lly, the specific salesperson characteristics an organization needs to identify are defined by our organization as the individual’s purpose, character, and competencies. These three characteristics are held in relation to the selling organization’s vision, sales culture, and selling system.

So for a salesperson to be truly effective and become an “over-achiever”, the following must occur:

1) the salesper

Apparently the ideal salesman is the one who exceeds his sales quota...but isn't there more to it than that?

The characteristics of a successful salesperson will vary due to the market being served, the culture of the sales territory and the organization that the salesperson works for. It’s like a recipe for a cake. Each culture or territory might prefer a specific kind of cake and each sales organization will have various ingredients to make the cake. Where the cake is actually baked also makes a difference (such as a higher elevation vs. sea level). So, I would submit that relying on quota as a key measure of a sales person's effectiveness is deceiving. It is similar to relying on the measure of 'kilometers per liter' as the key measure of effectiveness of a factory worker at a tire plant. There so many ot other factors that impact quota achievement outside of sales effectiveness that are outside the control/influence of the sales person With that said, attaining a high degree of success can only be achieved by 1) having the correct quota set in the first place (which is a whole other discussion) to serve as a guide and 2) having the individual salesperson characteristics in alignment with the selling organizations selling system, sales culture, and vision for the future.

Therefore, if an organization is only looking at quota performance as a measure of effectiveness, they are missing the point. The point is to try and understand what the attributes of a great salesperson are. This can only be identified by understanding a salesperson’s behaviour and their subsequent outputs that lead to over-achievement of quota.

More specifically, the specific salesperson characteristics an organization needs to identify are defined by our organization as the individual’s purpose, character, and competencies. These three characteristics are held in relation to the selling organization’s vision, sales culture, and selling system.

So for a salesperson to be truly effective and become an “over-achiever”, the following must occur:

1) the salespers

l have various ingredients to make the cake. Where the cake is actually baked also makes a difference (such as a higher elevation vs. sea level). So, I would submit that relying on quota as a key measure of a sales person's effectiveness is deceiving. It is similar to relying on the measure of 'kilometers per liter' as the key measure of effectiveness of a factory worker at a tire plant. There so many ot other factors that impact quota achievement outside of sales effectiveness that are outside the control/influence of the sales person With that said, attaining a high degree of success can only be achieved by 1) having the correct quota set in the first place (which is a whole other discussion) to serve as a guide and 2) having the individual salesperson characteristics in alignment with the selling organizations selling system, sales culture, and vision for the future.

Therefore, if an organization is only looking at quota performance as a measure of effectiveness, they are missing the point. The point is to try and understand what the attributes of a great salesperson are. This can only be identified by understanding a salesperson’s behaviour and their subsequent outputs that lead to over-achievement of quota.

More specifically, the specific salesperson characteristics an organization needs to identify are defined by our organization as the individual’s purpose, character, and competencies. These three characteristics are held in relation to the selling organization’s vision, sales culture, and selling system.

So for a salesperson to be truly effective and become an “over-achiever”, the following must occur:

1) the salesper

rs that impact quota achievement outside of sales effectiveness that are outside the control/influence of the sales person With that said, attaining a high degree of success can only be achieved by 1) having the correct quota set in the first place (which is a whole other discussion) to serve as a guide and 2) having the individual salesperson characteristics in alignment with the selling organizations selling system, sales culture, and vision for the future.

Therefore, if an organization is only looking at quota performance as a measure of effectiveness, they are missing the point. The point is to try and understand what the attributes of a great salesperson are. This can only be identified by understanding a salesperson’s behaviour and their subsequent outputs that lead to over-achievement of quota.

More specifically, the specific salesperson characteristics an organization needs to identify are defined by our organization as the individual’s purpose, character, and competencies. These three characteristics are held in relation to the selling organization’s vision, sales culture, and selling system.

So for a salesperson to be truly effective and become an “over-achiever”, the following must occur:

1) the salesper

, sales culture, and vision for the future.

Therefore, if an organization is only looking at quota performance as a measure of effectiveness, they are missing the point. The point is to try and understand what the attributes of a great salesperson are. This can only be identified by understanding a salesperson’s behaviour and their subsequent outputs that lead to over-achievement of quota.

More specifically, the specific salesperson characteristics an organization needs to identify are defined by our organization as the individual’s purpose, character, and competencies. These three characteristics are held in relation to the selling organization’s vision, sales culture, and selling system.

So for a salesperson to be truly effective and become an “over-achiever”, the following must occur:

1) the salesper

lly, the specific salesperson characteristics an organization needs to identify are defined by our organization as the individual’s purpose, character, and competencies. These three characteristics are held in relation to the selling organization’s vision, sales culture, and selling system.

So for a salesperson to be truly effective and become an “over-achiever”, the following must occur:

1) the salesperson’s purpose must fit the organization’s vision

2) the salesperson’s character must fit the organization’s sales culture

3) the salesperson’s competencies must fit the organization’s selling system

These elements are therefore the most important attributes that characterise successful salespeople. Each organization needs to identify the ideal profile for 1) purpose, 2) character, and 3) competencies that will succeed with their products or solutions within the specific territory.