My ultimate goal was to become an A-list session musician—a New York studio trumpet player. I could sight read anything, could play some decent jazz, knew a thousand or so songs by heart, and was reasonably well-positioned in the social/”club date” circuit. But when it came time to sit beside A-list players in recording studios, which I did a couple dozen times, I quickly realized my future in that vocation was going to be limited, at best.
So I did something very difficult: I made a rational, calculated decision to give up playing the trumpet and find another career. Why? I just didn’t have the natural talent. I didn’t have the traits that the players I looked up to had, and no amount of practicing would ever get me there. I saw that.
I found another career where I could exceed in, and have done fairly well.
I have a strong viewpoint about this subject
With the right approach, amount of time, and support, you might be able to get a B-player to an A-level. But you won’t get a C-player past that C-level.
How can I say that? First, I’ll admit it’s a matter of defining the terms. We know that the best approach for hiring and selecting, as well as ongoing sales force development, is through a foundation of job profiling/competency mapping, interviewing, assessments, and performance measurement. We also know that a salesperson can, under the right conditions, significantly improve their skills. On the other hand, the personal traits with which they are born are, for all intents and purposes, immutable. You can’t coach or train someone whose natural makeup prevents it to be intelligent, charismatic, “left-brained”, goal-orientated, resilient, curious, courageous, driven, passionate, or have any other of the many traits required for success in B2B selling today (depending on the specific job).
Sure, you can support C-players with resources, such as special attention and extra time from management, but enabling them to own and manage their territory and drive maximum profitable revenue from it will forever be a challenge, if possible at all.
So what I’ve done is determined that C-players will never become Bs. Again, my terms and limits. But a picture I hope you’ll consider.
What then is the difference between an A-player and a B-player?
In general terms, the A-player has more of the skills, behaviours, and traits essential for consistent performance than the B-player, and their numbers support that fact. On the other hand, the B-player may have all the traits of an A-player, but not the all the skills or behaviours (that’s where training, coaching, and reinforcement comes in.) Or they may have many of the necessary traits, but are lacking in some secondary ones, or perhaps their required traits aren’t to the level of the A-player. Therefore, some B-players can become A’s and some are just not able to.
What does all this mean to you?
First, you’re going to have to figure out what skills, traits, and behaviours are needed for success in each job category within your sales organization and map your current personnel against that list, so you can articulate the appropriate development plans going forward. Second, you’ll want to redeploy your C-players into some other role inside (or outside) your company, over time. Third, you’ll vow to never to hire another C-player, because if you do, you’ll never turn them into what you need to be successful.
Original article: http://davestein.biz/2016/05/05/salesreps-can-you-transform-a-c-player-into-a-b-player/
About the Author:
Dave Stein is a successful sales coach, and consultant. He focuses his attention on hiring of top sales professionals, development of corporate and selling strategies to overcome tough competitors, and more. Dave Stein is also a successful writer and recently co‐authored of Beyond the Sales Process: 12 Proven Strategies for a Customer‐Driven World.
Disclaimer: The views and opinions expressed in this article are strictly those of the author. CPSA does not endorse any of the companies, products and services mentioned within this article.