The number-one characteristic found to define a successful salesperson is someone who:

Whether you’re a sales manager looking to hire a great salesperson or a good salesperson looking to get better, recognizing the traits top salespeople have in common will help you get better results.

In general, traits are attributes that you have, or that you have a predisposition for. However, most of these traits can be cultivated or improved upon. I’ve found five consistent characteristics of successful salespeople. Let’s look at each one of these essential traits in more detail.

#1 High Emotional Intelligence

The first trait, high Emotional intelligence (known as EQ) is easier to refine if you have it and a little more challenging to cultivate if it is low. Your EQ is your ability to know your behaviors and tendencies and know how they will/are impacting those that you interact with. Furthermore, high EQ means that you can adapt your behaviors for the most successful outcome.

While a great deal of research tells us that EQ is increasingly important in the workplace and for leaders, it is also crucial for an effective salesperson. High EQ enables you to pick up on cues, adapt to people and situations, and has a stronger impact in selling than many other traits.

#2 High Level of Organization

No matter how effective your sales skills are, being organized is the only way to juggle all the balls in the air that you must prioritize as a salesperson. There are prospects that need regular contact if they are ever to convert to clients, potential clients in various stages of their sales process, and existing clients that still need to know they are a priority. Add to that administration, scheduling and meetings with managers, training, and other corporate requirements. Having your days and your accounts well organized is crucial to sales success.

#3 Self-Motivation

This is ‘fire in the belly’ combined with self-discipline. It takes a highly motivated person to get up every morning and start making calls, planning, and organizing their day without anyone looking over their shoulder. And yet the road to sales success requires just that: the discipline to execute a well-organized plan. Many salespeople work from home and the home environment is rife with the opportunity for distractions. The most successful salespeople possess self-motivation that keeps them on track.

#4 Resilience

Resilience is another trait that a great salesperson must-have. The ability to bounce back (and quickly) when things don’t go as you had hoped to ensure consistent sales results. The Harvard Business Review cited resilience as the number one characteristic of a great salesperson. Sales are full of ups and downs. The salesperson that can bounce back will see success more consistently.

#5 Desire to Improve

The final trait is the desire to improve their craft. The best salespeople I know are continually working to get a little better. They possess a certain humility that, while they know they are really good, they are always open to getting a little better, refining what they do or know, and actively seeking ways to get more efficient.

This list identifies traits that can’t be taught but can be cultivated and improved upon. If you’re hiring salespeople, use behavioral-based interviewing to get a feel for these traits. If you’re a salesperson that wants to get a little better, congratulations! You’re showing that you possess trait number 5. Review the rest of the list and see where you might improve.

About Marlaina Capes

Marlaina Capes is a Senior Director of Client Services at the Sales Readiness Group (SRG). She has over 20 years of experience helping organizations improve performance in the areas of sales skills and leadership development. At SRG, Marlaina has worked with industry leading clients including Abbott, AdRoll, Alcon, Catalina Marketing, FactSet, Johnson Financial Group, Maritz, RingCentral, Univision, and Valmont Industries.

19.The number-one characteristic found to define a world-class salesperson is someone who:(A) does not follow up with new customers once an order has been placed.(B) fails to consider the importance of developing and maintaining a customer for the company he orshe works for.(C) personally manages the customer's satisfaction and is accountable for the customer's desiredresults.(D) feels his or her job is done once the order is obtained and the sale is closed.(E) handles complaints in a timely and thoughtful manner by delegating the work to othersalespeople.Answer :(C)20.Natalie is a salesperson for a company that manufactures office supplies. Which of the followingactivities is appropriate for Natalie to engage in if she is interested in converting her customers intohighly committed lifetime customers?(A) Handling complaints when possible(B) Adding value to the selling organization(C) Processing requests for rush deliveries willingly(D) Cutting the price as often as possible(E) Passing customer complaints to higher authoritiesAnswer :(C)21.Ethan is a salesperson for an industrial equipment manufacturer. Once a prospect becomes anew customer, Ethan looks for ways to improve the products and services that his company provides

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for them in order to convert a new customer into a loyal customer. In other words, Ethan looks forways to:(A) sell more.(B) add value.(C) keep up-to-date.(D) stay competitive.(E) gain more buyers.Answer :(B)22.To overpromise and underdeliver to a customer is an example of a(n) _____.(A) enhancer(B) service motivator(C) service quality(D) service strategy(E) detractorAnswer :(E)23.Which of the following is a reason for the importance of assessing customer satisfaction?(A) Doing so helps build trust with the buyers.(B) Doing so provides competitor information.(C) It is not important as long as the company is profitable.(D) Assessing satisfaction is a ploy used to begin the next sales cycle.(E) Doing so increases a salesperson's competitiveness.Answer :(A)24.In maintaining and enhancing customer relationships, salespeople are involved in:(A) gaining commitment and not sales follow-up.(B) installing the product if it is technical in nature.(C) passing on customer complaints to higher authorities.(D) performing routine post-sale follow-up activities.

(E) neglecting changes in the customer's situation.Answer :(D)25.Long-term relationships are formed between a buyer and a salesperson when:(A) various employees from a selling organization interact with the buyer.(B) the salesperson provides free samples to the buyer during sales calls.(C) the salesperson gets other employees to handle customer complaints in a timely manner.(D) the salesperson gains a purchase commitment from the buyer.(E) multiple buyer-seller interactions occur in which the seller wins the trust of the buyer.Answer :(E)

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