Column - The sales career cycle -- staying on top

By John R. Graham

Few can match Jack Welch's two-decade record at General Electric. While others may come close, he was consistently on top of his game.

Even so, it's impossible to be up all the time, performing at maximum efficiency and effectiveness. In order to survive, we all fall into certain patterns that take the tension out of the day's work. At times, these become ruts, keeping us from achieving our potential. But ruts or not, we try to make it from day to day and year to year by keeping life as simple as possible.

The ability to maintain mental equilibrium is necessary, of course.

So, why is it that some salespeople seem to stay on top of their game throughout their careers? And why do others reach a particular level of performance and then just stay there? Why do others, particularly those who are see themselves as "hot shots," up and leave a job just at the moment of their greatest success? Why do some salespeople remain positive and enthusiastic over the years, while others turn cynical and negative?

These are the questions every sales manager asks repeatedly. Unfortunately, the answers are illusive, often remaining conjectures at best. Even so, may be possible to draw a career picture of a salesperson, in effect to diagram what seems to happen over the career cycle to many - but not all - salespeople.

The Sales Career Cycle often takes on the form of a traditional bell curve. While not the same for any two persons, the essential characteristics are there for most salespeople.

It is divided into three basic stages depending on the individual. In effect, the cycle actually describes what happens when salespeople fail to continue growing, when they seem to "have it made" or when someone might see them "at the top of their game."

Stage 1: Growth

This is the time when the salesperson gets into the business, successfully overcomes the common hurdles, develops sales skills and enjoys initial success. The length of Stage 1 is elastic, of course. For one person, it may last three years and for another considerably longer, perhaps eight years or so.

The sales characteristics displayed in Stage 1 are:

Enthusiastic and aggressive

Sees possibilities in selling career

Appreciates the opportunity

Responsive to suggestions and new ideas

Follows up quickly on leads

Spends extra time helping customers

Works long hours

This is the time when there's constant learning and plenty of drive. There is also a developing sense of personal satisfaction at having chosen the right career.

Stage 2: Peaking

Then, at some point over a period of years, many salespeople begin to peak. It's as if they falter just when they are at "to top of their game." Their managers can't figure out what's happening, and comments are made about how "they took on the world" and won.

Just as in Stage 1, there are characteristics that seem to appear because they represent a change in performance:

Some upward movement, but slower

Less aggressive

Some accounts leave but no one's fault

Becomes somewhat complacent

Focuses on "favorite" customers

Paid my dues" feeling may set in

Calls on large clients primarily

What Stage 2 sees to represent is a change in the way a salesperson looks at the world. Stage 1 is looking outward. It's all about the customer. Stage 2, however, is looking inward. It's about me.

Stage 3: Decline

Unless corrections are made in Stage 2, the result is a gradual but persistent, period of decline that continues until the salesperson leaves or retires. The characteristics are easy to identify:

Makes fewer calls

Spends more time in the office

Some accounts shrinking

Accounts leaving due to change of personnel

Few new customers, if any.

Feels a right to "big" customers only

Feels "selling isn't what it used to be"

Can appear quite cynical or disgruntled

Talks more about past achievements

Feels unappreciated by management

Unless something happens early in Stage 2, the peaking period, to re-ignite the passion of Stage 1, it appears that decline is inevitable.

Here are a few guidelines:

As hunters, all salespeople eventually get tired and slow down. Because they are reinvigorated by good, quality leads, companies should take providing a constant flow of quality leads as a top priority.

Provide personalized incentives. What's a carrot to one is turn off to another. Find out what salespeople want. Perhaps, it is a life insurance policy that protects a mortgage. For another, it may be an anniversary vacation. What's important at one point in life is ephemeral at another.

Give the experienced salesperson the opportunity to mentor newer salespeople.

Let effective salespeople serve in an advisory role to sales management. In other words, seek their advice.

Provide recognition. It seems so obvious but it is often forgotten.

The point is simply that while peaking is common, it isn't inevitable. While some salespeople see it coming and take steps to avoid it, others are not so fortunate. They need assistance to stay "on the top of their game." While the upward curve may not always be so steep, it keeps going in the right direction.

John R. Graham is president of Graham Communications, a marketing services and sales consulting firm in Quincy, Mass., (617-328-0069; fax 617-471-1504); j_graham@grahamcomm.com).