What Gets in the Way of a Mid-Level Performer Becoming Great?

Managers often are consumed by the mid-level performer and thereby neglect the top performers who can be better and the new hires with the possibility of vast potential.

So we conducted a study designed to determine:

• The most common factors that get in the way of mid-level sales performers becoming top performers.
• A series of skills, traits, or approaches required for the mid-level performer to be better.

The study was conducted over a period of 18 months in 60 cities across the United States, including nearly 1,000 salespeople and approximately 60 managers.

The study consisted of more than 10 focus groups, 60 multiple-participant interview sessions, a series of infield observations, and application exercises to validate the findings.

The initial focus groups were conducted to determine the factors that impede the mid-level performer from becoming a top performer.

As the solutions were developed, each solution was tested in actual live sales calls. The results were measured to ensure peak performance of each application.

In addition to the refinement of the solutions, a concerted effort was made to create the proper template and pathway to allow the mid-level performer to experience “deep learning” to achieve optimal performance.

Ultimately, we also wanted to help managers:

• Be more effective with balancing their time between performers.
• “Coach-up” the mid-level performer.
• Reduce the stress and drama associated with the mid–level performer without implication.

Executive Summary

Mid-level performers need to improve their ability to:

• Anticipate the existing or prospective customers opening comments with an effective response, therefore minimizing a rambling opening comment.
• Engage a person at a higher level of relevant conversation that creates meaningful dialogue.
• Know how to manage a difficult conversation in a positive direction and close.
• Quickly gain undivided attention and minimize word count.
• Conduct a series of “talking tracks” to have more productive and insightful discussions that will move the customer from unreceptive to receptive.

Observations

• More than 50 percent of the time, the sales professional’s word count exceeded the customer’s by more than a 4-to-1 margin.
• Most sales professionals continued with little to no awareness of the level of engagement obtained.
• More than 50 percent of the calls that were assessed created a void in the conversation and lacked the initiative to move the relationship to the next level.
• Most mid-level performers require the ability to anticipate the customer’s next move.
• Some 30 percent of the time, mid-level sales performers were unable to respond properly, and the call reached an insignificant end.
• More than 60 percent of the sales calls observed and evaluated lacked undivided attention and interest from the customer.
• More than half of the mid-level performers who were assessed lacked the ability to identify and manage this situation.
• A larger-than-expected number of sales professionals accepted the situation and proceeded with a presentation, response, or ineffective question.

Key Findings

Four key findings were identified.

1. A high level of predictability demonstrated by customers responding with the same answers, comments, and reactions.
2. The inability of most mid-level performers to anticipate customer responses and respond effectively.
3. The difficulty mid-level performers displayed to quickly start a highly relevant conversation and confidently continue a difficult conversation.
4. A large percentage of mid-level performers conducted conversations with no apparent end/goal in mind.

Making Learning Occur

To assist the mid-level performer to become better, the results of our efforts to resolve their issues had to be straightforward.

A series of formats, pathways, and templates were tested to create the best opportunity for “deep learning” to occur. Steps were taken to finalize the process for obtaining repeated and successful execution.

The breakthrough discovery that occurred during this process was training the mid-level performer to “always know what to say next.”

It was determined that most customers (prospective/existing) open the conversation the same way. They are highly predictable. These openers are their way of “Saying Hello!”

A level of discomfort and uncertainty was discovered throughout the process because most mid-level performers do not know how to:

• Return the salutation with impact, interest, word conversation, and poise.
• Say, “Goodbye!” Saying goodbye and keeping the process moving forward requires a delicate balance between passive and aggressive.

The bookends of knowing what to do on the call are essential. These bookends can be anticipated and prepared.

No matter the outcome of the call, the mid-level performer should be able to say hello and goodbye without hesitation and confusion.

Author of McGraw Hill’s “Take Your Sales to the Next Level,” trainer Charlie Brennan brings a blend of innovative skills and real-world application to his presentations. He is a veteran of more than 2,500 live and virtual presentations. He has a Master’s degree in training and development. As president of his firm, Brennan Sales Institute, he has been a provider of advanced sales skills programs since 1984. His concepts are the primary training format for many mid-sized to Fortune 500 companies in the pharmaceutical, medical, accounting, technology, banking/finance, insurance, health-care, and manufacturing industries. For more information about the programs and to hear a live version of his presentations, log on to http://www.brennantraining.com.