Sales Managers Hire Salesperson’s Desire. They Don’t Train It
June 1, 2004

Let me reflect upon a letter from a former sales person that was sent to me on the occasion of his retirement several years ago. John had desire. This was clear throughout his career. John has since died, unfortunately not able to enjoy more than two years of time once he hung up his sales spikes. In the letter, John thanked me for a wonderful retirement party. Significant to me were the numerous exclamation marks and upbeat superlatives he used throughout his note. John had been battling prostrate cancer for several years before he decided to retire. John never allowed this battle to noticeably pervade his spirit, his demeanor, his courage, nor his constant smile and tenacity to service and support his customers. John's letter reminded me of an adage that I suggest any sales manager or sales professional keep in mind.

Salespeople's spirit and heart cannot be manufactured. No sales manager or sales expert is that good. John's ability to deal with adversity, even with a disease that ultimately took his life, came from his spirit and competitive nature. It sought victory throughout his sales career, and throughout his life. Call this passion, or joy of living. Whatever it is, we recognize it in others, and deep down seek to emulate it within ourselves.

Reading John's note, written at a time that some might consider bittersweet, reminded me of the countless times through the many years we worked together. I could see his good natured smile, hear his gentle chidings and sometimes recycled jokes, and remember an emblazoned image of a man who worked tirelessly to get things done right, complete, with meticulous detail. Most of all, I remember the enthusiasm and commitment that he brought to his profession throughout his two decades at my old company.

Today, as in the past, we seek to hire the "perfect salesperson". Sometimes we managers feel that we can manipulate the candidate's genetic makeup, helping to change the work habits and past actions that the person has demonstrated. True, and candidate's intellect, education, appearance, and many other aspects are very compelling reasons to hire.. However, that one ingredient, that one unknown, must be present for these other variables to work. That ingredient, the ever present desire to succeed and do what it takes, that "fire" that my ssociate and friend John possessed, cannot be trained. It must be present. It must be hired.

Oh, and one more thing. John told me once that my sales team did a lot of things well. In fact, he said, most did 95% of the things that our modern sales training and coaching techniques dictated. When I asked him about the other 5% that may be missing, he smiled at me and said, "Jeffrey, they have to remember to ask for the order. They have to want it!" Somehow, looking back, it seems so simple. They have to have the fire.