Breaking in the New Salesperson

by Brian Jeffrey

Here’s an excerpt from  the eBook . . .

Apart from not taking the time to hire smart, the next most common and disastrous tendency that many sales managers and companies exhibit is to not get the new hire started off on the right foot, or any foot at all. I’ve seen situations where the new salesperson has shown up at his new place of employment, all wide-eyed and bushy-tailed, only to be treated as an unexpected visitor and an interruption. What a great first impression and introduction to a new employer.

This first impression is critical. Keep in mind that the new person has taken a huge leap from a place where he was probably fairly comfortable into a new, and hopefully, wonderful company. If these hopes and expectations are not met to a satisfactory level, the new person may be inclined to go back to his former employer (if possible) or continue to look for the elusive perfect job.

Many of these new hires have had their résumés floating around the marketplace for some time. If they don’t feel sufficiently welcomed at their new place of employment and another better looking opportunity comes up, they’ll jump ship before it even leaves the harbour. The first days and weeks you have with a new employee are critical in determining whether or not you’ll keep the person past the six-month point.

You’ve already invested a lot of time and money to find and hire the best person you can afford so doesn’t it make sense to capitalize on that investment and not squander it? Of course it does. So why do so many companies mishandle the situation?

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