I’ve always felt that among the traits of a good salesperson are work ethic, time management, organizational skills, caring about both the customer and the company, product knowledge, understanding profitability, self-confidence, and thick skin. Obviously, few, if any, start off their sales careers with all these traits. Many start off with a good work ethic, but they usually acquire the rest of the traits over time (if at all).
As the SVP of sales for a large regional dealer, part of my responsibility was to look for potential geographical areas for growth. Years ago, like many dealers, we started to deliver further than we did traditionally. Our operations stepped up nicely, and they figured out how to properly service our local business, along with stretching our delivery area. Our operations’ ability to “get it done” opened up new opportunities for the sales department.
We identified new areas that we wanted to target. We, like most dealers, much preferred to promote from within due to the fact that the company’s learning curve would be nonexistent. Frank, a 10-year employee, told me he wanted to be considered to be the first outside salesperson in one of the new territories. Besides Frank having a total of 15 years’ experience in the industry, he also lived close to the new territory, so it made some sense.
Frank started his career at a lumberyard near where he lives and had been with us for about 10 years, working in various roles. I did not doubt his work ethic or his skillset. In fact, he checked off all the traits I look for in an OSR, except two: self-confidence and thick skin. I decided to give him a shot, as I figured his positives outweighed his negatives. I also felt that if I worked with him to help him get some customers, his self-confidence would rise. I also thought that after a while of being on the road, he would “toughen up” and not take everything so personally.
Like most new salespeople, Frank gravitated toward small builders and remodelers. I was okay with this, as long as he could maximize deliveries, get strong margins, and have good collections. As I expected, Frank was able to do all three. I spent as much time on the road with him as I could, and we were able to land a few home builders. Things seemed to be going pretty well because Frank serviced the heck out of his customers, and they respected him. However, he wasn’t hitting it out of the park numbers-wise. When I discussed this with him, he responded by saying, “You always said that while homeruns are nice, singles and doubles score runs too!” I was shocked that one of my salespeople actually listened to me. It happened so infrequently! I explained to Frank that, yes, singles and doubles do indeed score runs, but one must put them together to score runs. Meaning more often.
It was clear Frank handled his accounts very well. But trying to get new accounts was not only extremely low on his list of strengths but also something he actually dreaded. This was never more clear to me than about 12 months into his new position.
One day, I was driving through his territory, and from the highway, I could see a large parcel of land being cleared. I told Frank about it and asked him to go by to see what he could find out. Reluctantly, the next day he said he spoke to one of the guys clearing the land. Unfortunately, the site guy had no idea who the developer/builder was. This is certainly not unusual. Several weeks later, I saw multiple foundations going in. Again, I notified Frank. Once again, the foundation company had no idea who the developer/builder was (at least that’s what they told Frank).
I could have found out who the builder was, but I wanted Frank to learn. I asked Frank how he thought he could find out who was building this project. His response frustrated me. He basically said, “I don’t know.” I told him to ask his existing customers or, better yet, go to the town hall’s building department and find out who pulled the permit. He said, “Great ideas!” Good thing I was on the phone because I know I rolled my eyes! He got the permit information, but it was under a holding company, and none of the principals rang a bell to me or him.
It wasn’t long after that that I saw lumber delivered. My experience tells me that once lumber is delivered, it is almost impossible to get that builder to switch suppliers. However, this was a large project with 30+ duplexes. My first thought was to go with Frank to visit the jobsite. But then I figured this would be another good learning experience for Frank to go by himself. I informed Frank that the builder or his super would be on site during framing, so he should go there, introduce himself and our company, and get as much information as possible. Then we would set up an appointment with them for me and Frank to go over how we could help them build the project faster, more efficiently, and more profitably.
Once again, he was very reluctant. He said that they already have a lumber supplier, so why would they switch? I explained that we sold, and were very good at, many other product categories. I told Frank perhaps we could get their roofing, siding, installed insulation, drywall, or interior doors and trim. Or, at the very least, if they opened an account with us, we could be their “insurance policy” just in case their main supplier had issues servicing them.
Although I could sense Frank was unsure about me sending him into battle without reinforcements, like a good soldier, he said he would go there the next day.
The next day, Frank called me. I was eagerly expecting this call, as I was hoping this would be an enlightening moment. And it was … for me! Frank was all upset and yelling at me for “forcing” him to cold call. I asked what happened, and Frank told me the guy on site immediately started yelling at him and telling him to “*&%$ get off his property!” I could tell Frank was practically in tears.
I told Frank to please calm down, but he didn’t take my advice and was still yelling. I raised my voice and interrupted his rant. I said to Frank, “Let me ask something. Did the guy say you were ugly?” Frank said, “No.” I then asked, “Did he say you smell?” Frank replied, “No.” I asked, “Did he say you were stupid?” Frank said, “No … and what’s your point?!?” I said, “My point is that what he said wasn’t personal. So, STOP taking it personally!”
He finally calmed down. I explained to him that he could’ve been the fifth interruption to the man’s work that day; who knows? Or perhaps the guy really is a jerk; who knows?
A week or two later, Frank informed me that outside sales wasn’t for him. I couldn’t disagree. We found him a new position within the company that worked perfectly for his pros and cons. Both Frank and the company lived happily ever after.
(Footnote: I sent one of our specialty salespeople to go after the customer, and eventually we got all the interior doors, trim, and hardware on all the duplexes!)
Mike McDole has 40+ years’ experience on the firing line for pro dealers in the LBM industry and is the principal of Firing-Line LBM Advisors. He’s also partnered with Greg Brooks of Executive Council on Construction Supply and his Learning Management System. Mike can be reached at 774-372-1367 or Mike@FiringLineLBM.com.
