hat fails to recognise the importance that politics play in virtually every complex sale, will almost certainly consign themselves to a career at Level 1. No one ever said that we must take part in the political game, but recognising that a game is being played, whether we like or not is essential i.e. what you understand you can manage.

However, I fully appreciate that most organisations will not necessarily need to populate their sales teams with Level 3 performers even if they could find and afford them. There will always be tasks, functions and indeed markets where Level 2 or even Level 1 salesmen and women can comfort

Recent exhaustive surveys suggest that only 5% of professional salespeople reach and remain at the highest level, which we call Level 3. A further 15% attain Level 2 status, but the majority, i.e. a massive 80% remain at Level 1 in terms of potential achievement.

Level One salespeople sell products and depend on having the right technical solution for the customer’s specification.

Level Two salespeople sell solutions, which changes their image from sales rep to business consultant and positions them as a potential strategic resource.

Most salesmen and women manage to advance from Level 1 to Level 2 fairly easily but unfortunately; many find breaking through that final glass ceiling extremely difficult i.e. moving from competitive sales professionals to collaborative sales consultants.

Level Three salespeople are able to first identify and then capitalise upon the political component within the buying process. They develop and sustain strong commercial relationships at all levels within their accounts and these relationships endure because they are based on mutual respect and trust. Their clients feel secure, so secure, that they would be fearful of changing supplier.

Level Three salespeople rarely, if ever, lose an order that they really want because they are always in control of the sales cycle. They have identified that in marketplaces where product uniqueness and technical expertise are no longer enough, it is they themselves, that make the difference i.e. their superior skills.

Three additional areas, which set Level Three players apart from the rest, are:

Commercial Acumen: Collaborative sales professionals have high levels of strategic awareness and they can communicate comfortably with board level players, i.e. the economic buyers using common language and terminology. Level 1 and 2 performers, unable to demonstrate credibility when discussing financial, commercial and political issues, are usually left behind and require assistance from a manager or director.

Competitive Courage: In order to achieve consistent levels of success in today’s environment, it is necessary to be able to pro-actively target competitors and their client base. Any individual, who lacks the guts for a fight and is not comfortable with competitive selling, will severely restrict their potential.

Being Focused On Political Activity: You can of course question the legitimacy of politics, but you cannot deny their existence. The sales professional that fails to recognise the importance that politics play in virtually every complex sale, will almost certainly consign themselves to a career at Level 1. No one ever said that we must take part in the political game, but recognising that a game is being played, whether we like or not is essential i.e. what you understand you can manage.

However, I fully appreciate that most organisations will not necessarily need to populate their sales teams with Level 3 performers even if they could find and afford them. There will always be tasks, functions and indeed markets where Level 2 or even Level 1 salesmen and women can comforta

ly but unfortunately; many find breaking through that final glass ceiling extremely difficult i.e. moving from competitive sales professionals to collaborative sales consultants.

Level Three salespeople are able to first identify and then capitalise upon the political component within the buying process. They develop and sustain strong commercial relationships at all levels within their accounts and these relationships endure because they are based on mutual respect and trust. Their clients feel secure, so secure, that they would be fearful of changing supplier.

Level Three salespeople rarely, if ever, lose an order that they really want because they are always in control of the sales cycle. They have identified that in marketplaces where product uniqueness and technical expertise are no longer enough, it is they themselves, that make the difference i.e. their superior skills.

Three additional areas, which set Level Three players apart from the rest, are:

Commercial Acumen: Collaborative sales professionals have high levels of strategic awareness and they can communicate comfortably with board level players, i.e. the economic buyers using common language and terminology. Level 1 and 2 performers, unable to demonstrate credibility when discussing financial, commercial and political issues, are usually left behind and require assistance from a manager or director.

Competitive Courage: In order to achieve consistent levels of success in today’s environment, it is necessary to be able to pro-actively target competitors and their client base. Any individual, who lacks the guts for a fight and is not comfortable with competitive selling, will severely restrict their potential.

Being Focused On Political Activity: You can of course question the legitimacy of politics, but you cannot deny their existence. The sales professional that fails to recognise the importance that politics play in virtually every complex sale, will almost certainly consign themselves to a career at Level 1. No one ever said that we must take part in the political game, but recognising that a game is being played, whether we like or not is essential i.e. what you understand you can manage.

However, I fully appreciate that most organisations will not necessarily need to populate their sales teams with Level 3 performers even if they could find and afford them. There will always be tasks, functions and indeed markets where Level 2 or even Level 1 salesmen and women can comfort

hat they really want because they are always in control of the sales cycle. They have identified that in marketplaces where product uniqueness and technical expertise are no longer enough, it is they themselves, that make the difference i.e. their superior skills.

Three additional areas, which set Level Three players apart from the rest, are:

Commercial Acumen: Collaborative sales professionals have high levels of strategic awareness and they can communicate comfortably with board level players, i.e. the economic buyers using common language and terminology. Level 1 and 2 performers, unable to demonstrate credibility when discussing financial, commercial and political issues, are usually left behind and require assistance from a manager or director.

Competitive Courage: In order to achieve consistent levels of success in today’s environment, it is necessary to be able to pro-actively target competitors and their client base. Any individual, who lacks the guts for a fight and is not comfortable with competitive selling, will severely restrict their potential.

Being Focused On Political Activity: You can of course question the legitimacy of politics, but you cannot deny their existence. The sales professional that fails to recognise the importance that politics play in virtually every complex sale, will almost certainly consign themselves to a career at Level 1. No one ever said that we must take part in the political game, but recognising that a game is being played, whether we like or not is essential i.e. what you understand you can manage.

However, I fully appreciate that most organisations will not necessarily need to populate their sales teams with Level 3 performers even if they could find and afford them. There will always be tasks, functions and indeed markets where Level 2 or even Level 1 salesmen and women can comfort

ibility when discussing financial, commercial and political issues, are usually left behind and require assistance from a manager or director.

Competitive Courage: In order to achieve consistent levels of success in today’s environment, it is necessary to be able to pro-actively target competitors and their client base. Any individual, who lacks the guts for a fight and is not comfortable with competitive selling, will severely restrict their potential.

Being Focused On Political Activity: You can of course question the legitimacy of politics, but you cannot deny their existence. The sales professional that fails to recognise the importance that politics play in virtually every complex sale, will almost certainly consign themselves to a career at Level 1. No one ever said that we must take part in the political game, but recognising that a game is being played, whether we like or not is essential i.e. what you understand you can manage.

However, I fully appreciate that most organisations will not necessarily need to populate their sales teams with Level 3 performers even if they could find and afford them. There will always be tasks, functions and indeed markets where Level 2 or even Level 1 salesmen and women can comfort

hat fails to recognise the importance that politics play in virtually every complex sale, will almost certainly consign themselves to a career at Level 1. No one ever said that we must take part in the political game, but recognising that a game is being played, whether we like or not is essential i.e. what you understand you can manage.

However, I fully appreciate that most organisations will not necessarily need to populate their sales teams with Level 3 performers even if they could find and afford them. There will always be tasks, functions and indeed markets where Level 2 or even Level 1 salesmen and women can comfortably exceed expectations. What is important is that we ensure we have the right Level where we need it most i.e. round pegs in round holes. If an organisation is attempting to compete in a market sector where Level 3 skills are required and yet their team is predominately at Level 2 in terms of expertise, experience and development, they are unlikely to consistently win the business they need, in order to fulfil their financial ambitions.

What I can say for certain, is that successful selling has become an exclusive club of highly skilled professionals where, for example, product knowledge, time management skills, objection handling and closing skills are the cost of membership, not leadership.

“How To Become A Top 5% Player” follows.

Copyright © 2006 Jonathan Farrington. All rights reserved