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Most managers don’t know how to build a successful onboarding program to make a newly hired salesperson’s journey easier.

Business owners and CEO’s of companies generating $3 to $50 million in annual revenue were recently asked to identify the most frustrating position to hire for within their company.

Their answer? Salespeople.

Most managers have paid their dues and worked their tails off, clawing their way up the corporate ladder.

However, most managers were not brought on to their company with a solid, structured, onboarding program.

Most managers don’t know how to build a successful onboarding program to make a newly hired salesperson’s journey easier.

Here are ten tips to successfully onboard new salespeople:

1. Give sound bites

   Don’t put your new salespeople in the position of having to figure things out. Give a written, audio and video version, so they can get to work.

2. Teach your products and services

   Do your new salespeople need to use them, and can they learn how you build them.

3. Create structured conversations

   Supply a list of questions to assist them in creating conversations, when they are getting to know people and different departments.

4. Test their learning

   Keep in mind that the goal is that your salespeople have a working knowledge they can draw on with faced with different scenarios.

5. Understand your salesperson’s strengths

   Under pressure, we revert to our most natural ways of being. If you know your salesperson’s strengths, you can utilize them to teach new skills.

6. Reward behaviors and actions

   It is too late to reward the results? Reward the behaviors that lead to the results, and you will get more results faster and more consistently.

7. First, teach the ‘must have’s’

   Keep it simple. Your salesperson is eager to prove themselves to you and their coworkers, and to themselves. They want to validate that it was a good move for you to hire them; and that it was a good move for them to take the job.

8. Set realistic expectations

   Give them a tangible and realistic goal “By the end of your first month you should be able to accurately input a customer request, demonstrate mastery executing each step, and clearly articulate your value proposition.” ”You should also have a list of 500 potential prospects in your territory.”

9. Identify a ‘company culture mentor’

   Take responsibility and assign someone to teach them the culture of your company.

10. Ask for their feedback

    If you are not constantly improving based on what you are learning, you are missing the boat.

Though the focus of this article is onboarding salespeople, the reality is that in today’s competitive landscape, companies need a professional onboarding strategy for every role in the organization.

Creating a structured onboarding program that orients a new sales hire so they can ramp up quickly and achieve success in the first 90-days gives you a solid HR solution that you will use forever.

It is always easier to edit an onboarding strategy than to start one from scratch. Once you know how to orient a new hire, and it is well documented, then you have more freedom to constantly be on the hunt for top-performing salespeople.

When word gets out that you have a well-structured orientation and onboarding program, the top-performers will be on the hunt for you.

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What makes a call “cold” is that the person you are calling is not expecting your call. Because they are not expecting your call, you interrupt their day, even if they aren’t doing anything important when you call them. You can never know who you are calling, and even looking at Linkedin before dialing the phone doesn’t provide any information about their general disposition or their current mood.

Occasionally, you are going to run across what we might describe as “grouchy” people. The very nature of “grouchy” people is to be “grouchy.” What follows here are some ideas about how to deal with people who are rude to you when you call them to try to help them improve their results.

It’s Not About You

The first thing you need to know about grouchy people is that your phone call did not cause them to be irritable, angry, or upset. They were in a bad mood before you called them because that is the state they choose each day. Your call was no different than the car in front of them that wasn’t going fast enough, the long line they had wait in for coffee, or the fact that they had to park in the overflow parking lot because the main lot was full.

Don’t believe that your cold call to a rude or difficult person has anything to do with their response, no matter how rude or angry they are, and even if they hang up on you. Salespeople are responsible for helping people get better results, something that isn’t always easy to do. You will struggle with people even when they engage you to help them with the better outcomes they need.

Some Choices as to What to Do

The very first B2B cold call I made ended with my prospective client hanging up on me. He told me to call him back when I no longer needed a cold call script. When I asked for advice as to what to do, I was told to call him back and tell him I didn’t need the script and ask for an appointment. It’s hard to call someone back when they just hung up on you, but I made the call and got the appointment. I also learned not to sound scripted.

This was my very early initiation into the idea that as a salesperson, you are not inferior to your clients. You are not something less than they are, regardless of their title, age, experience, or any other factor. There is no need to be servile or excessively deferential. Nor is there any reason to be conflict-averse when you can exercise diplomacy instead.

When They Hang Up in Your Face

One choice you might make when someone hangs up on you is to move on, dialing the next number without giving it a second thought. Maybe you caught the person at a bad time. You have more prospective clients you need to call, and you can always try this excessively grouchy person another time, and if you’re lucky after they’ve had their coffee (even though that isn’t their problem).

You might also choose to call them back, exercising diplomacy, apologizing, and asking for the meeting you called for anyway. If the idea of calling again frightens you, you need to know two things. First, no one will drive to your office and hurt you for calling them back, so there is no real danger in calling again. Second, you don’t have your prospect’s business now, so there is nothing they can take away from you.

You can always call back, and say, “I am sorry I caught you at a bad time, and I want to apologize, I know you weren’t expecting my call. I hope your day goes better, and I’ll try you again some other time. I’ll send you an email so you can reach out to me should you need anything.” By making this call, you prove you are not afraid of your grouchy prospective client. You also provide the idea that you are going to call again later and that you truly want a meeting.

Could making this call upset your contact? Of course, it could. But so could the fact that they ran out of staples.

When They Hang Up II

When your contact hangs up on you before you can even tell them why you are on their phone, you may want to modify your diplomatic call, adding the reason for your call.

You might say, “I am sorry I caught you at a bad time, and I apologize. But I would like to tell you that the only reason for my call is that I believe I can help you get better results in this area, and if that might be helpful, I’d love to meet with you to share more.”

The likelihood of the person still being grouchy is still relatively high. They’re already grouchy. There is also the possibility that your contact hangs up in your face a second time. No matter the outcome, you have distinguished yourself as someone who might be worth working with because you aren’t afraid of them.

The Worst Client I Ever Had

You would be hard-pressed to find a client meaner than one of my first very large clients. She would yell at me, curse at me, call me names, question my intelligence, and criticize my team. I was doing good work for her, but nothing was enough to make her happy. She was perpetually difficult.

One day, I was visiting her in her office when she threw herself into her chair, exhausted and emotional. Then she shared with me that she was working twelve hours a day or more, and then going to stay at the hospital with her husband who had cancer and had undergone a number of surgeries. None of her anger was really directed at me, and I recognized that most of what puts people in a bad mood has little to do with me and everything to do with things that are invisible to me.

If you want to help people and make a difference, it is going to sometimes require you to deal with difficult people. They may prove to be difficult from the very first call.

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The sell sheet did nothing to improve the salespeople who used them when they called on their prospective clients. Like the catalogue, it may have improved sales, but it did nothing to make the salesperson more effective. It allowed for more orders.

The telephone, about which I am still romantic, didn’t do anything more to make salespeople better at their trade, their craft, or their art. It eliminated distance as an obstacle and it improved efficiency, reducing the time it took to reach their prospective clients.

The laptop and the PowerPoint deck didn’t improve any salesperson’s salesmanship, woman or man, and many would argue the effect has been detrimental on the whole (an idea with which I would vehemently disagree, as it is a useful tool in the right hands). Email doesn’t make a better salesperson, and automation is in some ways giving up on the hard work of making great salespeople.

If you believe this is true, as I do, then you recognize that communication mediumscan change without improving the mindset or skill sets of the salespeople—or any other group of individuals—who use them. As United States Airforce Colonel John Boyd, war fighter and strategist, said when he admonished the Pentagon and U.S. Congress, it’s “People, ideas, and technology. In that order.”

The transformation of sales is from transactional to super-consultative and super-relational, from self-oriented to other-oriented, from reactive to proactive, from selling product to generating strategic outcomes, from execution to accountability for those strategic outcomes, and from responding to opportunities to creating opportunities. To make this transformation, a salesperson needs business acumen and situational knowledge that would make them a 52% SME (or better). They need to know how to be super-consultative, which requires that they be able to offer the advice that their clients need to produce better results.

If the digital tools were capable of producing these outcomes, it would truly be the miracle that many believe it to be. But, alas, the tool kit, no matter the size, no matter the reach, and no matter the efficiency, doesn’t improve the effectiveness of the salesperson one iota.

The transformation is occurring, but it’s far more disruptive than digital.

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There are no changes in sales that happen so abruptly that you can predict that they will occur in any specific year. Nothing happens in a single year either.

The major trends in sales take years to develop, and it is easy to believe that the trend line allows you to predict the future easily. But forecasting future events isn’t so simple, and those trend lines can switch direction over time. No one beats the world champion until one day the underdog knocks him (or her) out.

• Inside sales is going to replace outside sales, they say.
• Social selling is going to replace the telephone and other traditional prospecting methods.

What’s more interesting than making guesses about the future is looking at what doesn’t change, what persists over time.

• Trust: In human relationships, trust rules. This has been the case for tens of thousands of years, and it will persist deep into the future. Putting forth the effort to develop character and engender trust is as important now as ever. The value of human relationships based on trust endures.
• Resourcefulness: As soon as we humans solve some problem or overcome some challenge, we discover that we have created another problem, usually one more challenging than the one we just solved. Fortunately, resourcefulness is limitless, and the need for people to solve problems isn’t going anywhere anytime soon.
• Fear: Fear has been around a lot longer than Homo sapiens. It lives deep inside of us, doing its very best to ensure our survival. People will always fear making mistakes and hurting themselves. Fear moves us away from pain, and it will still drive human behavior.
• Leadership: Leaders take responsibility for moving groups of people towards a better future. The need for someone to step up and take accountability for delivering that future is unchanged. This is as true for families as it is for businesses and governments. The belief that things can and should be better persists.
• Alchemy: The idea that lead can be turned into gold through some magical process has been with us since forever. It is still with us now. People have a strong desire to believe that they can have what they want without paying the price necessary to have it. Con artists, charlatans, and snake oil salesmen will always prey on people’s desire to believe in alchemy.

In the future, these things–and things like them–will persist, regardless of the trends.

There is no reason not to explore the trends. This year’s fashion might help you produce the results that you want. But the persistent truths persist for a reason. You are better to build your foundation on what has been true for millennia. Character and value beat the “new” new thing over time.

Worry about becoming the best version of yourself. Nothing else provides as sustainable competitive advantage or happiness.

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That sales call didn’t go the way that you think it went. You felt challenged. You felt that you were being asked to defend your ideas. You felt that the difficulty of the questions and the intensity of the conversation indicated negativity about you and your solution. But you misinterpreted the interaction you just had with your dream client.

The challenging questions your dream client asked were not designed to make you defensive. They asked those questions so that you could help provide them with the rationale and the justification for making the changes that you are recommending. The people within their company, and even their superiors, are going to ask them why they are making the changes, why they are making them now, and why you are the one engaged in this process. This is especially true when what you’re recommending is a disruptive change, where it brings risk, and where it requires a greater investment.

You weren’t being asked to defend your ideas because your dream client believes they’re bad ideas. The reason they’re asking the questions is because they need the language and the logic to defend those ideas themselves. The reason you were sitting in front of them sharing your ideas and being asked these challenging questions is because your dream client really wants to buy the change that you are selling.

The intensity of the questions indicates the seriousness with which your dream client is taking their issue. The challenge for them is emotional. It’s stressful to deal with systemic challenges. Some of the intensity might be caused by the fact that your dream client has tried what some of your competitors have offered in the way of changes only to be disappointed. They’ve been told that they can have better, faster, and cheaper. That has never come true for them, so you cannot judge them for being skeptical. You would be skeptical if you were in their position.

After you sell long enough that you have had rich experiences with difficult and expensive change initiatives, you will know that the difficult, challenging, and intense questions are buying signals. They are not the signals of someone who is not interested in change. In fact the opposite is true; the people who are not interested in changing don’t say much at all.

That call went better than you think it did..

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You are more than comfortable selling to your prospective clients, or what I call dream clients. And when your prospective client wants something difficult to deliver, you are happy to sell your sales manager or leader on why you should do something different to win a complicated deal. But for too many in sales, you are completely oblivious when it comes to selling the team that delivers those results for your client. Let’s call that team “operations.”

I get it. You want what you want. You need your operation team’s help delivering for the client. This begins when you need information to put a solution together and continues on into delivery of of that solution. So you badger, bully, and press them for what you need. You go over them, under them, or around them, anything to ratchet up the pressure and force your operations people to do more, faster, and perfect. You argue your case to anyone who will listen.

But the one thing you don’t do is sell your operations team. And that is a fundamental mistake that only rookies make.

The selling we do inside our own organizations is every bit as important to producing results as the selling we do outside our organization. Here is where to start selling inside.

Lunch and learn: You would move Heaven and Earth for a lunch and learn with your dream client and their team. But you can produce an equally great effect by developing the relationships you need on your operations team. Take someone from operations (or a couple of someones) to lunch so that you can learn about their constraints. Go with the agenda of learning how you can help them with all of the things that make their job difficult, like unmanaged client expectations for example. Don’t ask for anything; just work on the relationship.

Engage them in the sales process early: If you want your operations team to own the account once you’ve won it, engage them in the process of selling that account as early as possible. When you’ve done your first discovery visit, share all of the details of that meeting with your team. As early as you can, get them in front our dream client so they can hear for themselves what “our” new prospective client is going to need. The sooner that prospect becomes “ours,” the more willingly your operations team will take responsibility and own the outcome. You’ll be surprised at all the things they can do to create value for your prospective client if they get to listen to them speak about what they want.

Be respectful of their role and their time. You sell. You don’t do operations. You can’t imagine their world unless you spend time learning what that world looks like. Your operations team is busy delivering for your company’s clients all day every day. They’re really busy, and they don’t have nearly as much freedom as you do in sales. That can make it difficult to give you what you need when you need it. You need to negotiate the commitments you need, being respectful of their role and their time.

Get them help when they need it. You’re the salesperson. So sell. If your operations team can’t deliver for you because they don’t have the time or resources, go and sell management on giving them what they need. You want to make friends for life? You want your operations team to move your requests to the front of the line? Then dig in and help them. Even if you can’t get your operations team what they want, when they discover that you are their advocate, watch how fast your relationship changes.

Show some appreciation. We started at lunch, and we’ll end there. Take some folks to lunch to say thank you for their support. Bring them breakfast. Send a personal thank you note. Send the director of operations of note to share with her the wonderful job her team did helping you win an account. Tell the stories of how valuable the team is to everyone who will listen and build them up. If you want to make serious deposits in the relationships you need to serve your clients, show appreciation.

All things being equal, relationships win. All things being unequal, relationships still win. You know it is your job to make all things unequal when it comes to selling your dream client on you and your company. Now apply that same idea to the team that delivers those results to your clients once you win their business…

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Some of your competitors will lie to win a deal. They will say whatever they believe their prospective client wants to hear, knowing it isn’t the truth. You may be frustrated knowing that they’re lying and winning.

Some businesses you compete against will act immoral, and some will take actions that are illegal, all to make a buck. Their success may get a lot of press, and it might look pretty in the papers right now.

Some of your competitors will speak poorly of you and your business to win an opportunity. You may be frustrated and angry to learn that a competitor is trying to make themselves look better by trying to make you look bad.

Some people will tell their prospective clients what they want to hear in order to ingratiate themselves to that person. The would rather have their business than tell them what they really need to hear.

None of these tactics are effective long term. In fact, over time these tactics undo those who use them. Someone may effectively lie to win a deal, but over time that lie will be exposed, and the person who lied will no longer be credible. People and companies that try to win by using tactics that are illegal or immoral get a different kind of press when these actions are exposed. Eventually, you are going to judged by who you are, not what your competitors say about you. And, eventually, your dream clients are going to need to know the truth about what they need to change and how much it is going to cost.

You can’t control the tactics that other people or companies use to pursue and win new business. The only thing that you can control is who you are going to be. If you decide to be something different and higher, you will be known for being those things, even if it takes time for this to be known.

Character is the long game. Who you are going to be has nothing to do with the decisions that other people make about who they are going to be. Your character is your business.

Legacy is the longest of long games. The difference that you are going to make is solely up to you, and it has nothing whatsoever to do with the fact that other people aren’t considering their legacy. Your legacy is your business…

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The article I read on LinkedIn stated that salespeople who relied on rapport, said another way, “being liked” do not fare as well as salespeople who have a greater level of expertise. One example that they cited was familiar to me. The author suggested that you would choose a neurosurgeon that was highly skilled over a likable one with lesser skills and knowledge. Having once been forced to choose a neurosurgeon for a brain surgery, I can’t argue with that math.

That said, there are two problems here. First, the problem of generalizing. Second, the problem of mutual exclusivity.

Large, complex, expensive, and riskier deals require greater insights, greater business acumen, and situational knowledge. Smaller, simple, relatively inexpensive and relatively low-risk deals don’t necessarily require greater skills or greater knowledge.

All generalization, as useful as they are, are lies (even this generalizing sentence). Selling is a complex, dynamic, human interaction, and succeeding in sales is about choices. In some cases, your smarts will serve you well. In others, your fast rapport skills will produce the same or better results.

Mutual exclusivity is a terrible trap. When you are offered a choice of “being smart” or “being liked,” you are presented with the idea that you can only have one, and that selecting one means giving up the other. This is a false choice. You can actually be smart and be liked. You can have insights and also have rapport skills at the same time.

• High Insights and Low Rapport: You can be smart, have poor rapport skills, and still win business. You will likely win business from people who are more concerned about the outcomes they need and who want to eliminate risk.
• Low Insights and High Rapport: You can know little and be so amiable that some people buy from you, usually people who don’t want to be challenged or forced to deal with conflict. Some people will work with you because you have a smart team behind you.
• Low Insights and Low Rapport: You are going to have a very tough selling anything that isn’t a straight transaction, eliminating any need to deal with you over the longer term.

Now you have seen three of four possible combinations of smart and likable. But there is another choice available to you.

• High Insight and High Rapport: You can be both smart and likable. It is possible to be known, liked, and trusted while also possessing the business acumen and situational knowledge you need to serve your clients, helping them to make substantial changes. In fact, the very best salespeople look more like this than they do High Insight and Low Rapport. Why? Because for most complex sales, the relationship comes with the purchase.

Let’s look at the scenario from the first paragraph again. You are choosing a brain surgeon. One has world-class skills, little empathy, and poor bedside manner. The second has world-class skills, is highly empathetic, and a bedside manner that helps put you and your family at ease, giving you a far better experience as you make a difficult decision under immense pressure. Which surgeon do you choose and why?

A large part of selling, the part that is not transactional, is creating a preference to buy from you personally. There is no reason to believe that you are not part of the value proposition, and in some sales, the largest part. The more advantages you stack on your side of the scale, the better. These advantages accrue to you when you are smart and also someone your client wants to work with long term…

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