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COACHABLILITY- The capacity to be easily taught and trained to improve.
The mantra of all new salespeople is that they want feedback… until they get it! That’s when they get defensive, begin to whine and shift the blame back on their manager or the company itself. Although that should be a clue, many managers spend too much time and energy trying to get through to un-coachable salespeople. Just remember, hiring a salesperson that is not coachable is exhausting and will cost you money.
As a sales manager you don’t have the time or the temperament to play shrink to non-coachable salespeople. So how do you hire salespeople that are coachable?
There seems to be three common traits that highly coachable salespeople possess.
- Self-acceptance – I’ve often said that “everyone has warts, just in different places.” That simply implies we are all made up of a series of strengths and weaknesses. Self-accepting salespeople don’t play being the victim or the blame game.
They realize they aren’t the all-knowing Zoltar (the fortune telling machine from the 1988 Tom Hanks movie BIG), but rather take responsibility for their own actions and outcomes. Having this trait keeps them from wasting a manager’s time or energy by needing to coach them to do better as their selling experience expands.
To determine if a potential hire has this trait, during their interview ask them to tell you about a time they really messed up. Follow that by asking what they learned from that experience and how they applied the newly discovered knowledge on the job.
- Humility –Many times sales managers become frustrated with new sales hires. Although they have sales experience, good talent, closing skills, and a solid rap sheet; arrogance makes a guest appearance immediately after they are hired.
In spite of possessing lots of talent, of course there is much to learn in any new sales job. Sadly, as the manager begins to coach the newbie, the arrogance begins spilling out as he/she tells the manager, “I’ve got this.” OR “Hey boss, this isn’t my first rodeo.” OR “I know what’s up in the selling game.” That’s when it hits managers as they realize this salesperson has zero humility.
How do you expose that in the hiring process, before it’s too late?
During an interview ask them to tell you about someone who is better than them at doing something they really care about. If these prospects have any humility they will be comfortable sharing how much they appreciate others who may be more talented than them.
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- Stretch mentality –Candidates with a stretch mentality have a sincere passion for improvement. Therefore, they seek out feedback that will make them better, even if it’s tough and unsympathetic. They want to get better without becoming bitter.
On the other hand, candidates living in a comfort zone would rather have their ego stroked with confirmations of their accomplishments and intelligence. These folks don’t want your coaching, they simply think you would be fortunate to have them on your team.
To help uncover a candidate’s mindset, consider asking them to share a time when they requested feedback about their sales performance from a prior boss, and what they learned from that experience.
A sales manager’s life is tough enough without a staff that includes a temperamental prima donna. So put in the extra effort to hire salespeople with self-acceptance, humility, and a stretch mentality. You will achieve your sales budgets AND avoid a lot of drama and eventual turnover.
————Winds of Change————
“Doug, I can see a change starting to happen as a result of the customer service work you are doing in the office. My staff is a very diverse group of personalities and attitudes and I think your online coaching sessions are starting to move the needle. Thank you!” Patrick Barineau, President, Barineau Heating & Air, Tallahassee
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