What Top Credit Union Salespeople Do Differently
Every credit union has at least one. That team member who consistently out performs everyone else in sales. They are always at the top with their sales numbers, and they do a great job selling most of the product line. We look at them as if they are exceptionally talented or maybe just innately lucky. The leadership wishes they had an entire team like them, and their peers are a bit frustrated with them for setting the bar so high. In both cases, it has been conceded that these top credit union salespeople are unique, and their performance can’t be replicated. Or can it?
Several years ago, I had the opportunity to read the book, “Outliers: The Story of Success” by Malcolm Gladwell.The premise of the book, if you haven’t had the opportunity to read it, is to explain the makings of extremely successful. People who rise far and above the success of others but who seemingly have the same capabilities, intelligence, and even ambitions as their peers. Gladwell described it best in an interview published on Gladwell.com.
“In the case of Outliers, the book grew out of a frustration I found myself having with the way we explain the careers of really successful people. You know how you hear someone say of Bill Gates or some rock star or some other outlier—'they’re really smart’ or ‘they’re really ambitious’? Well, I know lots of people who are really smart and really ambitious, and they aren’t worth 60 billion dollars. It struck me that our understanding of success was really crude—and there was an opportunity to dig down and come up with a better set of explanations.”
For me the book opened my eyes specifically to the roles“advantage” and “opportunity” play in success. After reading the book I realized I’d likely never be an “Outlier,” but this didn’t mean I couldn’t become exceptional at what I do and obtain a level of success that would be fulfilling to me. The conclusion at which I arrived was that extreme success is a combination of opportunity, timing, talent, and focused hard work. I knew that these were all things I could seek to harness in order toreach an exceptional version of myself. I also concluded that high success and becoming a top performer is a reality for me and anyone else willing to do what it takes to achieve it.
Using this model, I’d like to share my observations of sales success and what makes top salespeople in the credit union worldmore successful than their peers. What do they have or do differently thathelps catapult them to the top? And what attributes can you as salespeople, supervisors, and senior leaders incorporate to take your credit union sales to the next level?
When putting this together, I started out with a rather lengthy list. I have managed to narrow it down into 4 simple attributes and behaviors that really anyone can develop and apply. That’s not to imply success is simple. It takes work, dedication and a willingness to learn. But I hope this can give you guidance and insight into the makings of great sales people.
Four things that make top salespeople great in the Credit Union World.
1. Top Salespeople Understand their Products and Services in Order to Sell Better
Top salespeople demonstrate a deep understanding of the products and services they sell, and this knowledge goes far beyond just the features. Top salespeople have a holistic knowledge of the products and services that allows them to see the products differently, giving them two distinct advantages over the average performer.
First, top salespeople know how features create benefits for their member. They use this insight to customize the product for their member and help her see how it will uniquely benefit her.
Second, top salespeople understand the sales process of each product and service differently than the average performer. With this understanding, they begin every interaction with the intention of closing and lead the member through a carefully crafted discussion to gather the right information, receive the right commitments, and ultimately close the sale.
2. Top Salespeople Better Understand Why Members Buy
Every credit union has at least one. That team member who consistently out performs everyone else in sales. They are always at the top with their sales numbers, and they do a great job selling most of the product line. We look at them as if they are exceptionally talented or maybe just innately lucky. The leadership wishes they had an entire team like them, and their peers are a bit frustrated with them for setting the bar so high. In both cases, it has been conceded that these top credit union salespeople are unique, and their performance can’t be replicated. Or can it?