Sales leaders are hooked in to closing. Even movies elevate closing to a mythical status. We’ve all heard the road , and perhaps even implored our salespeople to, “Always be closing” (Alec Baldwin in “Glengarry Glen Ross”).
The “State of Inbound 2018” report, which compiled the responses of quite 6,200 leaders from round the world, identified “closing more deals” because the No. 1 priority of sales leaders. Nothing else was even close!
It is no wonder that everybody would really like a fast fix. Google the term “sales closing” and you’ll find: “How to shut A Sale: 7 Closing Techniques And Why They Work”, “20 Modern Sales Closing Techniques which will assist you Win More Sales” and a number of other closing miracles.
However, despite all the fanfare, that specialize in closing alone doesn’t work.
Here is why.
The data from nearly 2 million evaluations and assessments of salespeople conducted by Objective Management Group, shows that fewer than 6 percent of all salespeople are strong closers. While elite and powerful salespeople do have substantially stronger closing skills than their weaker counterparts, a deeper dive into the differences between the highest performers and everybody else reveals that closing competencies play a way smaller role and are far smaller than other competencies.
Specifically, we found that strong and elite salespeople shine at the seven sales core competencies that precede closing:
Sales Process Competency
Relationship Builder Competency
Consultative Seller Competency
Value Seller Competency
Presentation Approach Competency
Salespeople that use a sales process to create consultative relationships with qualified clients and sell value don’t got to believe closing skills to win the deal. Closing is that the culmination of events that preceded it. When selling competencies are strong and supported by the sales process, closing is straightforward . Closing should be a natural outcome, not an occasion .
Elite salespeople don’t got to save the day with an excellent close because they need strong competencies across the board. For strong salespeople, the closing competency is simply one a part of broadly developed skills. In contrast, when a salesperson’s competencies are weak, sales become transactional and shutting skills are essential.
Great sales aren’t the results of magical closing techniques. Sales and profitability growth come from measuring and building sales competencies.
Your No. 1 priority should be the measurable development of your team. you would like to understand each of your salespeople’s competencies (precisely where they have to be strengthened), target training, and measure the development . for instance , my teams average a sales capability improvement of 38 percent after targeted sales development.
“Glengarry Glen Ross” had another famous line: “Coffee is for closers.”
Perhaps, but measurable sales development is for winners.