If we were to translate this law of physics so it corresponded to the uni-
verse of sales, we would say that energy—or productivity—is the desired re-
sult, with two inputs—critical mass and motion. Training, motivating, and
managing people and their processes create activity—or motion. Most com-
panies invest the most time, energy, and resources in trying to create mo-
tion. While these areas are important, we need to pay more attention to
critical mass.If individuals are not working with the right stuff at the emo-
tional level, their efforts to produce more will frustrate both their employ-
ers and themselves—and not increase productivity.
The leading question needs to be, “What sort of critical mass are you
working with in the first place?” Does this individual have the psychologi-
cal and emotional makeup to succeed and be refined in the crucible of
professional sales? The heat of that crucible reveals what sort of critical
mass exists—whether it be dross or a precious metal. You can train, moti-
vate, and manage dross, but at the end of the day you will only have trained,
somewhat motivated, and frustratingly managed dross.
The attributes constituting the psychological critical mass needed for
sales success should be a starting point for producing results, not an after-
thought. A metaphor for the correct critical mass is: Rocks will always have
more impact than sponges, no matter how hard you push. From a sales
management point of view, the harder you have to push, the less likely it is
that you have the right critical mass to begin with.
Larry was intrigued with the idea of looking at an old problem through
a new lens—with E=MC^2 as our formula. We decided to study and define
the critical mass intangibles in the psychological makeup of top-level pro-
ducers that differentiated them from lower performers. After those fea-
tures were clearly articulated, we would compare them with the interview
tools the company was using. We would determine how well those tools
were geared for detecting critical mass attributes.
The question in both of our minds that begged for satisfaction was this,
“What intangibles constitute the gap between great and good salespeople?”
APPEARANCES CAN FOOL
Before we could get a handle on critical mass, we first had to determine
what it was not. We began by culling out the features in a sales professional
that companies look for but do not necessarily guarantee success. In Figure
4.2, I have listed the features that organizations look for in a hire.
If I described an individual who is sharp in appearance, possesses good
social manners, is intelligent and articulate, has an outgoing personality, is
energetic, is a hard worker, and on top of it all, has industry experience, we
Critical Mass for Sales Success 37