Most leaders agree on one thing: referrals are among the highest-quality sources of new business. They convert faster. They cost less. They arrive with trust already in place. And yet, in many organisations, referrals are inconsistent, informal or left entirely to chance. This is not a market problem. It is not a brand problem. And it is rarely a performance problem. It is a behavioural one.
Despite knowing the cost of a bad hire, most companies still hire salespeople without pre-assessment.
At the start of every year, I hear the same sentence: “We need to hire another salesperson”. It is usually said with urgency. Sometimes with frustration. Almost always with good intentions.
Over the past few months, we have explored some of the 16 Sales Call Reluctance® behaviours identified by researchers George W. Dudley and Shannon L. Goodson – from the Hyper-Pro to the Yielder to Oppositional Reflex.
Alex, the CEO of a growing company, slammed his laptop shut, running a hand over his face. The quarterly numbers were in, and the pipeline had not moved. Again.
There are 16 distinct types of Sales Call Reluctance® – subtle behavioural patterns that quietly undermine performance, confidence and revenue.
Picture this: you stayed late again, solved a problem no one else could and delivered results beyond expectations.
At the next meeting? Recognition goes to someone else – someone less skilled, less experienced….but louder.
You feel it: frustration, disappointment, maybe even self-doubt. Here is the truth: talent alone is not enough.
Sarah looks like the dream salesperson: packed calendar, buzzing inbox, always “on the move”. But here is the truth her manager does not see: Sarah has not spoken to a single new prospect all morning.
Busy does not equal productive. In fact, some of your most “active” salespeople could be quietly cutting team productivity in half – without you realising it.
Your next sales hire could be worth hundreds of thousands in revenue. They could also quietly cost you the same – without ever raising a red flag. There is one hiring mistake even seasoned CEOs, Sales Directors and Heads of HR still make — and it is more common (and costly) than most realise.
Lena had always loved sales. She thrived on the challenge, the people, the buzz. But lately, something felt off. She was spending more time making excuses than making contacts.