Changing Behavior For Sales Performance Part III

By Tom Caso Tuesday, November 8, 2011

Hidden determinants That Effect Sales Productivity

So far we have made a case for the fact that most so called sales training does not work because it is either solely a cognitive exercise to gain knowledge about selling or, worse yet, an emotional pep rally that wears off at the first sign of adversity.  Neither produces real or lasting behavior change that increase sales productivity.

We also have established that our beliefs drive behavior, and those beliefs live in a sub-conscious dimension we call the “I AM”.  In this dimension reside our beliefs about ourselves that have been formed over a lifetime of experience that include our parents, teachers, friends, rivals, coaches, bosses and colleagues.  The sum total of these beliefs make up our self-image and we behave accordingly.  They determine our actions, feelings and behaviors and even our abilities.  For the majority of sales people, unless and until we direct our training efforts toward changing our belief structure and expanding those boundaries that limit us, we will never achieve our full potential as sales professionals.

Here is an example that illustrates the point:

Sales person “A” has all the talent and personal gifts to become a super producer – solid knowledge and skills, outgoing and friendly personality, and lots of experience.  Sales person “B” has modest talent, only fair knowledge and skills, and much less experience but out produces sales person “A” by tenfold.  Why?  What are the hidden determinants that allow sales person “B” to become a champion producer?  We believe a key factor is “Achievement Drive”, which is released or triggered by our beliefs about our own abilities, our view of selling, belief in our product or service, and making a commitment to do the necessary tasks for success.  These beliefs must come into harmony or congruence with our ethics and values or they will sabotage our results.

Let’s look at the Integrity Solutions, Inc. Congruence Model ® from the perspective of its author, Ron Willingham:

Congruence Model

As you look at the model, consider the following points:


1. Conflicts or low levels of sales result wherever gaps occur between the dimensions.


2. The wider the gap, the more salespeople experience internal stress, and the likelihood of failure.


3. Conflicts or stress cause mental and emotional blocks which inhibit sales success.


4. As conflicts are reduced, sales, personal confidence and activities Increase.


5. Bringing dimensions into congruence is a behavioral issue, not an Intellectual learning process.


6. The dimensions only come together when positive actions, attitudes, and values are practiced in your everyday selling activities. As their dimensions come into congruence salespeople want to do result-producing activities. They develop an internal zest, confidence, and a deep feeling that what they’re doing is right and good.  As these key emotional factors come into congruence, people are unconsciously freed-up to sell on higher levels. *

These are the hidden determinants that have such a powerful effect on selling production.  In the next and final installment we will tie all this together in a comprehensive program that works and gets the results you want.

Read Part I and Part II of this blog series.


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