A few posts back I wrote about experience, and how it can either be a ceiling or a springboard to further success, all determined by the individual’s outlook and the route each rep chooses. On a corporate or organizational level, experience and how it is viewed and leveraged can be significant factor. The corporate version of the experience factor, unfolds more like a game we played as kid, and one it seems many sales leaders are still playing – musical chairs.
There are a number of verticals where leaders are fixated more on “industry experience” than “sales experience”; maybe more accurately “product experience” vs. “sales success”. Let’s face it while in the aforementioned piece we assumed experience equalled success, in reality it does not. I have said this before, there is a difference between 15 years of growth, development and improvement, and the same year 15 times over.
While in theory seeking and choosing “experience” may sound right, it often does not turn out as planned. Real “rock stars” rarely have a reason to move, at times there extenuating circumstances, there may be some financial incentives, but those are outside the bell curve. Meaning those available are usually the B players, not the worst, but they come with luggage.
From my vantage point, here is how it looks. At the start of an engagement, I’ll ask the teams I am working with to give me a bit of background. Time and again, a number of the “more experienced” reps will tell me that they have been in the industry for 16 years, starting off with company A, then moving to B for a spell, and now they are with Company C. It is also not unusual to have some say that this is their second go around with Company C, and we are not talking scenarios where this may be a result of industry consolidation.
I get why the individual has moved around, what I don’t get is why the companies are hiring them. Some say that it was for the “book” of business, never works out clients are smarter than that, they know who delivers the service day to day.
I had one leader in the wireless space tell me that the product and pricing is so complex, that the learning curve is too big. Right! What do most of you think will be easier:
A. Teach a product guy how to sell effectively in a competitive and evolving market
B. Teach or support a great seller product specs and/or pricing plans
I’ll take B, all day long.
One of the underlying causes for this is the propensity among sales leaders to want be at full headcount, rather than the right headcount. The solution to almost everything is “we need to add more reps”. Couple that with the tendency to higher fast and fire slow, rather than the other way around, and you have the classic trap.
While not exactly the same as it was in kindergarten, this version of musical chairs, looks for anyone to fill the empty chair, rather than having the right person in the right chair for the right reasons.