Summary Statement
Status, prestige, and other forms of public recognition motivate Mr. Bloggs. His need for feedback
produces a motivation to collect casual relationships. As a result, he is a natural prospector who can "make a market" where none
exists. Whether it's a brief encounter in a lift or a Chamber of Commerce evening function, he thrives on the opportunity to make
new friends. His need for public recognition, however, can be a negative if he is required to work in a branch office or at home
where such recognition and feedback are not readily available. Salespeople with this high "Sd" score thrive best in large offices
where contests, league tables and newsletters can feed need to be noticed and recognised. When it comes to the sales presentation,
Mr. Bloggs may have a tendency to spend too much time talking and too little time assessing the specific "hot button" or need
that will motivate the prospect to buy. On the other hand, the social drive associated with this high score gives him the "gift to
gab" and the versatility to adapt to any social situation, two necessary traits for sales personnel. These comments become less
obvious as his "Sd" score approaches 61% (see above) and much more obvious as the "Sd" score approaches 100%.
Coaching Recommendations
Since he is naturally outgoing, it is important that the manager encourage Mr. Bloggs to join
organisations that provide opportunities to network with potential customers. The manager should help him learn the difference
between qualified and unqualified prospects, since it is his natural tendency to make friends without discerning their potential for
purchasing his products/services. Without proper supervision in this area, he can be inefficient and ineffective. Any form of public
recognition, especially the recognition that comes from competing against sales colleagues, both locally and nationally, easily
motivates Mr. Bloggs. The sales manager should use periodic contests and award ceremonies to stimulate higher productivity. If
he is in a small office, a detached office, or operating out of his home, it is important for the manager to bring him into a network
of other salespeople through the use of either newsletters or electronic messaging. In larger offices, the manager may have to
monitor the time Mr. Bloggs spends socialising with the other employees during work hours. This is especially true if this high
social drive is coupled with a low sense of urgency as reflected by a low "Go" score (See previous pages to see if this last
statement applies). The sales manager or supervisor should join him on at least 1-2 sales interviews per week to assess his
effectiveness in the sales presentation. Watch for the telltale signs of an extended warm-up period where he spends too much time
talking and not enough time listening. Is he trying too hard to be "liked" without establishing a professional presence in the
interview? Is he spending so much time building rapport that little time is left to conduct a formal fact-finder? How effective is he
when it comes to discovering the prospect's true buying motives? Does he occasionally bypass a closing opportunity because he is
too busy making friends with the prospective buyer? It is important that the manager sits back and allows Mr. Bloggs an
opportunity to learn from his mistakes and recognise how this high need for recognition can impede his productivity. |
