The successful salesman: a personality analysis by G. W. Howells, Graduate Centre for Management Studies, Birmingham★ Organization culture ★ Senior ★ Recognition★ Values and vision management ★ Supportive Colleagues★ The brand-- leadership ★ Developing potential organizational or ★ Line manager ★ Clarity of expectation product ★ commitment ★ Flexibility ★ Communication ★ Work/life balance ★ Involvement in decision making ★ Working environment
How Accurately Can You Describe Yourself?Describe yourself as you generally are now, not as you wish to be in the future. Describe yourself as youhonestly see yourself, in relation to other people you know of the same sex as you are, and roughly yoursame age. So that you can describe yourself in an honest manner, your responses will be kept in absoluteconfidence. Indicate for each statement whether it is 1. Very Inaccurate, 2. Moderately Inaccurate, 3.Neither Accurate Nor Inaccurate, 4. Moderately Accurate, or 5. Very Accurate as a description of you.
1. (1+) 1.Am the life of the party(1+) 2. (2-)2.Feel little concern for others.(2-) 3. (3+)3.Am always prepared.(3+) 4. (4-)4.Get stressed out easily.(4-) 5. (5+)5.Have a rich vocabulary.(5+) 6. (1-)6.Dont talk a lot.(1-) 7. (2+)7.Am interested in people.(2+) 8. (3-)8.Leave my belongings around.(3-) 9. (4+)9.Am relaxed most of the time.(4+)10.Have difficulty understanding abstract ideas.(5-) 10. (5-)11.Feel comfortable around people.(1+) 11. (1+)12.Insult people.(2-) 12. (2-)13.Pay attention to details.(3+) 13. (3+)14.Worry about things.(4-) 14. (4-)15.Have a vivid imagination.(5+) 15. .(5+)16.Keep in the background.(1-) 16. (1-)17.Sympathize with others feelings.(2+) 17. .(2+)18.Make a mess of things.(3-) 18. (3-)19.Seldom feel blue.(4+) 19. (4+)20.Am not interested in abstract ideas.(5-)21.Start conversations.(1+) 20. .(5-)22.Am not interested in other peoples problems.(2-) 21. (1+)23.Get chores done right away.(3+) 22. .(2-)24.Am easily disturbed.(4-) 23. .(3+)25.Have excellent ideas.(5+) 24. (4-)26.Have little to say.(1-) 25. (5+)27.Have a soft heart.(2+) 26. (1-)28.Often forget to put things back in their proper place(3-) 27. 2+) 28. (3-)
29.Get upset easily.(4-) 29. (4-)30.Do not have a good imagination.(5-) 30. (5-)31.Talk to a lot of different people at parties.(1+) 31. (1+)32.Am not really interested in others.(2-) 32. (2-)33.Like order.(3+) 33. (3+)34.Change my mood a lot.(4-) 34. (4-)35.Am quick to understand things.(5+) 35. .(5+)36.Dont like to draw attention to myself.(1-) 36. .(1-)37.Take time out for others.(2+) 37. .(2+)38.Shirk my duties.(3-)39.Have frequent mood swings.(4-) 38. (3-)40.Use difficult words.(5+) 39. (4-)41.Dont mind being the center of attention.(1+) 40. (5+)42.Feel others emotions.(2+) 41. (1+)43.Follow a schedule.(3+) 42. (2+)44.Get irritated easily.(4-) 43. (3+)45.Spend time reflecting on things.(5+) 44. (4-)46.Am quiet around strangers.(1-) 45. (5+)47.Make people feel at ease.(2+) 46. (1-)48.Am exacting in my work.(3+) 47. (2+)49.Often feel blue.(4-)50.Am full of ideas.(5+) 48. .(3+) 49. (4-) 50. (5+)
The revised self-leadership questionnaire Testing a hierarchical factor structurefor self-leadershipJeffery D. HoughtonDepartment of Management, Lipscomb University, Nashville, Tennessee, USA and Christopher P. Neck Department of Management,Virginia Polytechnic Institute and State University, Blacksburg, Virginia, USAReceived July 2001 Revised May 2002 Accepted July 2002Self-leadership (Manz, 1983, 1986, 1992; Manz and Neck, 1999; Manz and Sims, 2001) is a process through which people influence themselves to achievethe self-direction and self-motivation necessary to behave and perform in desirable ways.In recent years, self-leadership concepts have gained considerable popularity as evidenced by the large number of practitioner-oriented books and articleson the subject (e.g. Blanchard, 1995; Cashman, 1995; Manz, 1991; Manz and Neck, 1999; Manz and Sims, 2001; Sims and Manz, 1996; Waitley, 1995) andby coverage in an increasing number of management and leadership textbooks (e.g. Ivancevich and Matteson, 1999; Kreitner and Kinicki, 2001; McShaneandVon Glinow, 2000; Nahavandi, 2000). Given the popularity of self-leadership concepts and the recent emphasis on employee empowerment (e.g. Congerand Kanungo, 1988; Thomas and Velthouse, 1990) and self-managing work teams (e.g. Cohen and Ledford, 1994; Hackman, 1986), self-leadership appearsto have impressive potential for application in today’s dynamic organizations. Indeed, self-leadership has often been presented as a primary mechanism inboth empowerment (e.g. Anderson and Prussia, 1997; Manz, 1992; Prussia et al.,1998; Shipper and Manz, 1992) and the successful implementation of self-managing work teams (e.g. Neck et al., 1996; Manz and Sims, 1986, 1987).
The successful salesman: a personalityanalysis
The reason why some experts advocate this quality is that every time a salesman fails to sell, his self picture diminshes. He must, therefore, have an ego which is strong enough to withstand such failures. He must ever remain enthusiastic on his job. In this sense, enthusiasm is linked up with he ego drive. An enthusiastic salesman makes the buyer enthusiastic to buy. Perhaps it is not possible to change the “types” of ones personality from subjective but person can, for example, increase his knowledge, cultivate his voice and speech, improve his manners and mannerisms, dress in good taste and develop certain attributes. A person may not possess all the qualities that are present in the best salesman but he can strive to compensate for those that are lacking. It cannot be denied that personality can be improved by conscientious efforts. The modern tendency amongst sales managers is that they realise the possibility of developing the sales personality of the salesman by proper management procedure. Sales Managers today believe that firing a salesman is generally an unnecessary expense. This is because the ability to sell as well as the development of selling poise can be developed whereas the undesirable weaknesses of character difficult to remove are discernible before the salesman is employed. Thus a salesman should strive to improve his personality for advancement in the profession. Knowledge of the goods, of the channels of distribution and of the customer are no doubt very necessary to the salesman but the power and driving force which makes the machine move in selling is the salesmans “PERSONALITY”. Empathy is the ability to understand and relate to other persons emotional states and it enables sales people to hear and understand the needs and desires of their clients/buyers. Ego drive represents the salesmans inner need to initiate interaction with buyer/client, accomplishes successfulness in sales and so increase his/her own self-esteem. Empathy The ability to accurately sense the reactions of other people and to recognize the clues and cues they provide allows you to relate effectively to them.The salesperson with poor empathy aims at the target as best he or she can but lacks the guidance mechanism to home in on the bull’s eye. The onewith excellent empathy is not hemmed in by prepared sales tracts but can sense prospects’ reactions and make the creative modifications necessary.Ego driveEgo drive is the inner need to persuade another individual as a means of gaining personal gratification. The ego-driven individual wants and needs thisvictory in an intensely personal way as a powerful enhancement of self-esteem. Ego drive is not ambition, aggression, energy or even the willingness towork hard. The ego-driven individual needs achievement in successful persuasion, not only for the material benefits but for the feeling of satisfaction thatcomes from the victory.
Ego drive is defined as gaining personal gratification by persuading another individual to do what you want him to do. The Greenbergs believe that theego-driven individual is only satisfied when victory (the sale) is achieved. An example of ego-drive is where a salesperson is on the road visitingprospective customers, but he keeps getting rejected. In other words, the ego-driven individual will not be happy until he has made the sale. Ego drive isthe motive force launching the salesperson toward the potential customer (Greenberg and Greenberg, 1983).Ego strength is defined as the resilience to move onto the next sales situation after being rejected. An example of ego strength is where a salespersonpursues the customer until the sale is finished. In other words, "never give up.” Ego strength is having the stamina to follow the prospect through evasionsand objections until the sale is closed (Greenberg and Greenberg, 1983).Empathy is defined as the ability of the salesperson to relate to customers effectively. An example of empathy is where a salesperson making a lot ofmoney is selling insurance to less fortunate individuals. If the salesperson understands that the customer can only afford the bare necessities, he is morelikely to make the sale by not pressuring the customer into buying something the customer cannot afford. In other words, being able to understand thecustomers financial situation. Empathy is the guidance mechanism that allows the salesperson to follow the prospect through evasions and objectionsuntil the prospects real needs are targeted and the sale is closed (Greenberg and Greenberg, 1983).While deficiencies in empathy, ego-drive, and ego-strength can guarantee sales failure, possessing them does not automatically guarantee sales success(Greenberg and Greenberg, 1983). In addition, having the ability to deal with complex ideas and concepts, make quick analyses andjudgments, negotiate systematically and persistently, and manage/organize time are also traits that can improve sales performance.http://edis.ifas.ufl.edu/sn004 45