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Sales Personality Test—The Values Matrix

 

 

If you have followed this blog to any degree at all, you’re probably aware of the importance of putting your sales hiring candidates through the Advanced Hiring System screening process to determine values and styles. This is an essential step because the sales personality test allows you to save hours of time by narrowing down the field of prospects to a manageable three or four before you even begin the first interviews.

When you’re looking for salesmen who can dramatically outperform the average, mediocre salespeople you may have hired in the past, you want prospects who have scored high on the “Power” and “Money” areas of the Values Matrix of the sales personality test.

 

Now, don’t think of these scores as an indication that the prospect is power-crazed or money hungry; just know that he is a person who feels that financial security is important, and he achieves fulfillment by influencing others (in a perfectly civilized manner).

While we may associate power with aggressiveness, it doesn’t necessarily follow that a prospect that scores high in Power on the Values matrix is going to be someone who will exert pressure on customers; we’re not talking about that kind of power. He will, however, display a level of confidence and assertiveness so that he can remain in control of the sale, standing toe-to-toe with difficult customers—even hagglers—without backing down.

Once he’s successfully completed the selling process, he feels he has controlled the emotional state of the customer and guided her to close the deal. He has achieved his goal, and he savors the rewards of power. You may not be able to detect that kind of confidence in a resume or an interview, but a sales personality test will spot it.

As the world of commerce continues to get more complex with an economic environment that refuses to be predictable, as well as new terminology, techniques, and tools, it’s the salesman who scores high on the Money profile that manages to stay focused on the essential outcome: the sale. Since he is motivated by his internal drives and values, the external distractions are merely annoyances that he can push aside.

On the job, these core values serve to focus the salesman’s concentration on the most effective strategies for selling. In meeting his personal goals, a stellar salesman understands that the way in which he deals with customers is vital. His first priority is to understand the customers—their needs, their problems, and the way they think. He takes this knowledge to present a unique perspective on how his product or solution can help the customers in ways that they had never even considered.

Because an applicant whose core values are based on Power and Money will be driven to produce results, you can be confident of your decision to trust the results of the sales persoanality test and add this candidate to the sales team. Chances are, it won’t be long before you have another top producer.

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HOW TO CONDUCT AN INTERVIEW: ENGINEER vs. EGO

 

As you know, Advanced Hiring System is a near-foolproof system that gives you all the tools you need to teach you how to hire salespeople, including instruction on how to conduct an interview. This is the step in sales hiring where you adopt your “engineer persona.”

Why the engineer persona? Just because you’ve been through the preliminary steps—you’ve used the pre-employment assessment test to narrow down your prospects to about three or four likely candidates—it’s not time to let your guard down. Too many interviewers tend to relax and get friendly with the candidate; but now is not the time. At this point you want to see what the candidate can deliver.

By adopting the engineer persona, you can simulate one of selling’s biggest challenges: customer inertia. All good salesmen know what this is: the customer may need the product, may even want the product, but doesn’t want to take action and make the decision or the commitment. That’s when the great salespeople turn on the enthusiasm and make it contagious. It spills over to the customer, and the deal is closed.

How does this apply in the area of how to conduct an interview? Well, think of the stereotypical engineer: dead-serious, emotionless, neutral, downright inscrutable. A human embodiment of inertia.

Now, think of the typical salesman. He has a goal-oriented ego that thinks of every sale as a form of self-vindication. Now he may feel he’s facing his toughest sale—he can’t read your reactions, and he has no idea if he’s making an impression or not. If he’s serious about landing the job, this is the point when he should pour on the enthusiasm. After all, if he can’t get enthusiastic about himself, how can he get enthusiastic about your product? If he can’t overcome inertia in the interview you can’t expect him to overcome it in the customer.

Once you know the ins and outs of how to conduct an interview, you understand that, while you’re measuring the candidate’s enthusiasm, you’re also collecting other vital information by using specific interview questions for salespeople. His demeanor and conduct during the interviews will reveal his professionalism, you’ll learn about his background and accomplishments, and certain questions will generate an idea of how goal-oriented he is and what kinds of sales strategies he employs in different situations.

In the AHS philosophy of how to conduct an interview, there are four levels of questions each candidate must answer, and all candidates should be graded on every answer. As the applicants move from one level to the next, you’ll be able to identify inconsistencies that may indicate that there could be trust issues with a candidate. Each higher level of the interview demands more creativity and “outside the box” thinking, so you’ll be able to assess outlook, values, and attitude. By the time you’ve finished the interview process using the full, in-depth AHS questions in how to conduct an interview, you’ll have filled in any information gaps about each candidate, and you’ll know everything you need to know. To choose the best of the bunch, just tally their scores!

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How to Spot a Future Sales Superstar

While reviewing a DISC Styles profile of a sales applicant with a client I heard an interesting, if not uncommon, response  the other day.

It seems the client, who shall go nameless, had skipped quite a number of steps in the AHS Sales Hiring System.

Sales Hiring is like a system
Sales Hiring is like a system

Where the Advanced Hiring System

  1. Aggressively recruits applicants, then
  2. Profiles all applicants for Values. If the applicant profiles well for Values, they then are
  3. Profiled for Style where we are looking to make sure they are naturally persuasive. Finally, those who pass the Style profile are
  4. Interviewed using the AHS 4-Part Interview Module. The applicant who scores the best in the Interview Module is your best hire.

The client skipped step 1. They only had one applicant who they interviewed. They didn’t use the AHS 4-Part Interview Module in Step 4, but because they  “handled themselves really well in the interview,” they ran the Values and Styles profiles on the applicant.

As we reviewed the Styles profile together I pointed out to the client that in all likelihood, despite they’re being as they said “aggressive and a good communicator”, they would fail over the long term. Their DISC Style showed someone who deep down inside found persuasion to be distasteful.

Hiring a Future Sales Superstar can — and should be — reduced to steps. The circulatory system in our bodies where blood is pumped by the heart to the lungs and then throughout the body had better not skip steps. Doing so would mean death.

Likewise, skip steps in sales hiring and you won’t get a Sales Superstar — you’ll get a dead sales hire who ends up putting your business on life support.

 

 

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