting, and delegating, while the team members themselves received targeted training in closing techniques. Also, a composite personality profile of the most successful salespeople (a profile that assessed strengths, limitations, and motivations) was developed to assist the new manager in evaluating applicants. After only a few months, the team was primed to resume its former high level of achievement, and the original, charismatic leader was able to assume his new challenge.

Unfortunately, it isn’t always this simple.

Some Caveats

Charismatic leaders can bring a special quality to an organization. On one hand, they are able to focus on large and competitive issues, fold the individual’s concerns into their vision, convey their ideas in compelling terms, generate enthusiasm, and—defying the laws of physics—actually create some sales energy within their teams.

But there are also a number of risks that an organization takes in counting too heavily on charisma alone.

For one thing, we’ve found that, generally speaking, charismatic leaders have a hard time sustaining their momentum over an extended period. In most cases, they are usually the right person at the right time under the right circumstances.

On the other hand, they are needed and defined by those same circumstances. In another situation, their particular brand of “magic” might not work as well. And they may have trouble with staying power.

In the long run, because they are more self-centered and less group-oriented than most managers, charismatic individuals aren’t likely to concentrate on developing the capabilities of other team members. Part of the reason is that, unlike most topflight managers, the focus of many charismatic leaders can be all on them. So they can keep the emphasis on them, rather than growing, developing, and empowering the members of their team.

When it comes to delegating, for instance, they often pass on the responsibility, but seldom relinquish the authority. They might assign tasks, but then they want their people to report on every minute detail. There tends to be an unspoken agreement that employees should check with them at all times. Taken to its extreme, this pervasive need to control even the most trivial activities, like booking a hotel or a flight, stems from being totally incapable of relinquishing power on any level.

They also seem more interested in moving their own ideas forward, as opposed to developing a collaborative environment. For example, they will generally opt for a series of separate individual meetings with team members, rather than larger, group problem-solving sessions that break off into special task forces.

Still, this is not to say that someone who is charismatic will, as a matter of course, become an inept leader. And, we’re not by any stretch of the imagination arguing in favor of the bureaucratic game player over a charismatic sales manager. But just as every coin has two sides, there are certain concerns to keep in mind about charismatic leaders and their staying power.

To continue to be effective, and to develop a winning team, charismatic leaders often have to fight some of their own natural tendencies. They have to make a concerted effort to

include people rather than exclude them
empower them rather than control them
identify and develop the potential of individuals rather than consistently monitor their whereabouts.

In essence, they have to be interested in developing all the players—including themselves.

As one such charismatic sales manager said, “Sometimes I have to sit myself down and consciously say, ‘Let go, delegate, allow other people to try—even if they fail.’”

About this Blog

This blog is created by NAW and its partner Caliper, an international management consulting firm that offers a wide range of personnel services to wholesale distribution companies.

2010-06-08T13:20:00.000-07:00

What Is the Best Way to Handle Prima Donnas?

By Herbert M. Greenberg, Ph.D., Founder and CEO, Caliper

You know who they are. They are hard to miss. They saunter in, flaunting their latest success. Their attitude can easily shift from amusing to irritating. They think your rules are for someone else, and they let you and everyone else in your company know it. Yet time after time they prove themselves to be your best performers, and business keeps rolling in.

Therein lies the dilemma. These individuals are obviously worth keeping, but at the same time, you are left wondering why you put up with their behavior.

Does their insolent attitude have to be part of the package? What steps can you take to bring out the best in your prima donnas without having to put up with the worst in their personalities? And how can you send a message to the rest of your staff emphasizing what you value?

You need to understand why your prima donnas act the way they do. Do they have a strong need for achievement? Are they more comfortable in situations where they have complete autonomy? Is their lack of patience causing them to be less than polite with other members of your staff? Chances are their strong desire to have things done their way complements an equally strong desire to succeed. If so, they may be more likely to see rules and procedures as something meant for others to follow, and not them.

How to Stay in Control

If you are serious about handling your prima donnas, realize that some feathers may get ruffled. Prima donnas who have been given tacit consent to do as they please may feel threatened when all of a sudden their status or attention is taken away. By following these simple tips, you may be able to stem the tide before things get out of hand:

Enforce the rules. Remind all employees at regular intervals that they will be held
accountable for their actions. Be firm about setting limits on behavior and be consistent.
Reward good behavior. Find ways to publicly recognize those employees whose actions
reinforce your company's culture. Your prima donnas will notice who is getting the attention and why.
Plan for success. If, as a result of your actions, your prima donna leaves, be prepared.
Identify other individuals with the potential to duplicate or exceed that person’s success in their specific roles. Encourage and actively develop these individuals to reach their full potential. Not only will this ensure a steady stream of top performers, but you will also debunk the myth that a prima donna is the only person who can perform successfully.

Here is a recent experience of ours that can serve as an example of how this could work for you.

A client firm found itself taken hostage by its sales department and consulted us about the problem. The four prima donnas constantly acted as if they were part of some exclusive club — far superior to their fellow employees. Their expenditures went unchecked, and they considered themselves untouchable, because they regularly brought in a high volume of business. This situation had gotten out of hand, because management would not interfere, and this sent the message to everyone in the company that this behavior was not only acceptable but rewarded.

On a daily basis these prima donnas expected their colleagues to perform miracles, usually at the last minute. In the process they were overly demanding, unrealistic, curt, and rarely appreciative of the extraordinary lengths the support staff went to accommodate them. It didn’t take long for this expectation to wear thin. First, the tension was felt within the company. From there, it was inevitably passed on to clients, who, as balls were dropped and deadlines missed, took their business elsewhere. Once a steady stream of clients and employees began to leave, senior executives were forced to confront the problem.

The first step we recommended was to administer an employee attitude survey, which gave them new insights into the depth of their problem. Virtually everyone in the company felt the sales department was in control and would remain unchallenged. Next, they assessed the personalities of each salesperson to better understand each individual’s motivations as well as the dynamics of the group. What they learned was that their prima donnas were bright, extremely aggressive, independent, and unaccommodating individuals who were lacking in empathy. It was clear that these individuals wanted to have what they wanted, irrespective of the concerns of those around them. In order to regain control of the situation, the company needed to set a new tone firmly based on individual accountability and enforce it.

The sales department employees were informed that their behavior was no longer acceptable in light of the company’s revised expectations. Those who did not agree would be free to leave. For the first time, these prima donnas would have to change their focus and behavior in order to remain successful within the new company structure. As a result, one of the individuals responsible for generating conflicts decided to leave the company. Those who remained adapted their behaviors accordingly. The business now has significantly improved its bottom line and client retention, and the working environment is less stressful.

Bring Out the Best in Your Prima Donnas

The good news about prima donnas is that they are usually top performers. The challenge they present to management is how to balance their need for recognition with the smooth operation of your business. By placing an equal value on team work, professional behavior, and job performance, your clients will receive better service and your employees will see your commitment to maintaining control over what goes on in your organization.

Although it’s only natural to react negatively to a strong personality usually exhibited by prima donnas, the key is to tap into their natural talents in ways that will ultimately benefit the company. By focusing on ways to measure the impact of their behavior, you can find a middle ground where your prima donnas can continue to be top guns without driving you and your staff over the edge.

About this Blog

This blog is created by NAW and its partner Caliper, an international management consulting firm that offers a wide range of personnel services to wholesale distribution companies.

2010-05-27T07:44:00.000-07:00

Building Peak-Performance Teams

By Herbert M. Greenberg, Ph.D., Founder and CEO, Caliper

Even if you are not a racing fan, there is something exhilarating—almost magical—about seeing a fiery car in a blaze of color fly into a pit as crew members in yellow, fire-retardant suits—at breakneck speed—change tires, refuel the tank, replace hoses, make sure the engine is humming, attend to the driver, and, without a wasted motion amid the incessant roar of engines in a continuous blur of activity, get the car back into the race.

Such pit stops can take less than 10 seconds. Ultimately, they are where records are won, and races lost.

Wholesaler-distributors in this tight economy can learn a lot about building peak-performance teams from such pit crews.

Whether companies are large or small, success often depends upon forming a cohesive group of people who, in other situations, might not necessarily get along together.

It used to be enough for companies to concentrate on simply hiring the best people for each position. But that alone is no longer enough to stay ahead of the competition in today’s marketplace. Now, the most successful companies are those that can create synergies, sparks, and a sense of purpose among divergent team members.

Peak-performance teams are able to bring out exemplary talents in each player, create efficiencies, prepare for eventualities, synchronize activities, communicate on the fringes of each other’s abilities, and operate with a unique single-mindedness of purpose.

Team building, as we have discovered, is not a quick, one-shot approach. Rather, it is a continuous, evolving process, which, in order to be effective, starts with a clear vision of the team’s goals and a well-defined strategy on how to attain those goals.

A team must be viewed as a totality, not as discrete elements. Every team has particular strengths and weaknesses.

Regardless of the nature of the business or the size of the company, peak-performance teams typically share a number of common characteristics:

They have a unified understanding and vision of the company’s goals, objectives. and future.
Each team member is keenly aware of his or her own skills, precise role, and value to the team; each team member is also aware of the same for all other team members.
Members of the team derive as much satisfaction from the performance and achievements of others as they do from their attaining their own milestones.
Finally, communication among team members is open, informal, and ongoing.

There are, of course, many tools available to help management move a team forward. Attitude studies, valid psychological tests, employee productivity workshops, and team-building activities are just a few approaches worth considering. Which of these activities, or combination of activities, might be appropriate depends on an understanding of what gaps exist between where the team is and where it could be.

Our work with start-up entrepreneurial firms and Fortune 500 corporations alike tells us that, while there are many differences, the most successful companies do share one thing: An emphasis on creating new, more effective ways for empowering people to collaborate. Only with such a commitment can companies in today’s marketplace keep ahead of the competition and move toward reaching goals and realizing visions.

About this Blog

This blog is created by NAW and its partner Caliper, an international management consulting firm that offers a wide range of personnel services to wholesale distribution companies.

2010-05-11T08:33:00.000-07:00

Are You Hiring the Wrong Salespeople?

By Herbert M. Greenberg, Ph.D., Founder and CEO, Caliper

All salespeople are not created equal. And neither are all wholesaler-distributors. Before you can even begin to think about the type of person who will succeed in your company, you need to ask yourself some serious questions—three in particular:

How would I describe my company’s culture?
What are the requirements of the position?
What is my style of management?

Let’s first consider your company’s culture.

Company Culture
The main aspects you’ll want to focus on are growth; structure; and environment. Every company wants to grow, obviously. But there are different ways to go about it. Ask yourself: Am I trying to grow by adding new services and getting more business from our current customers? Or is my goal to expand into a new territory? Different objectives require different strategies and styles.

Next, take a good look at the way your company is structured. Do you see a place with established procedures, clearly delineated job responsibilities, and set rules? Or do your employees need to act as strong change agents, wear several hats, and be versatile? Do you have some employees who function better when given rules and direction and others who prefer to be “mavericks”? Think about which works best for you—and why.

And take a look at how you want your employees to work in relation to each other. Do you have standards in place that make it easy and desirable to work together as a team? Or have you set up goals and incentive plans that invoke fierce competition?

The Position
Once you have a solid understanding of your company culture, you are ready to consider the position itself. What would make someone successful in the position? For example, let's assume we are trying to fill an equipment sales position. We know this person will be responsible for selling equipment. Simple, right? Not so fast. Let’s look at some of the details that could make or break someone in this role.

First, what type of customer will this new salesperson be targeting? Existing clients who will work with your company because of the great customer service they get? Or will the primary focus be on new business development—where your new salesperson will be up against some intense competition?

Second, consider the average close cycle. Is it one week? One month? Six months? Will it happen after one meeting? Or will it happen after several meetings over a prolonged period? The answer will play a big part in determining the type of employee you need.

Third, what are the demographics of the location? Suburban? Rural? Big city? Are your salespeople expected to do the follow-up and paperwork on their own? And if so, how big a part of the job is it? Or do you provide support staff to handle these activities?

Fourth and finally, of course, you will have a list of specific tasks. But, while the person’s ability to complete these tasks is certainly a key factor in his or her success, “ability” is by no means the only ingredient.

You
Then we have you. Who are you and what’s your management style? Being able to answer this question honestly and accurately may be more important than you think. Consider the following:

Do you keep close tabs on the progress of your employees?
Do you like to have your hand in all projects? Or do you need people who are more independent?
Do you like to be surrounded by people who are very flexible, creative, and spontaneous? Or do you prefer people who are deliberate, patient, and rules-driven?
Are you able to coach and mentor employees? Or is it difficult for you to deal with people who need a pat on the back once in awhile?

Being aware of your personal style is critical to your ability to surround yourself with the right people—the people who can thrive in the environment you create.

Okay, now let’s use this information to determine who will succeed in your company.

Two Types of Salespeople
In our more than 40 years of work in the human resources industry, we have discovered that there are basically two types of people who succeed in sales: Hunters and Farmers.

The "Hunter" is what most of us think of as the typical salesperson—and it’s the type of person most managers initially think they want. But before jumping to any conclusions, let’s take a closer look at who the hunter is—and at the environment in which he or she is likely to thrive.

Hunters are highly motivated to persuade others. Hearing someone else say “yes” is what drives them. Not just on the basis of earning a commission, but because having the opportunity to convince someone is what makes them tick; it enhances their ego and defines who they are.

They are also outgoing, assertive, and resilient individuals, who are not afraid to come right out and ask people for their business—and will not take it personally if they hear “no.”

Hunters are proactive and like things to happen NOW! They enjoy taking risks and are comfortable thinking on their feet. This can be a great asset when it comes to going after new opportunities. However, it can be a real drawback in longer-term sales cycles. Additionally, their lack of patience, tendency to be stubborn, and difficulty with detail can prevent them from reading subtle clues from customers and from taking time to plan, prepare, and handle follow-up activities.

Now let’s take a look at the "Farmer." Farmers take a more consultative approach to selling. They have a patient, low-key style, and are totally intent on coming through for their customers. Their steady approach is what leads to their success. They are detail-minded, conscientious, and accommodating. While they are not necessarily the most outgoing people, they listen extremely well, and once they establish a relationship with their customers, they will work with them as a partner—not resting until each customer is satisfied. They are generally very respectful of authority, and ultimately, farmers combine the solid values of being responsible and thorough with a patience that allows them to keep pushing for the right solutions.

Be aware, however, that with this lower-key approach, and lack of a stronger natural motivation to persuade, farmers are not people who will readily “hit the ground running.”

If you throw a farmer into an unfamiliar and competitive territory, expecting a great deal of new business acquisition, you are likely to be disappointed. When quick, no-time-to-plan, “just go for it” action is required, here again farmers will struggle.

The Ultimate Question
Now, it’s time to put everything together and address the ultimate question: Who will succeed in your company?

We’ve explored your company’s culture, the requirements of the position, and your personal style of management. When we align that information with what we know about the two types of salespeople, we can determine which personality style is a “fit” for your overall needs. You’re your needs right now—and for the future.

Don’t Let ‘Em Get Away
And here’s one last point. After you’ve gone through so much effort to determine where you’re heading and have finally hired who you need to help you get there, the last thing you want to do is lose your “perfect match” to the competition.

By exploring the personality traits of the different types of salespeople and using this information to decide who will succeed with you, you have armed yourself with some incredible knowledge: You know what motivates this person. And you can use this information to help you succeed with him or her.

If you’ve discovered that you need a hunter, here are some tips to keep your hunters happy:
Challenge them, provide them with variety, and give them their independence. If you want to lose them, just bury them in paperwork, box them in with rules and supervision, and create a situation where the closing cycle becomes long enough that they lose interest. As a developmental suggestion, have them work on slowing down to listen more attentively, and suggest they make an effort to think through the pros and cons of their ideas and solutions, rather than acting too impulsively.

As for the farmers, it is very important for them to know they are doing things right and that people are happy with their service and performance. Provide them with guidelines and regular feedback, and make them feel appreciated. And be sure they are in an environment that values and offers the opportunity to build and maintain strong customer relationships. If you want to make your farmers unhappy, just ignore them, don’t establish guidelines and expectations, and keep changing your focus. To help them develop, encourage them to think outside the box and be more open to unexpected changes.

Obviously, the hunter and farmer personality types are not “all or nothing.” You may need someone who is very close to one end of the scale, or you may require a person who falls somewhere in the middle. The point is to become aware of what the ideal profile for your company would look like, and from there, determine what traits you must have versus those that would be nice but you could live without. By matching your style, environment, and needs with the personality traits and motivations of your employees, you can dramatically increase your chances for success in achieving your goals.

About this Blog

This blog is created by NAW and its partner Caliper, an international management consulting firm that offers a wide range of personnel services to wholesale distribution companies.

2010-04-27T11:05:00.000-07:00

Selling Through Hard Times

By Herbert M. Greenberg, Ph.D., Founder and CEO, Caliper

How can salespeople at wholesaler-distributors keep their chins up during these tough times? Staying ahead of the sales game these days depends more and more on how salespeople handle rejection.

In the best of times, successful salespeople have been characterized by their uncanny ability to bounce back from rejection, criticism, or any other negative situation. If they are anything, the best salespeople are resilient. Their sense of self is intact, so they are uniquely able to dust themselves off and quickly get back in the fray.

Unlike most people in the population at large who view rejection as a personal affront (or, at best, something to be avoided at all costs), successful salespeople often view rejection as just another learning experience, just another part of the job.

Getting turned down is simply part of the challenge, spurring successful salespeople on to the next effort. Such resilience helps them to maintain a positive outlook when knocking on the next door.

But what if that door also closes on them? And what if the next door after that isn’t even answered? In hard times, even the most resilient salespeople can lose sight of the prize. When markets become smaller and competition heats up, rejection can become a way of life. And many salespeople who were extremely productive in easier times seem to lose their competitive edge.

The best advice sales managers can give to salespeople is to keep it all in perspective. Remember, this is happening to everyone — not just to you.

So, step back and look at your client base. Don’t just concentrate on obtaining new clients. Also be indispensable to your present clients. Be everywhere you are needed, even in places you might not be expected, and you can find expanded sales in your own backyard.

Also, remember that many sales are not being lost in the traditional way. You are not being beat by a competitor. You simply are having decisions put on hold. This can be very difficult for salespeople who are impatient.

As a result, sales managers have to spend much more time coaching, encouraging, listening, and providing advice on ways to better qualify leads. Much more so than in better times, the sales manager’s role is to reassure everyone on staff and help smooth through conflicts, anxieties, and crises.

The most important lesson is for salespeople to separate negative occurrences from their sense of self. This can be particularly difficult since successful salespeople usually feel 10 feet tall after making a sale, and somewhat diminished when a sale falls through.

Sales managers have to emphasize that these tough times are happening across the board, so there is nothing personal about it. It is, for the most part, outside of any one individual’s sphere of influence.

As a sales manager, you can never make the disappointment from losing a sale go away completely — nor would you want to. That disappointment is part of the distinct psychological make-up of all successful salespeople. But you can try to help make the recovery period from rejection as short and painless as possible.

To this end, keep your style to coaching rather than confronting. A sales manager will only compound the negative feelings that accompany down times by being too tough. If your messages are too negative they can be internalized and actually inhibit salespeople from realizing their goals. Some people, even those who seem confident on the surface, have a tendency to believe negative messages more readily than positive ones.

In both tough and good times, to succeed in sales, you need to listen very closely to prospects and clients. Understand that they are going through the same thing. They have similar fears and anxieties. Be more patient, sharpen your skills, and prospect a little harder.

Ultimately, such attention leads to salespeople finding more creative solutions for their clients, and relating more as a consultant — which is really the relationship in which salespeople end up being most important to their clients and, therefore, most successful.

It is a delicate balancing act — having ambitious goals and realizing that you won’t achieve them right away. That’s where self-acceptance comes into play. It’s the ability to feel good enough about yourself to keep going when times get tough. Self-acceptance is a necessary ingredient for a successful salesperson, but particularly so in tough times.

And, above all, remember: This too will pass.

About this Blog

This blog is created by NAW and its partner Caliper, an international management consulting firm that offers a wide range of personnel services to wholesale distribution companies.

2010-04-13T08:06:00.000-07:00

How Well Do You Know Your People?

By Herbert M. Greenberg, Ph.D., Founder and CEO, Caliper

As a wholesaler-distributor, effectively managing isn’t just about directing other people. Strong leadership often depends upon knowing the right questions to ask.

When assessing capital assets, implementing a marketing approach, analyzing your competition, or developing a strategic plan, there are clear parameters for measuring the situation and a prescribed list of questions to review.

However, assessing the potential of the people working for you can somehow seem more elusive, more imprecise.

Just what are the right questions to ask to make sure you have a clear understanding of the people onboard? How do you tap into their potential? And, how can you make sure that your employees’ knowledge and creativity are focused on your vision?

As a starting point, we have put together a list of questions. Everyone will have different answers to these questions. The important part is that exploring these questions will help you focus on understanding and harnessing your primary asset—your people. Your competitors can copy everything else, but they cannot copy your staff. Ask yourself these questions:

If you were to leave tomorrow, which of your people would be vying for your position? Which of them would be suited for it?
Are your people aware of your company’s goals? Are they committed to them? If you asked five random people what makes your company different from others, what would they say?
Which of your people genuinely enjoy what they are doing? Do you know why your best people perform so well? How many people passively or actively are looking for another job?
How do each of your people feel about you? How do they feel about their immediate supervisor? Do they look to you for leadership? What is your management style? Does it work?
Which of your employees have the potential to be managers? Which of your employees would like to move into sales or management? Who are the “centers of influence,” regardless of title?

These are some of the questions to ask yourself to get a clearer read on how well you know your firm’s biggest asset. Admittedly, these are not easy to answer. They take a lot of thought, time, and effort. However, a thorough analysis of your people will enable you to create an environment in which individuals, as well as your firm, can thrive. It is precisely in this area that improvements can result in quantum leaps in productivity.

About this Blog

This blog is created by NAW and its partner Caliper, an international management consulting firm that offers a wide range of personnel services to wholesale distribution companies.

2010-03-23T08:16:00.000-07:00

What Downsizing Means for All of Us

By Herbert M. Greenberg, Ph.D., Founder and CEO, Caliper

Downsizing, which used to be viewed as an unfortunate occurrence, has changed into a fact of life for many wholesaler-distributors. Those employees who stay and those who leave are all confronted by an enormous loss. Each employee will feel that his or her loyalty has produced little more than a false sense of security, and everyone learns the same lesson: Everything today is changing. As we all look to find the “new normal” we need to confront the fact that it may be a long time before we know what that even looks like.

As wholesale distribution executives try to make quarterly ends meet, they find themselves trying to be “fair” about downsizing people, which is impossible. A distributor may state, “We will downsize by 10% across the board. We will all bear the brunt equally.” While such statements might seem fair, they convey a singular lack of vision about where the company needs to place the most emphasis.

If a company needs to change its shape and size, an axe will not accomplish the task. Such an operation requires careful surgery. The emerging company will not succeed just because it is smaller. Focus, markets, and ways of accomplishing goals will all change. And with these changes, virtually every job will be redesigned or eliminated.

Before any changes are made, management needs to view everyone from a new perspective: Look to see if they have the necessary attributes to fill the new jobs, along with the flexibility to change and the potential to grow in the new environment. Distributors need to hypothetically fire everyone at the company—including themselves—and then decide who they would hire all over again and, most importantly, what they would hire them to do. Would that person in purchasing be better suited to sales? Would that guy in the warehouse be better suited to inside sales? Just telling every manager to cut X number of people is the exact wrong thing to do.

The job that someone has done in the past may or may not have any relevance to the job they could fill in the new downsized environment. This becomes complicated because, more often than not, managers confine their views of individuals by considering only what they have done in their most recent position. It takes an objective, thorough, in-depth approach to delve below the surface and determine what someone is really capable of accomplishing. To successfully make the transition in a downsized company takes a combination of the right abilities, aptitude, and attitude. Do the people you are considering keeping have that attitude? Do they have the willingness to adapt?

The same holds true for those who have been downsized, often because they were simply in the wrong place at the wrong time. Such individuals need to assess their internal strengths, so that they can refocus their career goals. Many people realize that getting a new job that simply replaces the one they lost isn’t going to work anymore. When such individuals resolve to bounce back and discover within themselves the resources to continue and change, they often reach new, unimagined heights.

The ultimate lesson of downsizing is that whether an employee stays on board or carries on to new ventures, everything is changing. The future belongs to those who are not defined by the past or trapped by what they have done. While experience is one thing, potential is everything.

About this Blog

This blog is created by NAW and its partner Caliper, an international management consulting firm that offers a wide range of personnel services to wholesale distribution companies.