Imagine this scenario: You've got a good job as an engineer or as a systems, applications, or networking technician. But, it irks you that the folks selling your company's products are making twice what you're earning and seem to be having more fun in the bargain. They get to wine and dine customers while you're stuck behind a monitor 12 hours a day.

Sound familiar? These are common frustrations of techies contemplating moving into sales, observes Jeffrey Gitomer, coauthor with Ron Zemke of Knock Your Socks Off Selling (Amacom, 1999). Along with these gnawing tinges of jealousy, techies don't think they're cut out for selling because they've been raised on the myth that technical people have poor "people skills." In short, they're inept communicators.

So what if you are a poor communicator as well as a curmudgeon and a loner? Does that mean you can't turn yourself around and become a salesperson? Gitomer insists anyone can change. "Salespeople need outgoing personalities so they can interact with people," he says. "But, comfortably communicating with people is a learned skill just like programming is a learned skill."

Gitomer contends that anyone can be a crackerjack salesperson and that technical people stand to be better at selling because they come armed with a valuable skill: technical knowledge. "That's a powerful head start," he says. "The technical person has product knowledge. In sales, product knowledge is half of the selling equation."

The timing couldn't be better to transition into sales. "There isn't a sales manager or CEO on earth who doesn't need a good salesperson," says Gitomer. "There are always openings."

So the job picture looks great. Still, the mere thought of trying to get someone to buy something has you chewing your fingernails. Gitomer shrugs it off and says these fears can be overcome. He compares learning to sell to learning to ride a bike. "Does a kid learn how to ride a bike the first time he tries?" he asks. "Never. He gets on the bike, falls, gets up again, and repeats the process until he learns how to ride. Selling is no different. If you keep at it, your fears melt away and you build self-confidence. And you become good at it as well."

Want to give selling a shot? Here's where to begin: Before you make a commitment, find out what selling is all about. Gitomer advises taking a course in selling. He touts Dale Carnegie Training (the company boasts 2,700 instructors in 70 countries). But, there are many other sales training courses.

Start reading books on sales as well. There is no shortage of information on the subject. Naturally Gitomer touts his own book, but there are at least a hundred titles out there, not to mention the 1,900 books on all aspects of selling that can be purchased on Amazon.com.

To experience the selling process, Gitomer advises making sales calls with salespeople at your company. "This is a great way to see how the sales process works," he says. "But, don't go with the same salesperson each time. Go with different ones so you're exposed to a variety of settings and selling techniques."

While you're doing it, ask salespeople what they think the criteria are for the technical person to ease into sales. Again, get input from a few people.

Gitomer also suggests going to a few existing customers who know you and asking them why they bought. "This is another good way to find out what the selling process is all about," he adds.

But, "no single approach in and of itself is enough to make the quantum leap into sales," Gitomer cautions. "It's the synergy of all these things that offers an accurate picture of the selling experience."

If you're convinced selling is worth a try, "do it because you think you'll like it rather than to make a lot of money," Gitomer cautions. "That's a critical secret of success. Money is the fruit of loving what you do and doing it well."

But, no matter how much research you do, you'll never know whether sales appeals to you unless you try it. If it doesn't work out, the world won't come to a crashing halt either.

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» posted by abennett

ITworld.com

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