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The Case for Prospecting

There are bad salespeople, mediocre salespeople, good salespeople, consistent salespeople, and then there are Superstars. The elusive talent that companies and sales organizations spend billions of dollars to identify, recruit, retain, and emulate—the coveted top 20 percent that produce 80 percent of sales.

Superstars outearn other salespeople—taking home almost all of the available commissions and bonuses. They win the trips, prizes, spiffs, and the recognition that the also-rans so badly crave.

They are not one-hit wonders. Superstars deliver year in and year out and tend to stay on top over the long haul.

Superstars are good at selling. They’ve got the talent and the skills. They’re competitive and have the drive to perform. They understand how to manage the sales process, ask great questions, deliver winning presentations, and close the deal. They have exceptional people savvy, high emotional intelligence, and a winning mindset.

But, here’s the thing: So do lots of salespeople. Lots of salespeople possess the drive and hunger to succeed. Lots of salespeople have the intelligence, talent, skills, and education to be top performers. Lots of salespeople are competitive, understand the sales process, and know how to ask for the business. Yet they consistently underperform the superstars.

That’s what leaves so many salespeople and executives scratching their heads and wondering how the elite top 20 percent produce such massive results year in and year ...

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