Qualities of a Good Salesperson and How They Benefit Your Business

Sales are the fundamental requirement for most businesses to thrive and many achieve this through high performing sales reps. High performers generate revenue, acquire new customers, and retain existing ones. However, not all sales reps are created equal. In this article, we’ll discuss the qualities of a good salesperson, their value to a business, and the cost of retaining underperforming sales reps.

Look for These Qualities of a Good Salesperson

So, what are the characteristics of a top sales reps? Here are some common traits:

1. Strong communication skills: Top-performing sales reps are excellent communicators, both verbally and in writing. They know how to tailor their message to the needs and preferences of their prospects and customers.
2. Goal-oriented: Driven by goals and targets, top sales reps set ambitious targets and work tirelessly to achieve them.
3. Self-motivated: Good salespeople are self-starters. They are motivated by their own desire to succeed and don’t need to be micromanaged.
4. Customer-focused: Top-performing sales reps put the needs of their customers first. They take the time to understand the needs and preferences of their customers and tailor their approach accordingly.
5. Resilient: Good salespeople are resilient and can handle rejection and setbacks. They do not give up easily and are always looking for ways to improve.

Top Sales Reps Bring Value Beyond Numbers

The value top-performing sales reps bring to your business is significant. They are responsible for generating revenue and driving growth by providing a great customer experience. Here are some of the ways they influence and contribute to your business:

1. Increased revenue: Good salespeople generate more revenue than average performers. They’re more effective at closing deals and upselling to existing customers.
2. Faster sales cycle: Top sales reps are efficient at moving prospects through the sales funnel. They know how to identify and address objections and are skilled at closing deals.
3. Improved customer retention: Because they  take the time to understand the needs and preferences of their customers, they build stronger relationships and are more effective at upselling and cross-selling.
4. Brand ambassadorship: Top sales reps can be the face of a business. They represent the brand in the marketplace and can have a significant impact on its reputation and perception.

Underperforming Sales Reps Hurt More than Help

While top-performing sales reps bring significant value to a business, underperforming sales reps have the adverse effect. It’s not uncommon for some organizations to hold on to these reps longer than necessary. Whether its fear of terminating, assuming others will cover the loss or not wanting the hassle of hiring and training, keeping under performers has significant costs. Here are a few examples:

1. Lost revenue: Underperforming sales reps generate less revenue than their top-performing counterparts. They are less effective at closing deals and are more likely to miss their targets.
2. Lower morale: An underperforming sales rep can lowering the morale of the entire sales team and have an adverse effect on your top performers. They may be seen as a drag on the team's success and can create a negative atmosphere. This may also cause others to seek alternate employment, especially if there’s pressure for others to pick up the slack.
3. Negative impact on the brand: Companies live and die by their brand and reputation. If customers have a poor experience with a sales rep, they may be less likely to do business with the company in the future. Because of online reviews, this may also impact others considering your services, leading to much bigger losses.
4. Training and development costs: Retaining underperforming sales reps taxes your internal resources. Whether its additional training, constant oversight or a source of distraction for other team members, these costs add up over time and may not yield a positive return on investment.

Tips for Recruiting andRetaining Top Sales Reps  

It can be difficult to find someone with all the qualities of a good salesperson, and even harder to retain that person. Many have what is coined as a “Type A” personality which can be challenging to manage. Top sales reps may push back on policies and procedures, sighting their overwhelming success without needing to follow the process.Managers need to create an environment where top performing reps can thrive without feeling micro-managed.  Managers may also have to do some creative thinking to maintain a strong team atmosphere and be willing to replace or reassign under performers.

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