Overview

The sales function is the "engine" of revenue production for every business organization. It represents the boundary between the organization itself and the outside world of potential consumers of the organization's products or services. Success in sales is predicated on the salesperson's ability to establish and maintain strong relationships with buyers. This requires not only an ability to be personable and

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outgoing, but more importantly, an ability to understand the needs of a customer thoroughly and build a strong link between those needs and the products or services offered by the organization that the salesperson represents. In the case of many products or services this may entail customizing some aspect of the product or service to fit a particular customer's needs. It could also mean helping potential clients analyze some aspect of their businesses in order to understand how the sales person's product or service could lead to increased productivity or revenues.

Interests

In this section we will discuss interest patterns that are associated with careers in Sales and Sales Management. In doing so we will use the Business Core Function model that is employed by the Business Career Interest Inventory (BCII). We will assume that you have taken the BCII and read its Interpretive Guide, both of which are included in the CareerLeader™ assessment process.

Sales is fundamentally a relationship-centered profession. Individuals who enjoy and are challenged by sales enjoy meeting and influencing people. They enjoy not only the social aspects of relationships, but the process of accomplishing a mutual goal with others. Effective sales professionals try to negotiate deals where both seller and buyer benefit from a transaction. Sales professionals also enjoy the autonomy and authority of "owning the deal" and sales represents a career area where a high degree of autonomy is available in early career stages. In most organizations, if you are "making your numbers," few questions are asked about how you are spending your time or about your style of doing business. Many sales professionals and manufacturer's representatives see their job as their own "business within a business," an experience that is not available to those on other career tracks until later career stages.

In our experience and research (you might want to look at the BCII Career Interest Pattern for sales managers), we have found that sales professionals who enjoy their work typically have their higher business core function scores in the Influence Through Language and Ideas, Enterprise Control, and Managing People and Relationships core functions. The Influence Through Language and Ideas core function contains the theme of influencing and persuading others and "making change" through skillful communication. The Enterprise Control core function contains the theme of "owning a process," in this case, the sales deal itself. The Managing People and Relationships core function contains the theme of working directly with people, which is at the heart of the sales process. Managing People and Relationships contains themes both of day-to-day working with people and the activity of leading and directing other people. A slightly high Managing People and Relationships score may be driven by the day-to-day people theme primarily, but if your Managing People and Relationships score is in the high range, this is an indication that a career that progresses to sales management (where you are primarily managing other sales people rather than focusing on direct sales) has the potential for a good match with your interests. Counseling and Mentoring may also be high, depending on the style of the individual sales person.

In our research we have found scores on Creative Production and Theory Development and Conceptual Thinking that were significantly below the average of all other core function scores for our sales professional sample. These scores are not hard to understand in general terms, but caution should be exercised in applying these generalizations to specific sales circumstances. Salespersons often become specialists with certain product lines and/or certain types of customers. The creativity of the sales process, for them, may be found largely in the challenge of the relationship itself and anticipating these customer needs, and negotiating an agreement that meets both the buyer's and sellers needs. Such a situation may often not provide the "blank page" or new product challenge that is sought by individuals who have high Creative Production scores. In this regard, if you have a notably high Creative Production score but are considering a sales or sales management position, you should think this through carefully. How will you have your needs for creativity met in the sales position? Is the sales cycle likely to become repetitive with a focus on a group of repeat customers? Is there a stream of new products or services that could give the sales role a sense of change and novelty? An exception might be a product or service that itself is inherently creative, such as educational materials, unique software applications, etc. These types of businesses aside, sales is usually not a long-term solution for individuals with high and dominant Creative Production scores.

In a similar vein, individuals with high range Theory Development and Conceptual Thinking scores may find in sales a lack of opportunity for the broad range conceptual activities that are represented by this business core function. Sales certainly requires strategy, and the ability to analyze the business situation of a client, but the strategy and analysis tends to be "near term" and immediate rather than engaging the more abstract types of analysis and theorizing that are exciting for the individual with strong interests in Theory Development and Conceptual Thinking.


Reward Values

In this section we will discuss the work rewards commonly available in Sales and Sales Management careers. In doing so we will use the work reward value dimensions that are employed by the Management and Professional Reward Profile (MPRP) and we will assume that you have taken the Management and Professional Reward Profile and read its Interpretive Guide, both of which are included in the CareerLeader™ assessment process.

In considering reward values from the MPRP, it is important to keep in mind that reward values are often specific to a given organizational culture and do not necessarily generalize across the same function in different settings. In this regard, the statements that follow about reward values in Sales careers are stereotypical and should be considered as such. One should always consider the opportunity to realize any specific work reward value in the context of a specific role within a particular organization. That being said, there are some generalizations that can be made as a general orientation to reward values in a Sales career.

Sales is often seen as an area that has high potential for the Financial Gain reward value, even in early career stages (depending, of course, on your definition of "exceptional financial reward"). The potential for above average compensation early on is what draws many to the sales function initially. Another significant financial gain feature of sales is that it is seen as a "meritocratic" environment: most sales positions are based either entirely or in part on commission, linking compensation to individual effort and ability. The potential for high financial gain must, of course, be qualified. Your success as a sales person is bounded by the quality and competitive position of your organization's product or service. It is also limited by your position within the organization's sales structure. Some sales territories and customer bases are more lucrative than others, and more senior and successful members of the sales force typically have access to these preferred assignments. Sales can be cyclical, with substantially different income streams during different times of the year. A change in the market position of a product or service can cause revenues to drop. Sales income will always depend on the quality and competitive position of your organization, regardless of your individual sales ability.

Autonomy is another reward opportunity that attracts many to the sales function. In sales, "making your numbers" is typically the most prominent feature of performance evaluation. There is often considerable latitude in regard to how you spend your time and your personal style in approaching your work. This is particularly true once you have established your reputation within your organization. Many sales professionals view their jobs as their own "businesses" that they run within an organization, and they are often supported in this perspective as long as they are successful. This model is even more fully realized as a manufacturer's representative, a situation where a sales professional contracts to be an independent representative for the products or services of a organization in a specified sales territory.

Although many sales professionals see sales as having high potential to realize Lifestyle reward values, this must be qualified. Sales positions often do not have highly rigid specified hours of work. You are going to be judged by sales delivered and not by "face time." Sales professionals can, however, work very long hours in pursuit of exceptional financial reward and, for seasonally sensitive products and services, there may be periods of the year when sales hours are exceptionally long. "Prospecting" and establishing a loyal customer base is time consuming, thus the entry phase of a sales career demands more time on the job. Sales professionals with a successful track record and an established customer base are often able to reduce significantly the total hours necessary to generate a specified amount of income. At that phase of a sales career, the potential for high lifestyle reward realization is greatly increased.

The Managing People reward dimension is available for Sales Managers, but is not a significant part of the individual contributor sales role. Power and Influence is a reward value typically associated with position within an organizational hierarchy and thus is more available to the Sales Manger who can rise to positions of Vice President of Sales, Vice President of Sales and Marketing or even CEO. If the power and influence potential of a sales management career is important to you, and if your aspirations are for the very highest level of corporate leadership, you would do well to evaluate the overall position of the sales function within the organization. Some organizations are "sales driven" and the most senior corporate officers typically come from sales backgrounds. Other organizations may be driven by the finance, marketing or production functions and have a history of relatively few sales executives making it to the top ranks of the organization.

Individuals with high Variety reward values may have difficulty in many sales positions where products, services, customers and the sales cycle itself remain fairly constant. The Intellectual Challenge of sales is often found in analyzing and breaking into new markets and out-maneuvering the competition. If your definition of "intellectual challenge" is more academic and theoretical in nature, sales may not be the place for you. Sales professionals often have Affiliation rewards realized through their contacts with customers or in organizations with a tight-knit sales group. Sales in many environments, however, can be very much an individual contributor job, with much of your time being spent on the phone, on the road, or even working out of your own home. If you need to see the same group every day at the office, and be around them for most of the day, many sales roles will not be for you.

Prestige reward values can be met by working for an industry-leading organization or by selling a product or service of exceptional quality or value. If you have a high Security reward value score, you will have to ask yourself what you mean by "security." If you mean a steady, predictable income that is constant month-to-month, sales roles will pose a problem. If you are confident in your ability and know that you can achieve above average income even if you receive it on an irregular basis, then your security needs do not preclude sales. You need, however, to be able to tolerate the highs and lows of a commission-based income. Recognition is a reward value specific to organizational culture. In sales, however, recognition is typically tied to one dimension of performance: making or exceeding your established sales targets. Altruism is a reward value that can be recognized by selling a product of high social value, by helping with your customers succeed or by making contributions to your community outside of your working hours. Positioning is a reward value that is specific to movement in an industry hierarchy. "Positioning" in sales often translates into maneuvering for the best sales territories within the most competitive organizations.

In summary, most sales careers supply the rewards of Autonomy, Financial Gain and Lifestyle in abundance, regardless of the nature of the product or service being sold. Many sales professionals are unwilling to give up these rewards for the rewards of Managing People and Power and Influence, which typically come with the move into sales management. But if you value all of these rewards, the progression from selling to managing the sellers may be attractive to you.


Abilities

In this section we will discuss the abilities that are important for success in a Sales and Sales Management career. In doing so we will use Business Ability Group model that is employed by the Management and Professional Ability Profile (MPAP) and we will assume that you have taken the Management and Professional Ability Profile and read its Interpretive Guide, both of which are included in the CareerLeader™ assessment process.

As mentioned above, sales is a relationship business and a majority of the skills essential for success in sales are found in the Interpersonal Effectiveness Business Ability Group. Let us take a look at the ability areas most important to sales success and then analyze them in terms of the MPAP model.

In considering the list below, it is important to keep in mind that the priority of skills most important for success will vary depending on the context of the sales situation. Some sales will call for skills that are not even represented on this list. In other situations, some of the items below may not be essential. This list is conceived as a template for the sales function generally. If you are considering a sales position you may need to customize the list, in terms of priority and content, to the particular position that you are considering.


Taking Initiative

• Ambitious, forceful, competitive, comfortable with using power and taking risks.
  
• Action-oriented: I am someone who makes decisions and then makes sure they are implemented.

• Feel and project self-confidence: I can be persuasive even in uncertain and difficult situations.
  
• Socially venturesome and self-assured -- I form and maintain relationships easily.

Summary

People who pursue careers in sales often have strong interests (and a great deal of opportunity to express their interests) in the business core functions Influence Through Language and Ideas and Enterprise Control (as assessed by the Business Career Interest Inventory). The Management and Professional Reward Profile rewards they most highly value are Financial Gain, Autonomy and Lifestyle -- and the sales career delivers these rewards in abundance. And the abilities most important for sale professionals are, not surprisingly, those in the Management and Professional Abilities Profile business ability groups Interpersonal Effectiveness and Taking Initiative, specifically Communication, Confidence, Sociability, Power-orientation and Action-orientation.