This is why great salespeople are born that way

Great salespeople don’t become great because of the training they receive. They don’t become great because of all the sales tools they employ. And they don’t become great because they are an expert in the mechanics of the sales process defined and promulgated by the experts.

Great salespeople are born to be great. Their DNA possesses the natural attributes that lead to consistently high performance.

Great salespeople have an innate desire and capability to do the things that please people they touch — clients, friends, and family. Their natural disposition enables a transaction process that is not only easy, it’s one that’s almost invisible to the participants.

Great salespeople don’t push to sell; clients come to buy

These 5 things amazing salespeople naturally do; they’re born with the gifts.

They love humans

For some reason, they really like people — more than technology. They like being around them, they take a keen interest in their lives, and they like sharing stories with them.
So when it comes to client relationship building, it’s easy for them because they like and listen intently to the person opposite them.

And of course, they attract an incredible level of referrals from their clients who love the interaction they have with the salesperson — it’s easy to refer someone to another person when you like that person and have confidence in them because of the way they treat you.

Great salespeople have one advantage over other salespeople, and that is they care. Unlike many salespeople who are overly focused on flogging their product, they actually give a damn about their clients, how they feel and the problems they are having.

They are servers

As a corollary to having a natural affinity towards others, the great ones subordinate themselves to the other person. They automatically take on a server role leading with the question “How can I help?” to build a relationship.

This is a tough one for many salespeople who have said to me “I’m not here to serve anyone, I’m here to sell.”

Of course, the problem with this approach is that they don’t understand that serving people is the most effective way to sell to them because serving makes the process about THEM, not YOU.

Servers find it easy to problem solve because they are always unconsciously leaning into the client’s situation and the challenges they are facing. It’s impossible to do this when someone is forcing a company-sponsored solution.

They act with passion

Great salespeople want to act, not talk. They are much more inclined to get moving to implement a client solution to see whether or not it performs to expectations rather than studying options incessantly in an effort to find the “perfect” fit — and see precious time slip by.

Particularly in a world of sophisticated technology-based solutions, they understand that glitches will get in the way and that acting and reacting is the only way to eventually achieve the objectives the client has.

“Do it right the first time”, they note, is a worthy aspiration but moving forward requires a “do it and learn from it” approach with active involvement with the client.
Their bias to act as a primary response is a natural right-brained trait they are gifted with; it dominates the tendency to over-think.

They are fixers

Great salespeople have a proclivity to fix; it’s necessary when the bias to act is in play. They don’t spend a whole lot of time regretting that something is broken, they love the process of remediation and derive pleasure from restoring something to its original form.

This trait also allows them to wander into areas that aren’t normally in their purview; aspects of their client’s affairs that need repair. The value this adds to a client is immense and is an unexpected competency a great salesperson has that others don’t.

Fixers create memories for those that they help — the problem is forgotten but the fix stays in one’s memory and is talked about in a crowd.
The fixer knows the importance of time. A fix that is implemented in 24 hours enhances client loyalty; one that takes 30 days loses its appeal and adds little to creating a memorable moment.

They are problem solvers

Great salespeople have intuitive problem-solving skills, so the way they approach a client is to find a problem to solve rather than push a solution and hope it solves a problem they have.

A solution looking for a problem is a waste of time

The great ones spend 80% of their time with a client on isolating the critical issues that must be addressed and 20% of their time developing the right solution. This process is nurtured in the womb.

Improvement comes from reducing the number of problems people encounter in their lives — business or personal — and they involuntarily gravitate to the process of resolving barriers.
And it resonates so well with clients who live in an imperfect and unpredictable world where problem-solving capabilities define whether or not an organization makes progress towards its strategic goals or not.

Great salespeople are great because their existence is a natural expression of what others need in the world, not because of the sales expertise they have learned and practiced.