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A large well-known technology company has a group of sales engineers that were recently evaluated.  When we ran the analysis on the data, it was clear that most of the 60 sales engineers preferred to be on the engineering side and not the sales side.  They lack the desire to be successful salespeople, they don’t enjoy selling, they aren’t money motivated and they aren’t committed.  So before we can even worry about what they have or don’t have in the way of selling skills, these findings tell us that they can’t be developed, have no incentive to change and shouldn’t be in sales.

Based on my research data of more than 300,000 salespeople, it’s evident that no more than 6% of the sales population is so motivated as to get coached, attend seminars, watch videos, read books and practice every day.

Most companies have “them”.  Most managers brag about “them”. Most of “them” toot their own horns.  Most are their company’s role models. Most companies would love to have more like “them”. They masquerade as the top salespeople in their companies, a claim supported by data, spreadsheets, commission statements, awards and accolades.  But who are they really?

There are two variables that have a huge impact on your success using an assessment in the hiring process.  The first is which assessment you use.  The second is where in the process you use it.