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Book Summary/Review: How To Hire & Develop Your Next Top Performer

Printed with permission from:

The following is a highlighted summary of the book, How to Hire & Develop Your Next Top
Performer, published by McGraw-Hill Trade. The statements below are key points of the book as
determined by James Altfeld and have been made available at no charge to the user.

How to Hire & Develop Your Next Top Performer:
The Five Qualities that Make Salespeople Great
By Herb Greenberg, Harold Weinstein & Patrick Sweeney

Two Types of Conscientiousness
"Externally driven" and the other we have dubbed "internally driven."

People whose conscientiousness is internally driven accomplish goals and complete tasks
as an expression of themselves. They have an inner drive to practice for an extra hour
every day - an hour they don't even notice goes by. This kind of conscientiousness
embodies the kind of self-control that results in actively planning, organizing and
carrying out tasks. In this way, what has to be done - without the need for external sticks
or carrots. Individuals whose conscientiousness is internally driven combine high levels
of "self-drive" with a high degree of responsibility.

Externally driven individuals are very cautious and anxious. They worry about things
being done to accepted standards. They are driven by rules and expectations laid down
by others. This type of conscientious individual has to be told what to do and then
reminded when to do it. When you are trying to manage someone whose
conscientiousness is externally driven - the good soldier - your job becomes much
tougher.

Internally conscientious athletes, however, will practice foul shots on their own. They
will be annoyed at their inability to bunt well enough and will practice after the team is
long gone. The internally conscientious athlete will come to camp in good condition
because he or she "wants to" and is driven to, even if not observed.

The difference in behavior in the sales area is just as clear. Externally conscientious
salespeople will read the script extremely well. They will make the requisite number of
calls. They will present the product or service precisely how they are directed, and will
never deviate from the prescribed rules. They will also follow the action plain laid out by
the sales manager. Internally directed salespeople, on the other hand, will organize their
time on their own, and may, in fact, resent too much interference by the manager. They
will organize their presentations, and may even take some liberties, depending on their
factors, in bending rules where appropriate. In other words, internally directed
individuals simply need less management than their externally directed colleagues.

Persons with ego-strength feel as bad as anyone else would when they encounter failure,
but they react to that failure much as the hungry person does to missing a meal: they are
that much hungrier for the next opportunity.

The failure, though disappointing, does not destroy their positive view of themselves.

Growth
The ability to grow
The ability to learn

Decision Making
The ability to make quick, correct decisions

Detail
…handle some degree of detail

Organization of Work and Time
The ability to organize one's own work, in combination with initiative, also needs to be
considered in determining a person's sales potential.

Communication
…ability to communicate
Receive a message from the customer and understand it correctly.
The ability to receive accurate feedback from a customer, coupled with effective
presentation skills that address the customer's reaction.

Team Player: The Ability to Delegate
Ability to function as a team member.
The ability to turn a job over to another or bring in required help can make the difference
between success and failure.

Assertiveness
Assertive enough to ask for an order
Assertiveness is the ability that enables individual to get other people to do willingly
what they might not spontaneously do on their own. Assertiveness allows an individual
to have a special effect on others which commands their respect and admiration and
causes them to respond in a positive way to what that individual is asking or suggesting.
Assertiveness involves the ability to get a positive response from others and use that
response to bring about a desired attitude or course of action

Aggressiveness
Aggressiveness is the willingness to actively oppose someone else's position, interests, or
point of view, even if it could adversely affect that other person.

Shrewdness
Ability to read between the lines and to further process information. Shrewdness and
empathy allow the salesperson to act as a consultant, helping customers discern their real
needs and meeting those needs through the product or service being sold.

Sense of Inner Urgency
Individuals with inner urgency will act to obtain immediacy.
Inner urgency, for good or ill, most often leads to action.

Inside the Team
The only way the cellar dweller, a team perpetually at the bottom of the league, can be
turned into a championship team is through painstakingly building that team into
winners.

The first key step is to make the best use of the talent you have on hand.
Get the most out of what you have and then add to the roster - in business it is done
through recruiting and selecting productive people.

Start with the Manager
A team must be viewed as a totality, and not simply as individual elements. Every team
has particular strengths and weaknesses. We should start with the team leader-the sales
manager.

Most managers fall into one of two broad categories. The first category is typified by an
outstanding salesperson replete with empathy, ego-drive, ego-strength, conscientiousness,
and service motivation, but seriously lacking some key management attributes. Sales
managers in this category need a group of self-reliant, well disciplined, self-starting
salespeople reporting to them. Such sales managers cannot be counted on to be highly
effective at delegation or follow-up. They are most likely not strong in structuring the
work and time of subordinates. Their motivation is to show the salespeople how to sell
by outselling every one of them.

The second category of sales manager is exemplified by those who possess strong
administrative skills. Managers help plan and structure the work of a sales force, follow
up effectively on the work of others, and are adept at analyzing data. They set goals and
objectively evaluate performance. They are effective delegators.

Establishing sales quotas that are realistic, achievable, and, at the same time, challenging
is essential to creating a positive, high-energy environment. Quota-setting activities
should be carefully reviewed and given sufficient attention so that the goals are
challenging, rather than defeating. In addition, new managers must recognize their roles
in creating an environment that is energizing, optimistic and results-oriented.

Upgrade Productivity

• " Offer developmental programs, internal or external, in these areas: assertiveness
  training, time management, listening skills, closing techniques, presentation skills,
  approaches to prospecting and technical training, to name just a few.
• Provide training to enrich the product knowledge (technical know-how) of
  salespeople.
• Conduct team-building sessions among the salespeople and between salespeople
  and management to increase morale and productivity.
• Develop a team selling system that allows the strengths of one salesperson to
  augment the weakness of another.
• Reorganize compensation geared to the particular dynamics of the sales team.
• Develop an incentive program built on group, in addition to individual,
  productivity.
• Divide sales responsibilities between those capable of new business acquisition
  and those more suited to maintenance and expansion of existing accounts.
• Reassign salespeople to managers with whom the chemistry would be more
  effective.
• Teach managers how to be more effective in working with sales teams, given the
  dynamics of that team.
• Counsel salespeople and managers on a one-on-one basis, making them aware of
  their own strengths and weaknesses and helping them more effectively play to
  their strengths and away from their weaknesses.
• Develop a series of one-on-one meetings between individual salespeople and their
  managers, with top management, or perhaps an outside consultant, as a meeting
  facilitator.
• Install objective performance measurement systems (or review and update old
  ones to be sure they reflect changes in the company's direction).
• Utilize focus groups to uncover and resolve problem issues.

As we look at building a sales team, we must look not simply at what each person can or
can't do, but how each person fits into the team - and fits into the game plan that the team
is supposed to implement.

Before completing our discussion of compensation, we want to stress this point: As
important as money is, and as potentially valuable or inhibiting a compensation can be,
the key to sales success still remains whether the individual possesses the basic dynamics
or motivations and whether he or she has the other requirements necessary to sell
successfully in a specific sales job. It is that inner motivation that drives the salesperson
to the next prospect and propels him or her out the door the next morning. Money helps
the successful salesperson keeps the score.

But it is the inner motivation, the desire to get yes and the emotional gratifications that
closing brings, which is the force behind the real salesperson's performance.
Detailed job description, which should include management's specific expectations:
Critical expectation of the job over and above simply retaining and expanding an existing
book of business. Some element of performance appraisal.

Profiling Required Competencies
Each task in the job description must be considered in terms of the qualifications and
skills objectively required to do the job. Judge the kind of motivations, skills, and
personality strengths that are required to do the job as it is understood and described.

Career Aspirations
What the telephone interview is designed to do is simply to determine whether or not the
applicant is worth pursuing further. The interview should serve to straighten out any
discrepancies in the resume; briefly explain the job, including its negatives; answer the
applicant's questions; and permit that applicant to briefly sell management on himself or
herself as a viable candidate.

The statement can simply be made that the applicant will be contacted shortly about the
next step. There is not a next step; a polite letter is sent indicating that there are simply
too many highly qualified applicants at this time.

A Balancing Act
Leader, mentor, trainer, taskmaster, coach, monitor, liaison, administrator, baby-sitter,
disciplinarian, organizer, herder of cats. When performed well, the sales manager's role
is the glue that keeps salespeople on course with the goals of the organization. It is the
sales manager who cultivates, monitors, and protects the precious revenue streams on
which every business is dependent. Often the key communication pipeline between field
operations and internal operations, the sales manager plays a critical role in the selection,
development, coordination, and productivity of the people who, in turn, generate the
revenue lifeblood of the business.

The sales manager's role requires organization and discipline, a high level of patience,
the ability and willingness to delegate, and the capability of deriving satisfaction from
seeing someone else win.

The Differences
The top-performing managers, on the other hand, while having more moderate profiles on
the characteristics noted above, exhibited significantly higher scores on:

• Cautiousness, an inclination toward due diligence and "looking before you leap"
• Thoroughness, an orientation toward working with and managing details
• Self-structure, a tendency to define priorities and exercise self-discipline
• External structure, an orientation toward working within and maintaining
  established rules

Top Salespeople vs. Top Managers
(See figure 25-1, pg. 179)
The salesperson in the field often perceives the manager as the person who "has it made".
…communicate the fact that compensation for the successful salesperson is high - so high
that of all people in business earning over $100,000, more than half are salespeople.
…sales offers rich opportunity for fulfillment and nonmaterial personal gain, including
maximum opportunity for freedom to do a job in one's own way.
…Salespeople should be careful to avoid managerial jobs unless they are convinced that
their best talents and greatest opportunities for gratification lie in managing.
…They probably would earn about $20,000 less in the managerial spot. There is a
ceiling on the earnings of managers, but not on those of salespeople…
…if not the responsibilities of the manager. Be prepared to:

• Sublimate your own ego; let the people under you get the glory.
• Learn how to handle detail, for there will be lots of it, including, in addition to
  your own reports and administrative record keeping, all the sales reports and
  expense vouchers of every salesperson in your territory.
• Organize your own activities and those of your sales staff.
• Induce your staff to act without forcing compliance, an exercise that requires
  infinite quantities of patience (a characteristic not notably abundant in top
  salespeople).
• Make decisions of a more far-reaching nature than those that affect a single sale;
  this requires that you gather and evaluate all pertinent information and consider
  the consequences.
• Plan and analyze - for countless hours - prospect lists, advertising programs and
  marketing plans, instead of dealing with people.
• Figure on attending frequent meetings, listening to the problems and complaints
  of your salespeople and justifying their performance - and your own - to your
  supervisors.
• Handle such personnel chores as firing people you like or recommending that they
  be fired.
• Function as a liaison between the needs of each salesperson and the company.

Those Who Can
We have concluded that leadership and management tasks can be divided into four
dominant themes:

• Influencing and Directing
• Building and Maintaining Relationships
• Problem Solving and Decision Making
• Personal Organization and Time Management

Influencing and Directing
In order for any manager to be successful, he or she must be adept at influencing and
directing the actions of others.

Effective managers or leaders must be capable of assertively presenting their goals and
ideas in a confident and straightforward manner without damaging the confidence or selfesteem of their audience. The must have the drive and empathy to be persuasive when
necessary and able to provide clear direction order to convey expectations and provide
feedback. The management role requires the ability to delegate and follow through
without taking over or abdicating - a tough trick for a highly ego-driven salesperson who
is addicted to closing and has limited patience for people who might inhibit movement
toward a sought after goal or objective.

Building and Maintaining Relationships
Problem Solving and Decision Making
All management and leadership roles begin with the recognition of a need, opportunity or
problem.

…recognize problems and issues; analyze root causes, evaluate and consider alternatives,
develop goals, strategies, and tactics; and most important, make decisions.
…problem-solving capability
…open-minded

Personal Organization and Time Management
Organization and time management constitute the critical task of management. The best
managers are adept at setting and juggling goals, objectives and priorities. Working
within established rules, systems and procedures, top managers must define key tasks,
establish and/or implement measurement criteria for tracking results, assign priorities and
resources and follow through to ensure timely and accurate completion of assignments. It
is the consistency of sticking to a defined set of tasks and a well-managed agenda that
results in expectations attained.

Staying focused, managing interruptions and distractions, persisting, making
adjustments to an established plan in a timely manner, and using time efficiently -
these are the hallmarks of managerial performance.
The most effective managers have a high level of discipline, a thorough style of
working with details and, as well, a strong sense of urgency. The do not focus on
details for details' sake. Rather, they are achievement minded and have the
flexibility and confidence to make decisions or shift the agenda to respond to
developing needs. Moreover, they have the focus necessary to balance near-term
objectives with long-term goals.

…the easiest way to raise the performance of an entire company is to raise the
effectiveness of its management.

The Essence of Leadership
Leadership is the ability that enables an individual to get other people to do willingly
what they have the ability to do, but might not ordinarily do on their own.
CEOs and other top leaders we studied embody many of the characteristics of top-level
salespeople. And they seem somewhat "challenged" when it comes to tasks requiring
discipline, structure and a conscientious focus on details and due diligence.

For most organizations, it is the leader's voice that sets the tone, defines the vision, and
manages the agenda. "If you put leaders in a group, within a very short period of time
they will stand out-either because of their conversation and the ideas they express or
simply because of the way they present themselves."

• Managers focus on results. Leaders know that results are achieved through
  people.
• Managers are implementers. Leaders are initiators.
• Managers command through their position. Leaders inspire following because
  they can make great ideas come alive.
• Managers have their opinions. Leaders help form opinions.
• Mangers are followed because they are bosses. Leaders are followed because we
  believe in them

The Most Important Aspect of Leadership
…the most important aspects and the worst aspects of being a leader. Among the choices
we asked them to rank were:

• Creating the right vision
• Getting people to embrace that vision
• Maintaining momentum (motivating, influencing, and persuading others)
• Managing change (strategic planning, problem solving, etc.)
• Surrounding yourself with the right people
• Developing staff (coaching individuals, managing performance, facilitating
  teams)
• Delegating authority
• Orchestrating priorities
• Making tough decisions about capital, financial, and human resources
• Staying the course
• Keeping self-confidence

When you are leading an organization, surrounding yourself with the right people
becomes an either-or situation. Either you hire and develop people whom you thoroughly
enjoy working with, people who are bright, engaging, conscientious and adept at solving
problems-or the chemistry is not there and leading becomes a constant battle.
In general, the leadership group we surveyed recognized the critical importance of first
having the "right idea" and then getting other people (who embrace that idea) on board
and engaged in the tasks of implementing that idea and effecting change.

Influencing and Directing
…the executives and salespeople who participated in our studies are far more likely to
exhibit impatience and take risks and are much less cautious in moving forward than are
the top-performing managers. In general, both salespeople and executives are likely to
present themselves in a directive, highly compelling, though somewhat intense and
impatient, manner.
…managers…may be more effective in supporting, coaching, and mentoring others,
including the leaders they report to, than in taking the dominant leadership position.

Problem Solving and Decision Making
Leaders tend to be somewhat more creative and bring tremendous problem-solving
ability and flexibility to the core leadership tasks of recognizing issues and opportunities,
developing strategies, and working through barriers that impede progress toward
important goals.

Knowing Who You Are
You have to start out by being true to yourself. Self-awareness is one of the most
fundamental concepts of getting on in the world.

The above summary has been provided to you compliments of Altfeld, Inc.

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