If you want to build a quality sales team, you have two routes to choose. One is to hire and hope, and the other is to build a funnel of talent from within. Of the two options, the latter has proven to be more successful.
I discovered this during a meeting when I polled an audience of industry executives. They were first asked to list their top sales producers, and then we discussed how those top sales producers came to the companies. The consensus was that most top sales performers were not hired guns recruited from competitors. Most agreed that hiring a high quality salesperson without industry knowledge is also a tough path to take. The executives concluded that their best salespeople are instead long-time employees who grew from within.
The “hire and hope” approach means taking a chance on an outsider joining your organization and having both the sales skills you seek in a sales performer as well as the internal traits that mesh with your culture. This approach infers high recruiting costs because of the salaries necessary to pay experienced salespeople and time lost for failed experiments. Building talent from within proves to be the more efficient and less costly route.
It takes time to build a successful sales performer, because it’s not simply a matter of putting someone behind a counter to ring up orders. The newcomer must learn the nuances of multiple products and brand terminology. They will also need months, possibly even years to understand construction practices, scheduling (i.e. lead-time) challenges, and how various pieces fit together. The performer must become adept at entering orders into your software platform. Also, there are the issues of cultural fit and character.
The ideal sales candidate possesses commitment for personal growth, leadership skills, a teamwork mind-set, and quality decision-making abilities. Moreover, it’s vital that your salespeople share the values of your organization and demonstrate the commitment to supporting internal customers as well as external ones. These traits are difficult to accurately discern during a few brief interviews. Instead of trying to buy a sales force, build one. Here is the process:
1. Hire young people unlike you. If you weren’t born into the LBM industry, then you were likely poor when you started…or so say the many successful people I have polled. Our industry offers a low barrier to entry, but a lengthy path to long-term success. The people in your social circle might not be the right fit, although they might be. Hire young, hungry people eager for long-term success.
2. Plan a career path with them. It’s no secret that younger people get bored with tedious routine, and there is no better industry to allow for abundant shifts in task and personal growth. Instead of complaining about young people losing focus, embrace their powerful passion for curiosity and experimentation. Use it as a hiring strength.
3. Fulfill your promise. When the next opportunity for growth in your organization is available, move talent up the chain. Then celebrate it so your entire organization recognizes your commitment to career growth for all members of the team.
Stop taking shortcuts and give up the notion that you will hire a sales team to make up for lack of internal skills development. Successful organizations are about systematic success. Building your sales force from within should be part of that systematic plan. It’s the cheaper, more effective, and most sustainable way to go.
Rick Davis is the President of Building Leaders. His latest book, Sales Economics: The Science of Selling, is now available at www.buildingleaders.com. For more information on hiring Rick to deliver a keynote or provide sales training for your organization, call 773.769.4409.
