“Just what makes that little old ant

Think he’ll move that rubber tree plant?

Anyone knows an ant

Can’t

Move a rubber tree plant!

But he has high hopes,

he has high hopes . . . .”

Anyone who remembers telephone tables, Mouseketeers (the original ones), and a Solar System with nine planets may remember this cute little song with a big message. The message? Keep trying, even if everyone around you thinks the task is impossible. That’s tenacity. The DiSC assessment calls it Drive. It’s the ability to keep plugging away, even when the situation may seem hopeless.

Tenacity is another element in the formula of what makes a good salesman. A salesman needs tenacity when he’s faced with rejection, when he needs to find new leads, perhaps by cold calling, or just when he needs to get out of bed an hour early to research a new product. Tenacity is the ability to force optimism—to truly believe that, even when everything seems to be going wrong, something great is waiting just around the corner.

Another indication of what makes a good salesman is the habit of goal setting. Actually, goal setting is a corollary of tenacity. If a person sets goals for himself by the day, week, month, and year, he always has something to keep him moving forward. There will be obstacles; there always are. Market conditions will take a nosedive, popular trends will peter out, new technology will make a product obsolete, decision makers will be no more than just a voice on a recording (sometimes not even their own voice), the list of possible calamities could go on and on.

A good salesman, however, will greet obstacles and challenges with gusto, and keep his focus on his goals. Ultimately, the unreachable decision maker becomes a connection. Or networking pays off and referrals from contacts start to pour in. Or a brilliant idea redefines and regenerates the market. Because of tenacity, calamities become opportunities, the salesman turns the corner, and there it is—something great!

If you have an employee who meets most of the requirements for what makes a good salesman, he understands that his success comes from within himself. He doesn’t make excuses or beg for help; he just reaches within for the resources to solve problems and stay focused on his goals. He also realizes that, for the most part, making a sale is not an instantaneous event. It requires nurturing—building relationships, understanding the customer and the customer’s needs—and it involves a careful process that must be followed from initiating the contact to closing the deal. It’s the same as the AHS sales hiring process: every step is crucial to achieve success.

Whatever you want to call it—tenacity, persistence, drive, determination—it’s crucial in the formula for what makes a good salesman. With tenacity, calamity becomes opportunity, adversity becomes advantage, and mountain becomes ant hill.

If you follow the guidelines set out in the Advanced Hiring System, you already know everything there is to know about how to hire a salesperson. If you find that you’re still experiencing a high level of turnover, there could be a problem in the way you handle your employees after the sales hiring process is finished.

After the hire, do you A) show the new employee her cubicle, give her dozens of forms to fill out,  and get her started on her first assignment, or B) take a little time to introduce her around, show her the lunch room, tell her about your company volleyball team, and familiarize her with the values and practices shared by all employees of the company?

Hopefully, you chose what was behind curtain B. If you didn’t, that could be a big reason behind your turnover problem. What we’re talking about here is not just how to hire a salesperson, but how to retain her with new employee onboarding. Even though you’ve followed all the proper sales hiring steps, her success isn’t guaranteed.  It’s also extremely important for new employees to be guided to adapt to the culture that uniquely defines your company.

Of course you’re going to set new employees up with their job responsibilities and what the expectations are, but there should also be a specific orientation process to educate new employees in how they fit in with the values and norms that shape your corporate community—your company culture. If you don’t have this type of an onboarding process, or if you have a process that is unfocused or inconsistent, your new hire will feel like a fish out of water, hopelessly flopping around and wondering how she got there.

Neglecting to integrate a new hire into your company culture can also have a negative effect within the company.  After all, she’s not a blank canvas; she’s bound to have her own ideas and values as she enters your company. If you used the AHS assessments to identify her values and styles, she may fit right in without having to adapt too much. But if there is some basic difference, and you don’t attempt to show her how your culture is structured, her values may work in conflict with company values.

For example, if integrity is important in your company culture, but your new hire comes from an environment where management required them to do “whatever it takes” to make a sale, this employee will need a little educating as you mainstream her into your culture. If she doesn’t adopt your values, your customers, your other employees, and you will experience culture shock.

No matter how professional a company, it’s important to also be personal with new employees, even though person-to-person interactions may take a little time out of someone’s schedule. If no one makes the effort to welcome a new hire, she’ll get the idea that her presence with the company isn’t valued.

The upshot is, it takes satisfied employees to assure satisfied customers. By taking the time to properly onboard new employees, you’re enabling them not only to embrace your company culture and take ownership of the mission and vision of the company, you’re empowering them to realize the superstar status promised by the hiring process.

If you’re a sales manager who also has the responsibility to hire salespeople, you probably know that completing the hire is not just the end of a process, but the beginning of a relationship. Now you have to deal with managing the new hires—and relating to them—and that’s not always easy. Oh sure, you know enough about them to be somewhat confident that they can do the job, but other aspects of their personalities are a mystery. Imagine the value of having all the information you need to understand, motivate, and manage your new salesmen. Something like, say, the comprehensive report generated after a DISC assessment.

As sales workers, we all know the importance of added value to our transactions with our customers. Wouldn’t it be just as important to add value to our sales hiring process? The traditional sales hiring methods may lead us to certain perceptions about our candidates, but will they be able to handle stressful situations? Will they be able to interact in a positive way with the rest of the team? You can’t just walk on eggshells until you know them well enough to know how to deal with them; who has the time? If only there were some way to understand the way they think and react—a crystal ball would be nice.

Well, the truth is, if you used the DISC assessment in your hiring process, you have the next best thing to a crystal ball. The DISC assessment provides a 22 page individual report for every person tested. The information on this report will provide insight to both the managers and the salesmen so that the most optimal professional relationship can be developed. If you’ve never used DISC assessment in your sales hiring process, here is a list of some of the sections that provide insights to your candidates/salesmen:

• Sales characteristics

This section highlights the natural sales style of salesmen—how they deal with preparation, presentation, handling objections, closing, and servicing.

• Value to the organization

In this section, you can identify specific talents and behavior, which will help you to develop a system to capitalize on the value brought by every individual and make each of your salesmen an indispensable part your team.

• Checklist for communicating

When you care about your sales team, you want to be able to create an environment for effective communication so that everyone can interconnect at the appropriate level. This section provides insight on how to accomplish that.

• Keys to motivating 

Obviously, salesmen are more motivated when something they want is the “prize.” By understanding the wants of salesmen, managers can be assured of having ways to keep them motivated, and therefore productive.

• Keys to managing

Although it would be nice if all salesmen could perform at an optimum level on autopilot, it’s essential to be an effective manager. This section provides keys to managing salesmen according to the information provided by their responses on the DISC assessment.

There is much more information you can learn from a DISC assessment such as the one included in the AHS sales hiring system. Maybe it’s not a crystal ball, but when DISC assessments are used in the sales hiring process, employees will be gratified in knowing that they are valued by the company and will perform at their highest level.