Understanding the Sales Force

Yesterday, I was the keynote speaker at an Executive Luncheon, addressing around 175 CEO’s.   It was a typical audience that responded in a typical way – except for a couple of them.  One attendee (not a CEO) wanted to know how his large company could be more effective getting people who appeared to be a good fit to actually succeed.  He also said that while they wanted to improve in that area, he wasn’t willing to change their processes, tools, sequence, management involvement, etc.  Consider this analogy: You’re sick, taking medicine and the drugs aren’t working.  The Doctor suggests changing meds to help you him get better and he prefers to continue using the drugs that aren’t helping.  Stupid?  Only if we grade him.

For those of you who are afraid to hold their salespeople accountable, let this lesson prove that the worst that can happen is already happening.  In response to the likely, “What if it backfires?” question, how can it backfire any worse than most of your sales force making excuses and underperforming. 

There’s much more at stake than whether your gut instinct may be better/smarter than the assessment.  Making an exception compromises the integrity of the entire hiring process.