Revenue leaders often cross their fingers during the hiring process, hoping they’re lucky enough to find a rare “unicorn seller” with those innate, unteachable skills that translate to quota attainment. But the “unicorn seller” is a myth – and one that’s led to a pervasive, chronic problem for sales organizations, characterized by high rep turnover and consistently missed quotas.
While hiring for the right fit is certainly an important start, it’s very possible to create an entire team full of unicorn salespeople. Doing so requires organizations to first identify the knowledge, skills, and behaviors that make sellers great – and then work to replicate those things across the entire sales organization. Easier said than done, right?
In this blog, we discuss key strategies revenue leaders can use to help them build their dream team full of “unicorn sellers”.
1. Enablement Must go Beyond Onboarding
Onboarding is an important way to get sellers oriented with the company, their role, and the company’s goals. But it’s only the first part of the sales enablement journey. For sales organizations, change is inevitable. Products change, new competitors enter the marketplace, buyers’ expectations grow, and so forth. Even the most seasoned sales reps require ongoing training to keep pace with these changes – and ensure they always have the latest and greatest knowledge and skills they need to sell.
2. Managers must Coach their Employees
Coaching, when done well, is proven to have a large, positive impact on sales outcomes. Organizations with dynamic sales coaching can experience double-digit improvements in both quota attainment and win rates. Deal coaching will always be an important way to move deals through the funnel and improve outcomes. But on its own, it’s simply not enough to improve an individual rep’s knowledge, skills, and behaviors long-term.
Sales organizations that are busting the unicorn seller myth equip their managers to deliver a blend of coaching types. Managers must also have tools to identify the skill gaps of each rep –with this knowledge they can make it a priority to deliver monthly, personalized skills coaching sessions to close those gaps. Of course, skills coaching isn’t a case of “one and done.” The best managers understand that the right follow-up ensures coaching actually sticks.
3. Train Sellers to Address Objections
Selling is a game of both quantity and quality. If a seller isn’t making enough calls, they’re not going to close enough business. That’s why the best sellers spend a large portion of the day on the phone. Ideally, all of these calls would go well – with prospects feeling confident and ready to sign on the dotted line. But oftentimes, that’s not reality.
Negative sentiment doesn’t always mean the deal is lost – especially not for winning sales organizations full of unicorn sellers. While training reps on messaging and how to deliver an effective demo is important, the best sales organizations know that’s not enough to empower them to overcome objections from prospects. Instead, equip sellers with enablement that’s specifically focused on building confidence and overcoming objections – such as objection handling and competitive knowledge. By putting this training into practice, sellers can turn negative calls around – and close more business.
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Building the right sales team doesn’t have to be a guessing game. Most business owners struggle to find the right candidates, and even when you find one, how do you train them and give them tools for success? It’s hard to wear all the sales training hats when you also have a company to run. That’s why we help you develop your own proven sales hiring process. For more information on our sales talent evaluation services click here or give us a call!