| Bill Brooks of The Brooks Group wrote an article | | | | doesn't mean you will fail at sales. However, it does |
| several years ago about his organization's research | | | | mean that you only have about a 22 percent chance |
| into sales performance. Bill's research partner analyzed | | | | that you will become a top sales producer. |
| 178 top sales performers from the United States and | | | | 3. If you're not motivated by making money, as 78 |
| another 450 from Germany who, as he stated, | | | | percent of the top sales producers in the study, you |
| "...were at the very peak of their game." These top | | | | will most likely always be an average or below |
| sales professional were analyzed in two key areas | | | | average sales producer. |
| behavioral style (personality) and core values. Here's | | | | 4. To be a top producer you need to work for an |
| what the Brooks Group researchers learned about | | | | organization that gives you the opportunity to earn |
| sales success: | | | | as much money as possible. The "opportunity" to |
| A sales or service industry professional's personality | | | | make money helps to stimulate this vital core value |
| has little or nothing to do with his or her sales | | | | and give you the driving force needed to succeed at |
| success levels. The Brooks research found that there | | | | selling. |
| was a broad spread of personalities and sales styles | | | | 5. You must understand that motivation to reach the |
| across the groups of sales professionals assessed | | | | top comes from within-from your values. Your core |
| and that "personality characteristics pegged to | | | | values are part of your internal "operating system," |
| success" was not a factor in the sales success | | | | that makes you who you really are. |
| equation. In truth, the successful sales performer's | | | | 6. You really need to find out what "turns you on" |
| personalities varied as much as the products or | | | | and then go for it. You see, there are hundreds of |
| services that they sold! However, in assessing each | | | | interests that are important to people with core |
| sales professional, 78 percent of these top | | | | values other than working toward high economic gain. |
| performers all shared the same basic value and that | | | | Top sales professionals and service industry |
| this core value was the key to a sales professional's | | | | "rainmakers" earn a lot of money. But as Bill Brooks |
| consistent sales success. What was the value? | | | | says, "They also want to earn a lot of money. It |
| Across two distinct cultures and a diverse group of | | | | fuels their self worth and sense of well being. It's |
| industries the core value driving top sellers was their | | | | how they measure their success." However, I have |
| keen interest in making a lot of money! | | | | observed in my coaching sessions with the top |
| What does this research mean to a sales or service | | | | producers that they have additional values that |
| industry professional? | | | | complement their drive to earn money. Most of them |
| 1. Personality and style are not nearly as important to | | | | are also driven to solve a prospect, customer or |
| your sales or business development success as your | | | | client's problems and to meet the needs of those |
| core values. | | | | they sell, doing something to deserve the money |
| 2. If you are not motivated by "financial gain," it | | | | they are driven to earn. |