Page 8 - Sales Rep Book2.1

5. Embrace team selling.
Many reps think the fastest way to do this is by blowing away the
competition by themselves.
That approach can isolate— , and you miss out on a lot. Modern reps, no

matter our experience level, should embrace team selling.
For example, if you're unsuccessfully trying to speak with the CEO of a
large company, ask one of our sales leaders if they can get you in the door
and make that first call.

6. Build a personal development plan.
Every salesperson has strengths and weaknesses. It is important for new
reps to understand the things they do well and the skills they need to
improve. Assessing the areas of the sales process that you do well, such as

building rapport or asking good questions, is essential — you want to
build upon a solid foundation of your strengths.

When we start out, we are unconsciously incompetent–we don’t know
what we don’t know. Then we become consciously incompetent–we know

what we don’t know, and we can make a plan to continue learning and
filling in skill gaps. From there, we become consciously competent — we
have the qualities you need to do the job well.
To facilitate this process, I like to ask new reps to assess their new skills
and then create a personal development plan (PDP). This can be a simple

document that defines the two to three things per month that a new rep
should work on improving their skills. The rep should revisit this
document with their manager or mentor regularly to ensure they are on
track with their learning. We as a company love to grow, we encourage and

might even reward good ideas on how to make this company great.