If the salesperson I’ve hired is not generating sales, not meeting quota, not living up to my projections the fault is mine.
- I didn’t do my homework and as a result hired someone unqualified for the job.
- I refused so see that my products or services were no longer competitive.
- I believed salepeople should either sink or swim. If they can’t convince my target audience that they need what my company is selling they’re inept.
- I believed that hiring salespeople absolved me from investing in any other forms of marketing to support them.
- I had absolutely no respect for salespeople and fired their sorry souls the moment they disappointed me because, afterall, they’re just salespeople.
- I had no idea what an impact my hiring and firing methods had on a salesperson’s self respect, his family, or her professional reputation.
- I was misguided by my belief that salespeople need to be paid on commission otherwise they wouldn’t perform.
- I did not realize that had I paid my salespeople a competitive salary, I would have been more discerning in my hiring choices … my salespeople would have felt secure and remained loyal to my company … my salespeople would not have deserted my company and their customers … and I would have realized that well-chosen, salaried salespeople outperform those on commission.