- Quick on one’s feet.Goes with the flow (not a slave to scripts) in regards
to the whims of the client. - Self-deprecating sense of humor.When in error, beats others to the
punch (not given to oversensitivity and defensiveness). - Humor/Humility connection.Does not take self too seriously; as a result,
enters into less conflict and is more skilled in managing conflicts. - Ready wit, but prudent sense of humor.Diminishes tension and changes
perspectives with sense of humor (understands when and where
humor is appropriate). - Adjusts to difficult personalities.Navigates around and through difficult
individuals by use of wit.
DRIVING SUCCESS FROM THE INSIDE OUT
Human resources expert Angie Koppen is convinced that companies
are being led down a path of disappointment when they focus all their ef-
forts on building competencies(specific skills). The rationale she offers is
that, while it is true that competencies can be taught, if they are taught to
an individual who does not possess the internal attributes that drive success
in that job, you are simply dressing up a pig for the dance. Koppen states,
“Success is driven from the inside out.Any model that does not first appraise
the internal attributes necessary to succeed in that specific career will fall
short.” What Koppen is referring to is critical mass—energy created by put-
ting the proper mass into motion.
Yet, how often have you seen this principle violated in the realm of pro-
fessional sales? I cannot count the number of people I have conversed with
who struggled in sales careers and have to face the reality that possibly they
do not possess the emotional critical mass necessary to succeed in this
realm. I specifically remember Bill, who had gone from being a counselor
to a sales professional, and was struggling with the competitive pressure
and productivity expectations. When I asked Bill why he entered a career
in sales, he told me, “I was burned out counseling troubled people. I
wanted to make more money, and I like being around people.” Some
friend of Bill’s had told him that he was a people person, a good talker, and
that he would do well in sales. Descriptors such as people personand good
talker are classic examples of red herrings that fool sales organizations.
Bill could be trained with sales skills and competencies until the world
ends. However, no training could erase the fact that his nature was averse
to swimming upstream in the competitive rapids of the sales profession. If
Bill had seen the descriptors of critical mass that are necessary for success
in the sales realm beforehe took the job, he quite possibly would have rec-
42 SELLING WITH EMOTIONAL INTELLIGENCE