Sales managers world-wide say they want a top producing sales team.

So what are they doing to hire a top performer?

By looking at the findings of Sales Benchmark Index’s research of over thousands of sales people and the commonly asked questions and concerns top performers have shared if they are considering changing jobs, we can identify what really makes them tick to build top performing teams and reduce turn over.

Here is the list of the most commonly asked questions and concerns that top performers have shared:

  • What opportunity (accounts, industry or geography) does the new territory hold?
  • Does my new manager have the skills to coach me and hone my skills?
  • Will I have a chance to advance my career?  Is this opportunity limited to just Sales?
  • Does the new role offer unique challenges beyond just winning deals?
  • What kind of training and professional development will I receive?
  • What is the culture like? Is this a winning team? Are the sales people respected?
  • Will I earn recognition for outstanding work? How do I qualify for President’s Club trips?
  • Am I joining an elite team; the best of the best?
  • Will senior leadership listen to my ideas?
  • What kinds of tools will I use? Will the infrastructure shackle me or help me win deals?
  • Does my team include top notch presales, inside sales, telesales, and marketing resources?
  • Does the brand and reputation open doors? Are the products respected?
  • Who are the customers? Do they give positive references? Are they irritated or delighted?
  • How will I quickly ramp up during my onboarding period? Is there an adjusted quota or a guarantee?

What stands out is:

  • Top Performers aren’t lone wolves. They don’t want to be the only top performer; they want to be with a team of top performers.  It’s like being in the Olympics; they want to compete with the best of the best.
  • Top Performers want training.  That goes against the myth that sales people don’t want or feel they need more sales training.  They want, need and like training when it’s relevant to them, their future earnings and career development.
  • Top Performers want a voice. They want their experience in the field heard, respected and used to move the company forward.  They often do know more than the sales manager as to what the clients really want and need since they communicate with them day in and day out.  Their intuition and gut feeling can help carve the future.

3 Easy to Implement Game Changers:

  1. Coach. Connect in any way you can – in person, on skype, the telephone – just not via email. Make this personal and all about them. This is the time for them to talk and you to lead and facilitate the conversation.  Truly listen, let them be heard and let them know you have their back.
  2. Brainstorm. Plan a lunch with the senior leaders and your top performers where the leadership team speaks about vision and the top performers share their intimate knowledge of your clients. Or plan a brainstorming “What If..” session with the top performers and take action on some of the ideas.
  3. Train. Ask the Top Performers for ideas on the knowledge and information that’s important for them to do their job even better.  Set up internal mastermind groups or find some interesting webinars to attend together.

So, what are you currently doing to provide the environment and resources to retain and attract top talent? 

Begin building the sales department and organization where every top performer dreams of working. 

If you aren’t doing anything different, the competition may begin to look more appealing.


By the way, if you’re a Sales Manager who’d like to know how your sales reps can crush their numbers monthly without spending tons of money on outsourced sales training, then check this out