Blueprints to Success: Developing Habits to Become A Top Performer


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“Great salespeople are born, not made,” is a common office myth.

More than anything, organizations wish every sales rep could be as great as their top performers, but that doesn’t have to be a far-fetched dream. Rather than wishing all reps could be clones of top performers, organizations need to take action by instilling and reinforcing habits that turn their wishes into actions.

In fact, researchers have cataloged dozens of traits and habits that distinguish top sales performers from underachievers, and other studies have gone above and beyond to identify 3 critical behaviors. For optimal success, check out the three habits that should be “cloned” within every organization.

1. Network, Network, Network

Every sales team has an army of internal support behind them. Executives, sales managers, product managers, technical support staff and other peers who are there to back them up and provide support and expertise to close a deal.

By coaching reps to invest in their personal networks, organizations can help them tap into a wide range of expertise in a moment’s notice. Having a mentality of “the more the merrier” is the true motto for leveraging the collective brainpower of the entire team, while salespeople with small or nonexistent networks must rely on themselves.

2. Connect with Senior Leaders

Having a strong relationship with managers and senior executives is key for sales reps. Not only do managers serve as mentors and coaches, but also supply reps with information they may need on a daily basis. Reps who spend more time with managers will be able to learn and replicate from the best of the best and gain access to more information that will prove beneficial in the long run.

By spending time with senior leadership, these reps will learn the company’s priorities and tactics. Once aligned with the company, the reps are groomed to become better salespeople and have better conversations. They’ll know the make-or-break strategies for the company’s success and in turn, help the rep improve the elements of their game that have the most impact on the bottom line.

3. Bond with Customers & Prospects

This may seem like a given, but it’s critical to consider how the time is spent rather than the time investment itself. It’s no surprise that the top performers are the ones spending more time with customers and prospects, so let’s consider how to transform all reps into those who can create better customer conversations.

To start, be wary that it’s the quality of the conversation that’s important. Top salespeople don’t waste their time with unqualified prospects. They do their research and are incredibly selective when it comes to screening. Second, elite reps build trust and credibility by cultivating long-term relationships. They are active listeners and know exactly when to stop talking, when to ask questions and when to listen. Becoming a good active listener isn’t an art, it can be easily mastered with proper training, coaching and reinforcement.

All three of these behaviors can easily be taught and replicated when given the opportunity to become a top performer.

With the use of agile learning, the top salespeople in your organization can pass along their knowledge and expertise to the rest of the team. Bite-sized videos with tips and tricks can easily empower an entire organization in minutes and ultimately groom low performers to rise to the top.

A version of this post was originally published on the Allego Allegories blog. You can read it here.

Mark Magnacca
Mark Magnacca is the President and co-founder of Allego, and has spent the last 15 years helping sales leaders shorten the sales cycle and distribute their best ideas faster. Prior to co-founding Allego, Mark founded Insight Development Group, Inc., a leading Sales and Presentation training firm specializing in the Financial Services industry. As a former financial advisor, Mark brings a unique perspective to the world of consultative selling. Mark is a graduate of Babson College and resides in the Boston area.


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