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Industry Experience and Product Knowledge aren’t enough

May 30, 2012 in Business Acumen, Education in Sales, Recruitment & Sales Recruitment, Sales Consulting, Sales Culture, Sales Driven Organisations, Sales Leadership, Sales Management, Sales Strategy

As much as people want Sales to be considered a science the reality is that Sales has always combined a collection of facts with human judgments (or estimates). What this means is that there is no analytic approach that can single-handedly guarantee sales success. Result – Sales is likely to always be a mixture of art and science. So how do you sure up your success to gain that competitive edge?

For the last few decades when transactional, product-pushing sales was all that mattered, most sales leaders justifiably had confidence in their judgment to employ salespeople with “industry experience” and excellent product knowledge. This worked for a while, when products could be easily distinguished from each other. However, the resulting impact of this ‘industry experience’ approach was that industries ended up recycling the same old people with the same old ideas and the same old results.

Today, with products looking exactly like each other and organisations left with ‘Me2′ salespeople recycling through their particular industries, there is not much left to differentiate one company from the next. What does any self respecting sales leader look for as an advantage and what do they need to measure to make sure they are getting that competitive edge?

only the right formula will yield results

only the right formula will yield results

Many of these sales leaders now confess to being less certain that industry experience and articulate salespeople are the right formula. That’s hardly surprising. Sales management has been perfecting the product knowledge playbook for decades. Whilst some new sales techniques were introduced (e.g. consultative selling, relationship-based selling and networking) in the main, salespeople have (and are still) doing the same things to the same markets as they have for decades, with little change in their approach and yet, with diminishing return on sales effort.

What is the solution then? What many sales leaders and sales managers have come to recognise is that simply employing articulate salespeople with industry experience and product knowledge, isn’t enough. Providing product-knowledge training alone only perpetuates old habits and leads to further anxiety when price becomes the single negotiable item.

This new generation of sales leaders has come to recognise that sales training without a sales strategy to drive it, won’t sustain focus, or drive improved sales results.

They also realise that sales training, beside the prerequisite soft skills, has to address the Knowledge Diamond – a four-dimensional knowledge base:

  1. knowledge of the customer
  2. knowledge of the market, competitors and industry
  3. knowledge of the products, services and their application across multi dimensions such a business case, environment, OH&S, distribution, etc. – not just product efficacy in itself
  4. knowledge of the organisations strategy, vision, purpose, core message and value proposition

If the sales force doesn’t have a complete understanding of all four knowledge dimensions, and more importantly, is unable to use this knowledge in practical ways to support customers and prospects and their achievement of business results, it is unlikely that sales will do more than stumble along into oblivion.

On the other hand, the converse is equally true. When sales forces have the knowledge and know how to use it to help their customers, when the efforts of sales are focused and driven by a sound sales strategy that has clear purpose and goals; sales ramp up regardless of competitive intensity.

Remember everybody lives by selling something.

Author: Sue Barrett, www.barrett.com.au

Different sales assessments and how to use them

January 21, 2011 in Attitudes & Behaviours, Call Reluctance, Coaching, Emotional Intelligence, Ethics & Values, Prospecting, Recruitment & Sales Recruitment, Sales Assessments, Sales Culture, Sales Research, Sales Training, Self Development

If you wanted to, you could sit down for at least four weeks and complete 100′s of sales assessments and there would still be more on offer. This over abundance of sales assessments can be confusing because they are not all the same. If you do not know what you want to measure it will make looking for an effective sales assessment tool that much harder. Here are some questions that may help you select your sales assessments with more precision.

  • Why will this person sell? (Motives, Ambition, Goals)
  • Will this person sell? (Attitudes, Mindset, Not Hesitant, Accountable, Energy, Drive)
  • How does this person sell? (Style, Ethics, Behaviours)
  • Can this person sell? (Skill, Knowledge, Mindset)
  • How well can this person sell? (Job match, Values, Perceptive Reasoning, Self Belief, Mastery Mindset)

As stated before, there is no one sales tool that can answer all these questions. So at risk of offending some test providers and users, as I am bound to leave out some assessments that could have been included in this piece, I thought I would share with you the tools that we and many other businesses have found to be the most useful in helping us predict sales performance especially when it comes to sales recruitment.

Measuring Sales Prospecting Fitness
Research shows that only about 20% of sales people are fully effective when prospecting. In use for 30+ years, the SPQ*Gold (Sales Preferences Questionnaire) is a well regarded and widely used assessment designed to specifically detect and measure the emotional response to prospecting – Sales Call Reluctance®. Call Reluctance® is the emotional hesitation to initiate contact with prospective buyers in sufficient numbers to support organisational goals.

40 years of empirical research in prospecting shows the hesitation to initiate first contact with prospective buyers on a consistent daily basis is responsible for the failure of more competent, motivated and capable sales people than any other single factor. The fear of prospecting can cost an average of 15 new units of business per month per sales person. Prospecting is not the most important skill in selling but it is the first thing that has to happen before anything else happens.

Assess the Fear of Prospecting
The fear of prospecting, Sales Call Reluctance® and sales hesitation, an individual’s hesitance to prospect and self-promote for new business, can be objectively measured using the SPQ*Gold® questionnaire. The SPQ*Gold® is an attitude and activity based online assessment that identifies how much initiative, energy and drive an individual devotes to proactive sales prospecting and the amount of energy spent on coping with inhibitors such as fear. The SPQ*Gold® is the only tool that measures the prospecting fitness of people in sales, sales management and customer contact careers. It is best suited for anyone responsible for meeting sales and revenue targets whether you call yourself a sales person or not.

SPQ*Gold helps you answer these 3 business questions:

  1. How much will they produce?
  2. How soon will it happen?
  3. What will it cost you to get that performance out of them?


  • Administered online via user name and password sourced via an accredited provider.
  • The SPQ*GOLD® can be used for recruitment and development purposes to measure prospecting fitness. It produces individual selection reports, team summary reports, and development and coaching reports.
  • SPQ*Gold will NOT measure personality, motivators and values, communication styles, emotional intelligence, leadership styles and derailers, or cognitive attributes and abilities (IQ).

Measuring Sales Performance Characteristics and Style
SPI-Q (Sales Performance Insight Questionnaire) is the latest and most comprehensive sales assessment tool in the marketplace. The Sales Performance Insights Questionnaire (SPI-Q) has been developed in Australia by Performance Insights and focuses on the attributes that are uniquely relevant to sales. It is the only product in the market that predicts the multi-dimensional characteristics required by today’s sales professionals, and measures the subtle but critical characteristics that differentiate successful sales people. The questionnaire measures 25 Sales Attributes, clustered into three broad domains:

  1. Compelling Relationships – measures the preferences the individual has when working with clients and developing relationships i.e. Impact, Credibility, Insight, Attentiveness, Initiation, Influence, Social Leverage, Client Engagement and Negotiation.
  2. Perceptive Reasoning – measures how the individual processes information and makes judgments relating to client issues and solutions i.e. Research, Exploration, Agility, Pursues Learning, Creativity, Structure, Quality Orientation, Rational, Specialist and Judgement.
  3. Channelled Energy – measures the motivators and levers which drive the individual to succeed i.e. Authenticity, Resilience, Self Belief, Recovery, Motivation and Sales Drive.

The questionnaire has been designed to be highly pragmatic and user-friendly (requiring minimal training) with standard interpreted report outputs which are adapted based on the individual’s results. The SPI-Q is a self-report questionnaire and the accuracy of this profile depends on how honest the individual has been when completing the questionnaire as well as their self-awareness. It reflects their preferred style rather than their ability. However, research shows that people’s responses to personality questionnaires can act as a good predictor of how they are likely to behave on the job. There is no one ‘perfect profile’.


  • Administered online via user name and password sourced via an accredited provider.
  • The SPI-Q can be used for recruitment and development purposes. It produces individual reports along with accompanying team summary reports, development and coaching reports.
  • SPI-Q will NOT measure values, leadership styles & derailers, cognitive attributes and abilities or prospecting fitness.

These two tools would be my first choice when recruiting sales people. If you want to measure Culture Fit, Motives and Values, Leadership Style and Derailers, Emotional Intelligence (EQ) or Cognitive Abilities (IQ) then we recommend the following tools, which while they are not sales specific, have been widely used in sales and sales leadership.

Measuring Culture Fit and Values: The Hogan Motives, Values and Preferences Inventory (MVPI) measures ten core values found in most cultures throughout history i.e. Aesthetics, Affiliation, Altruistic, Commerce, Hedonism, Power, Recognition, Science, Security and Tradition. It is not sales specific, however, it provides vital information to managers about how to coach and manage their sales people in terms of motivators, values and drivers. The MVPI provides useful data about the kind of work environment the candidate prefers. Measuring organisational fit is critical to staff retention and cultural engagement.

Measuring Leadership Style and Derailing Behaviours: Most business leaders have coping behaviours they draw on when under pressure. The Hogan Development Survey (HDS) measures strategies and behaviours leaders have developed over time (even from childhood) to cope with increased levels of pressure whether due to change, high stress, multi-tasking, work saturation, an unhappy environment or being outside of their comfort zone. The HDS is not purpose built for sales leaders however it has a wide body or research on sales leadership with relevant norm groups to refer to. Research shows that most leaders display at least one coping style. In measuring extremes of personality then, it is very important to remember that these can have highly positive implications. There is, however, always a potential downside to extremes because if they are not managed effectively or appropriately they can become problematic. When business leaders, especially sales leaders, are not managing their interpersonal façade well (perhaps because of stress, pressure, deadlines, etc.) these extremes can emerge unchecked and upset the delicate balance of teamwork and interpersonal relationships.

Measuring Emotional Intelligence (EQ): Emotional Intelligence (EQ) involves a set of skills that define how effectively people perceive, understand, reason with and manage their own and others’ feelings. These skills are cornerstones to successful selling, as emotions are an inherent part of why people buy and why they do not. The Genos Model of workplace Emotional Intelligence comprises seven specific EI skills critical to successful selling i.e. Emotional Self-Awareness, Emotional Expression, Emotional Awareness of Others, Emotional Reasoning, Emotional Self-Management, Emotional Management of Others and Emotional Self-Control. Each skill can apply to successful selling.

Measuring Cognitive Attributes and Abilities (IQ): There are no sales specific attributes and abilities assessments that we know of, however, good quality Attributes and Abilities assessments have been around for over 50 years. They are often referred to as IQ tests. They are widely available through accredited providers and most organisational psychologists. They are becoming more applicable because more sales and many leadership roles, especially sophisticated or more complex sales markets, require high level thinking abilities such as:

  • Verbal – verbal fluency, vocabulary and ability to understand and reason using words.
  • Numerical – ability to use and understand numerical concepts, reason using numbers and perceive logical relationships between them.
  • Abstract – the ability to think clearly and make sense of complexity, which is known as educative ability and the ability to store and reproduce information, known as reproductive ability.
  • Critical Thinking – the ability to clarify goals, examine assumptions, discern hidden values, evaluate evidence, accomplish actions and assess conclusions.

We do not use single assessments. Instead, we combine tools to give us a more complete picture.
Different sales roles in different industries require different attributes for success. Thus, profiles should be interpreted with reference to a specific role and its requirements. It is important that the data from any assessment be combined with other sources of information about the individual when making decisions, particularly in selection settings. Most assessments have a shelf life of 18-24 months and should be treated confidentially. If there are major changes in an individual’s life or work, this could change some of the attributes in some assessments. If you wish to use recruitment grade assessments for sales selection, I hope this helps you make a more informed decision.

To order an online assessment today, please call Barrett on 03 9532 7677 or for further information click on this link www.barrett.com.au/assessments

Remember everybody lives by selling something.

Author: Sue Barrett, www.barrett.com.au

What is the ideal sales assessment tool to use when recruiting sales people? Part 1

January 13, 2011 in Attitudes & Behaviours, Call Reluctance, Recruitment & Sales Recruitment, Sales Assessments

For many years people have been searching for the perfect sales assessment tool. Why? Because identifying and retaining high performing sales talent continues to elude many organisations. It has become even more important with products losing their competitive edge and sales success becoming hinged squarely around the capabilities and performance inputs and outputs of sales people.

I have been using psychometric assessments as part of my work for more than 20 years now. In my business alone we have assessed more than 70,000 people in sales, sales management and leadership roles using a variety of high quality assessment tools for both selection and development purposes. The tools we use are designed to measure Cognitive Abilities, Personality (i.e. sales, leadership and everyday styles), Motives & Values, Call Reluctance and Coping & Derailing Behaviours.

We favour well researched, well built, validated assessments constructed by professional psychometricians because, like diagnostic tools used in medicine and other scientific applications, good assessments are calibrated to measure specific aspects of self. However, like most instruments they are not perfect. We are always looking at what’s happening in the world of assessments and we can report that there are thousands of assessments promising all sorts of things. However, we find that many of them are junk and nothing better than a Cleo quiz which adds nothing to your selection process.

All this research has also revealed that the perfect sales assessment tool does not exist. Trying to measure all the things we want to know about sales people and leaders with one assessment is unrealistic and virtually impossible. However, what we do know is that the latest research into modern sales assessments is showing subtle difference between:

  • Influence and Negotiation
  • Impact and Credibility
  • Initiation and Social Leverage
  • Resilience and Self Belief

We are now seeing more purpose built sales assessment tools that are designed to measures key qualities such as:

  • Creating Compelling Relationships – measuring the preferences the individual has when working with clients and developing relationships
  • Perceptive Reasoning – measuring how the individual processes information and makes judgments relating to client issues and solutions
  • Channelled Energy – measuring the motivators and levers which drive the individual to succeed
  • Contact Initiation – measuring the emotional response to prospecting and the amount of initiative, energy and drive devoted to proactive prospecting as well as the amount of energy spent in coping with inhibiting influences such as fear

Effectively predicting sales success is critical to any business’ success and using well designed, rigorous psychometric assessments as part of a sales selection process can really boost our chances of finding and retaining the right sales people for our business. However, many people look to psychometric assessments as the panacea, the quick fix, the one source of information that will give them the answer to the question ‘How can I tell if this person will sell and make me lots of money?’ This too is a mistake.

Therefore, to get the most value out of psychometric assessments when applied to your sales selection process you might like to consider these important points:

1. Use as part of a selection process: Psychometric assessments should be used in concert with other validated selection tools such as structured behavioural interviews, competency based simulation exercises and structured reference checks where findings can be cross referenced against core criteria that have been established as relevant to the job and culture in question.

2. Predictive Ability: Psychometric assessments should account for no more than 20% of your decision making criteria. They can never be 100% predictive of performance and if anyone claims an assessment, by itself, can have predictive ability over 60% they are not being truthful. Sadly, many people rely on overly simplistic grid type assessments that are not predictive of sales success nor purpose built for sales recruitment and are even less reliable than ‘gut’ feel.

3. Purpose Built: Use recruitment grade psychometric assessments that have been purpose built to measure specific qualities, abilities or attributes. Quality assessment tools will present information and inform you of the following:

a. Relevant: Make sure the assessment(s) is designed for use in selection for a ‘normal’ (rather than clinical) population, is calibrated to the appropriate level (e.g. management, supervisory, entry level) and has occupational context i.e. sales.
b. Practical: Make sure the test/questionnaire is easy to administer, undertake and score. Check what facilities and equipment are required to complete the assessment and how quickly reports can be generated.
c. Technical quality: Technical information is typically presented in a test manual and hence, the absence of a test manual should raise some doubts. In terms of technical properties, you need to consider: Reliability, Validity and Norm groups (these are common technical terms used in psychometrics). All genuine assessments will provide this data. Wading through statistical information can be dry and confusing for some people. If that includes you, seek the assistance of a Psychologist or other person familiar with the correct use of psychometrics. If you decide to ignore technical evidence, because it all seems too hard, it could be at your peril.

4. What to measure: You are unlikely to get all the information you need from one assessment. There are a variety of assessments you can use in isolation or in combination and you need to select the ones that will determine what you need to measure for your role. For example:
a. Cognitive Abilities – verbal and numerical reasoning, conceptual reasoning, critical thinking, mechanical reasoning, etc.
b. Personality - everyday preferences, personal and learning styles, self management, team orientation, ambition, etc.
c. Motives & Values – what makes people happy at work, what drives them, what makes them unhappy.
d. Coping & Derailing Behaviours – learned behaviours and attitudes that can adversely affect sales and leadership performance when under pressure or operating from a fear or frustration.

5. Cost: cost will inevitably be a consideration. In an ideal world you would test everyone with every relevant assessment, however that is not realistic for most businesses. If you have simple screening tools which you use in conjunction with resume and telephone screening this can be useful as long as they are measuring the right things for your role and business. However, these simple tools, while cheap, are not usually robust enough to give you the real detail you need to make informed decisions. Most businesses reserve the more stringent psychometric assessment process until after they have developed a short list of candidates who have been through the initial screening parameters and a thorough Behavioural Interview. By doing it this way you can manage your costs well. A number of our clients use assessments as a mandatory part of their selection processes and incorporate this information across all the findings. This saves them time and money in the long run. So, balance the cost of including psychometric tools in your recruitment process against the cost of one or more poor selection decisions. Which bill would you rather pay?

Getting it right when it comes to hiring your sales team is critical. A successful sales person will not only enable your organisation to ride out the economic uncertainty but will ensure you are ready to seize the opportunities that present during the recovery. As your sales teams are the primary interface between your organisation and your clients, it’s only when you get that interface right that you will achieve true competitive advantage. Using a robust psychometric assessment process as part of your selection strategy can really assist you. Next week we will discuss the different types of sales assessments available to you, and show you how and when you should use them.

Remember everybody lives by selling something.

Author: Sue Barrett, www.barrett.com.au

Are your sales people at risk of leaving?

January 5, 2011 in Recruitment & Sales Recruitment, Sales Planning, Strategy

How many of your sales people are thinking about a career move right now?

How many of them have come back from their holiday break wondering if they are in the right role or company?

Sales people are one of the highest “at risk” groups in terms of turnover (average of 26% compared to the national average of 14%). Some industries have sales staff turnover up into the 70-80% range i.e. high churn call centres.

Some of the reasons sales people give in their notice is because:

  • they have not had the success they had hoped to achieve and have not attained their financial goals,
  • their capabilities did not match the job,
  • they are not getting adequate support by way of clear goals and direction, adequate product training and/or sales management support,
  • they feel discontented, and what was promised by the company was not the reality they came to know,
  • they are burnout through not having enough holidays (especially true for high performers),
  • poor leadership and poorly executed strategy have left them feeling disengaged and frustrated, or
  • they do not feel suited to a sales career.

High sales staff turnover is a costly problem. Having sales staff on a company conveyor belt can lead to poor customer perceptions, poor service and the erosion of your brand. This can further impair your recruitment of good staff and make it even more difficult to find good sales people. Therefore, it makes good sense to manage this risk, maximise alignment and legitimise and protect an investment in sales performance improvement.

So how do we reduce high sales staff turnover?

One significant way is to improve Job Match. Job Match is about clearly understanding what the job requires and what type of person best matches that job, then matching the job and the person as accurately and closely as possible. This means not putting ‘just anyone’ into the job. However, many people do so out of desperation but that desperation has costly consequences as you will see.

A significant study reported by Harvard Business Review showed how Job Match significantly affects staff turnover in sales teams. The study looked at traditional ‘high turnover’ industries as well as traditional ‘low turnover’ industries. They compared sales staff turnover when Job Match was used and when it was not used.

Here are the findings:

HIGH Turnover Industry – Sample Size: 13,102

People with Job Match:
- % who quit or were fired after 6 months = 24%
- % who quit or were fired after 14 months = 28%

People without Job Match:
- % who quit or were fired after 6 months = 46%
- % who quit or were fired after 14 months = 57%

LOW Turnover Industry – Sample Size: 5,941

People with Job Match:
- % who quit or were fired after 6 months = 5%
- % who quit or were fired after 14 months = 8%

People without Job Match:
- % who quit or were fired after 6 months = 25%
- % who quit or were fired after 14 months = 34%

You can see quite clearly that using Job Match has a significant impact on sales staff turnover. Job Match also affects job satisfaction and engagement. For instance, job satisfaction and engagement (i.e. workforce alignment) can account for up to 23% difference in productivity.

Besides Job Match, what else can you do to ensure healthy sales staff retention?

Sales is a particularly challenging career. In practically, in no other profession are mistakes or a lack of aptitude punished so mercilessly as in sales. A deal is either concluded or not – there is no such thing as partial success.

In short, select wisely and help your people lead healthy sales careers. This way you may reduce unnecessary sales staff turnover, have a healthier sales business and much happier sales people.

Remember everybody lives by selling something.

Author: Sue Barrett, www.barrett.com.au

Why hiring or keeping the 600lb sales gorilla is a mistake

December 2, 2010 in Attitudes & Behaviours, Communication, Ethics & Values, Performance Management, Recruitment & Sales Recruitment, Sales Culture, Sales Leadership, Sales Management, Teamwork

For many years the legend of the 600lb sales gorilla or Alpha sales superstar has been strutting the hallways and boardrooms of businesses. Often revered for achieving top of the league ladder sales results, yet feared by many for their aggressive, manipulative, ego centric, demanding, intimidating antics, countless CEO’s and sales managers have allowed these sales prima donnas to remain in their sales teams but at what cost to their sales team and their business?

Too scared to confront them about their behaviours or sales tactics for fear of losing their sales contribution, many sales managers and their sales team have simply suffered in the presence of these sales bullies. In my many years of working with sales teams and sales managers I have met my fair share of sales gorillas and their distressed managers and sales teams. Here’s what I have observed:

  1. They have the ear of the Managing Director/CEO who thinks they can do no wrong.
  2. They won’t let the business anywhere near their customers.
  3. They tell tall tales about their legendary sales conquests.
  4. They refuse to be coached, counseled or trained.
  5. They are very demanding, always complaining about the lack of resources and taking up the time of countless people to do their bidding, leaving the other sales people to fend for themselves.
  6. They often exhibit bad behavior, and may be heard swearing or making inappropriate comments to their colleagues or other staff who are often too fearful to report them (see point 1).
  7. They can engage in questionable sales tactics, yet claim that they are pristine and operate with the utmost of integrity.
  8. They claim to know a lot of people and be very well connected.
  9. They use actual or implied intimidation to get their way with internal team members.
  10. They use charm and manipulation to get their way with key stakeholders.
  11. They act with righteous indignation if you question anything about them.
  12. They don’t think they need to comply with company policies so often refuse to complete paperwork or keep up to date CRM’s if they think it’s a ‘waste of time’.

You only have to watch the movie ‘Glengarry Glen Ross’ to see your fair share of sales gorillas. This type of sales culture was revered by a number of industry sectors in the 70′s and 80′s, including real estate, car sales, stock broking, etc. Watching it makes me feel ill, but many sales teams got off on this and even use ‘Glengarry Glen Ross’ as a model of how they should sell in some quarters today.

Yet most people watching ‘Glengarry Glen Ross’ or meeting their very own sales gorilla feel repulsed by them. Often very wary of them, others wonder why they have to tolerate them and why management won’t act. Truth is these sales gorillas have never been pulled into line. Their outstanding sales results have somehow bought them immunity from behaving in a civil manner. The smell of money they can bring in has condoned behaviour that has often outweighed the need to act ethically and uphold team values and respectful behavior. Their bad behavior has been allowed to manifest without restrictions, ‘oh let him get away with it. Look at the results he pulls in’. These sales gorillas are the direct result of poor quality leadership, lack of clear standards and bad decision making.

What most businesses do not know is that these sales gorillas, for all their so called sales success, actually fall well behind the real sales superstars in terms of achieving high level and sustainable sales results who, by contrast, are open minded, curious, collaborative, team oriented, open to learning and aim for partnerships on every level. And these real sales superstars are humble too which is a direct contradiction to the behavior of the sales gorillas.

  • So are you currently letting fear hold you and your team hostage by allowing your sales gorilla to persist?
  • What would happen if you got rid of the sales gorilla?
  • How would the rest of your team respond when they left?
  • What would happen to sales and the clients?

In my experience when the sales gorilla finally departs, there is an initial sense of shock which quickly gives way to relief and the opportunity for the sales team to really pull together and prosper. The biggest fear of losing the sales gorilla’s sales power and their clients doesn’t eventuate in the vast majority of cases. In fact it is often revealed that the clients are happy the sales gorilla has left and look forward to a more open and prosperous relationship with the company concerned and sales grow even more.

I am not suggesting that most leaders intentionally hired these sales gorillas or intended for them to manifest however, without clear codes of conduct or values and a proper understanding of what you want by way of ‘good sales performance‘ you cannot hire or develop the right sales people to do the right things in the right sales culture.

In his book ‘The No Asshole Rule’, Leigh Buchanan writes about bosses behaving badly. Its thesis – don’t hire jerks, has become public policy in many companies around the world. I would suggest we think clearly about what we want manifested in our sales teams and take a leaf out of Leigh’s book and make sure we employ ‘The No Asshole Rule’ and don’t hire sales jerks.

Remember everybody lives by selling something.

Author: Sue Barrett, www.barrett.com.au

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