Defining Leads for Marketing & Sales
Managing The Pipeline (All)
Digital Deal Rooms - Top Uses
The New B2B Sales Game
Your Story is Your Strategy
The New B2B Sales Game
Prospecting with Video
The New B2B Sales Game
Selling for "Non-Salespeople"
The New B2B Sales Game
How Sales Coaching is Meant to Work
Managing The Pipeline (All)
Getting Your Sales Pitch to Echo
Opportunity Creation (All)
Reviving Stalled Deals [Part 1]
Opportunity Capture (All)
Think "Warm Up" Versus "Call Planning"
Opportunity Creation (All)
The Sales Pipeline Gamechanger
Managing The Pipeline (All)
What is an "Income-Producing" Opportunity?
Managing The Pipeline (All)

The Different Salesperson Vs The Default Salesperson

When salespeople are surveyed about what motivates them, the number one or two item is "money". When you dig a bit deeper, this translates as salary and benefits. Because that's how an average or default salesperson thinks: maximize salary and top it up with some commission and expenses. Circa 80% of the sales population falls into the default category. (If you are asking why that percentage, see here),

The alternative or different salesperson thinks this way: they put "income" (vs "money") at the top of the list which requires a different approach. And it's an approach that delivers far better outcomes for the employer and the seller.

The income mindset is not about being greedy for money nor being a dodgy commission-breath salesperson. It's more an operating model that includes the following:

1. The different salesperson starts with their pay-slip and the personal income gap they need to fill. They don't entertain notions of uncapped commission: they are too smart to fall for that one. Instead, they estimate a realistic superior income, based on calculated odds. They see the commission and bonus part as their opportunity to earn a superior income: it's not a top-up, it's the reason they do the work.

2. They figure out the work, skills and time needed to fill the income gap. They have a design-thinking way of working that delivers the income.

3. They work for companies that can offer them what is a form of "franchise": essentially their own business: they see their employer as their venture capitalist. (And no, they are not interested in making a silk purse out of a sow's ear.)

One of the challenges a CEO or founder will find with the different salesperson is that they will be the highest earner (as opposed to the highest paid) among the staff and this causes resentment internally: the people who are interviewing this candidate will earn far less, even when they are technically paid more via salary.

The different salesperson does not settle for commission-only nor a poor salary nor a lower salary than the default seller: for them salary is table stakes. What they bring is the growth the company needs and the real work deliverables that fund growth. The different salesperson is also the safest and most useful seller to work with from the buyer's perspective. And their goals are usually shared with close family who are supporting them in their quest.

The different salesperson however knows something else: to deliver the superior income requires working in a disciplined way that is alien to most people. They realize that to fill their income gap requires skills acquisition and forensic execution. The different salesperson does personal bests every week, not every decade.

How can you attract these different salespeople?

  1. Look harder: stop opting for sales personalities who sound like salespeople. Invest more time finding quality sellers, rather than throwing out vague copy-and-paste job descriptions that attract default salespeople.
  2. Offer them a "franchise": provide the benchmarks, enablement and execution means. It's time to get serious about what a serious salesperson does.
  3. Provide them with sales leadership: don't let them work for a manager who doesn't get what real sales and selling is.
The Opportunity for SMBs
Most SMBs are not looking to be global disrupters nor can they be. But there are so many fabulous small-to-mid firms with excellent offerings that are not reaching their potential because they hire default salespeople and treat sales in a default way. If founders and owners changed their own mindset to one of facilitating income generation, more of the different salespeople will emerge. One different seller will outsell 2-4 of the default sellers and with none of the usual pain and excuses.

Michael McGowan

Sales Virtual

m: +353-87-9449521 | +353-1-6100777 | +44-207-1830165 |+1 (929) 214 1072 | michael@salesvirtual.com |

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Thank you! Your submission has been received!
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Defining Leads for Marketing & Sales
Managing The Pipeline (All)
Digital Deal Rooms - Top Uses
The New B2B Sales Game
Your Story is Your Strategy
The New B2B Sales Game
Prospecting with Video
The New B2B Sales Game
Selling for "Non-Salespeople"
The New B2B Sales Game
How Sales Coaching is Meant to Work
Managing The Pipeline (All)
Getting Your Sales Pitch to Echo
Opportunity Creation (All)
Reviving Stalled Deals [Part 1]
Opportunity Capture (All)
Think "Warm Up" Versus "Call Planning"
Opportunity Creation (All)
The Sales Pipeline Gamechanger
Managing The Pipeline (All)
What is an "Income-Producing" Opportunity?
Managing The Pipeline (All)

The Different Salesperson Vs The Default Salesperson

When salespeople are surveyed about what motivates them, the number one or two item is "money". When you dig a bit deeper, this translates as salary and benefits. Because that's how an average or default salesperson thinks: maximize salary and top it up with some commission and expenses. Circa 80% of the sales population falls into the default category. (If you are asking why that percentage, see here),

The alternative or different salesperson thinks this way: they put "income" (vs "money") at the top of the list which requires a different approach. And it's an approach that delivers far better outcomes for the employer and the seller.

The income mindset is not about being greedy for money nor being a dodgy commission-breath salesperson. It's more an operating model that includes the following:

1. The different salesperson starts with their pay-slip and the personal income gap they need to fill. They don't entertain notions of uncapped commission: they are too smart to fall for that one. Instead, they estimate a realistic superior income, based on calculated odds. They see the commission and bonus part as their opportunity to earn a superior income: it's not a top-up, it's the reason they do the work.

2. They figure out the work, skills and time needed to fill the income gap. They have a design-thinking way of working that delivers the income.

3. They work for companies that can offer them what is a form of "franchise": essentially their own business: they see their employer as their venture capitalist. (And no, they are not interested in making a silk purse out of a sow's ear.)

One of the challenges a CEO or founder will find with the different salesperson is that they will be the highest earner (as opposed to the highest paid) among the staff and this causes resentment internally: the people who are interviewing this candidate will earn far less, even when they are technically paid more via salary.

The different salesperson does not settle for commission-only nor a poor salary nor a lower salary than the default seller: for them salary is table stakes. What they bring is the growth the company needs and the real work deliverables that fund growth. The different salesperson is also the safest and most useful seller to work with from the buyer's perspective. And their goals are usually shared with close family who are supporting them in their quest.

The different salesperson however knows something else: to deliver the superior income requires working in a disciplined way that is alien to most people. They realize that to fill their income gap requires skills acquisition and forensic execution. The different salesperson does personal bests every week, not every decade.

How can you attract these different salespeople?

  1. Look harder: stop opting for sales personalities who sound like salespeople. Invest more time finding quality sellers, rather than throwing out vague copy-and-paste job descriptions that attract default salespeople.
  2. Offer them a "franchise": provide the benchmarks, enablement and execution means. It's time to get serious about what a serious salesperson does.
  3. Provide them with sales leadership: don't let them work for a manager who doesn't get what real sales and selling is.
The Opportunity for SMBs
Most SMBs are not looking to be global disrupters nor can they be. But there are so many fabulous small-to-mid firms with excellent offerings that are not reaching their potential because they hire default salespeople and treat sales in a default way. If founders and owners changed their own mindset to one of facilitating income generation, more of the different salespeople will emerge. One different seller will outsell 2-4 of the default sellers and with none of the usual pain and excuses.

Michael McGowan

Sales Virtual

m: +353-87-9449521 | +353-1-6100777 | +44-207-1830165 |+1 (929) 214 1072 | michael@salesvirtual.com |

Defining Leads for Marketing & Sales
Managing The Pipeline (All)
Digital Deal Rooms - Top Uses
The New B2B Sales Game
Your Story is Your Strategy
The New B2B Sales Game
Prospecting with Video
The New B2B Sales Game
Selling for "Non-Salespeople"
The New B2B Sales Game
How Sales Coaching is Meant to Work
Managing The Pipeline (All)
Getting Your Sales Pitch to Echo
Opportunity Creation (All)
Reviving Stalled Deals [Part 1]
Opportunity Capture (All)
Think "Warm Up" Versus "Call Planning"
Opportunity Creation (All)
The Sales Pipeline Gamechanger
Managing The Pipeline (All)
What is an "Income-Producing" Opportunity?
Managing The Pipeline (All)

The Different Salesperson Vs The Default Salesperson

When salespeople are surveyed about what motivates them, the number one or two item is "money". When you dig a bit deeper, this translates as salary and benefits. Because that's how an average or default salesperson thinks: maximize salary and top it up with some commission and expenses. Circa 80% of the sales population falls into the default category. (If you are asking why that percentage, see here),

The alternative or different salesperson thinks this way: they put "income" (vs "money") at the top of the list which requires a different approach. And it's an approach that delivers far better outcomes for the employer and the seller.

The income mindset is not about being greedy for money nor being a dodgy commission-breath salesperson. It's more an operating model that includes the following:

1. The different salesperson starts with their pay-slip and the personal income gap they need to fill. They don't entertain notions of uncapped commission: they are too smart to fall for that one. Instead, they estimate a realistic superior income, based on calculated odds. They see the commission and bonus part as their opportunity to earn a superior income: it's not a top-up, it's the reason they do the work.

2. They figure out the work, skills and time needed to fill the income gap. They have a design-thinking way of working that delivers the income.

3. They work for companies that can offer them what is a form of "franchise": essentially their own business: they see their employer as their venture capitalist. (And no, they are not interested in making a silk purse out of a sow's ear.)

One of the challenges a CEO or founder will find with the different salesperson is that they will be the highest earner (as opposed to the highest paid) among the staff and this causes resentment internally: the people who are interviewing this candidate will earn far less, even when they are technically paid more via salary.

The different salesperson does not settle for commission-only nor a poor salary nor a lower salary than the default seller: for them salary is table stakes. What they bring is the growth the company needs and the real work deliverables that fund growth. The different salesperson is also the safest and most useful seller to work with from the buyer's perspective. And their goals are usually shared with close family who are supporting them in their quest.

The different salesperson however knows something else: to deliver the superior income requires working in a disciplined way that is alien to most people. They realize that to fill their income gap requires skills acquisition and forensic execution. The different salesperson does personal bests every week, not every decade.

How can you attract these different salespeople?

  1. Look harder: stop opting for sales personalities who sound like salespeople. Invest more time finding quality sellers, rather than throwing out vague copy-and-paste job descriptions that attract default salespeople.
  2. Offer them a "franchise": provide the benchmarks, enablement and execution means. It's time to get serious about what a serious salesperson does.
  3. Provide them with sales leadership: don't let them work for a manager who doesn't get what real sales and selling is.
The Opportunity for SMBs
Most SMBs are not looking to be global disrupters nor can they be. But there are so many fabulous small-to-mid firms with excellent offerings that are not reaching their potential because they hire default salespeople and treat sales in a default way. If founders and owners changed their own mindset to one of facilitating income generation, more of the different salespeople will emerge. One different seller will outsell 2-4 of the default sellers and with none of the usual pain and excuses.

Michael McGowan

Sales Virtual

m: +353-87-9449521 | +353-1-6100777 | +44-207-1830165 |+1 (929) 214 1072 | michael@salesvirtual.com |

Want To Be Notified When New Content is Released?

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