What MBTI insights mean for sales management? Contemporary psychologists show little patience with the Myers-Briggs Type Indicator® (MBTI®). They continue to criticize its weaknesses. These include low “test-retest reliability” because there is a 50/50 chance that a retest will place you in a different personality category.
Another criticism finds the MBTI® scoring personalities into mutually exclusive categories when most people are a mix. And, perhaps because there is no positive correlation between personality types and success in any specific occupation, even The Myers-Briggs Foundation warns against using it to weed out candidates for a job. But, given the indicator’s heavy use, we want to consider just what MBTI insights mean for sales management.
It takes quite a leap to move from the Carl Jung legacy to contemporary sales management. Jung’s thinking wasn’t meant to analyze or predict sales success. Taking those early psychological theories literally and applying them to 21st-century business relationships is a stretch. However, Jung’s theories grew into outcomes that can be very useful.
So, repIGNITE.com would like to continue our examination of the heritage that has led to the correlation between psychology, technology, and sales management. For example, to understand what tools like Insights® Discovery, Benziger Brain Types, Marston’s DISC® Model, and other psychometrics might bring to your sales department, we have to consider what Myers-Briggs insights mean to your sales success.
Current and future success in sales depends on a fuller understanding of the behavior of sales reps and customers. Much has been learned about the carrot and sticks that marketing can exploit to stir up interest in products and services. You might call these the macro strategies.
We have more to learn about human behavioral relationships at the micro level – between sales managers and sales reps and between sales rep and prospect. Before we can connect sales performance with the technology to enhance that performance, we must return to the origin of understanding motivation, to the appreciation of what early insights mean to your sales success.
Insights® Discovery is all about color. It simplifies human behavior in a pie chart with four segments defined by color. It leads to insights on character and relationships by suggesting a direction towards improved self-discovery and paths towards dealing with others. For those in the business of sales, it presents a fascinating tool for recruiting and managing sales professionals as well as creating and sustaining customer relationships.
This introduction and the following sections will examine the intent and performance of Insights® Discovery and show what insight means to your sales success.
Recruiting takes time. It requires goals and strategies. And, it will be never-ending if you do not do it well. The Inside Sales recruiting you do now can staff your team by end of January for performance by end of 2015 Q1 – if you do it well. Here’s the 5-step guide to hire a successful Inside Sales future.
Effort unrewarded wastes the effort. Unrecognized achievement does not repeat itself. But, the sales management focus often surrenders to the “wow” factor of big prizes. Once you determine what “strategy” means, you can look at 10 workable sales recognition strategies.
“Analytics” is the trendy term for the complex statistical analysis of behavior. In marketing, “analytics” refers to the analysis of buying behavior. That represents a shift from the usual study of sales behavior. Sales management has spent too much time on the development and tweaking of sales scripts and techniques that it risks losing its bearings. It may be time to accept that customer centered selling creates a positive consumer experience, and that strengthens relationship and builds loyalty.
Customer centric sales definition
CustomerCentric Selling®, a pioneering study by Michael T. Bosworth, John R. Holland, and Frank Visgatis, set up the vocabulary. It wants sales people to foster intelligent conversations with their buyers to help them visualize how to use your product. Sales Reps need to develop the connection that helps them see how your product will achieve their goals, solve their problems, and satisfy their needs. Sales, then, becomes the act of “facilitating the customer buying process.”
Inside Sales Managers trust their hiring instincts too much. Trusting to a gut feeling about who will match their needs and fill their vacancies is no strategy for long-term success. If you want to upgrade your hiring, you need to recognize and recruit candidates by following these 5 key steps to hire the A-Player for Inside Sales.
Step #1 – Start with Human Resources.
Early in your management tenure, you can meet at length with your Human Resources recruitment people. They really do have something to contribute, but it might take several meetings to get everyone on the same page regarding the valued knowledge, skills, and abilities.
The best worker recognition is information in a form that engages the largest number of employees. It is one strategy that will grow a business. In a world where, according to Gallup research, only 13% of workers are engaged – leaving behind billions in lost productivity, collective gamification solves five inside sales needs.
Individual incentives may motivate individual performance, but spreading the engagement across the workforce should broaden and deepen productivity. Collective gamification does not just multiply the awards; it strategically implements recognition to fully engage players and non-players alike.