- \n
- 5 Essential Sales Personality Traits<\/a><\/li>\n
- How to Improve Your Sales Skills<\/a><\/li>\n
- Tips for Selling Authentically<\/a><\/li>\n
- Measure Leadership Impact Beyond Sales Numbers<\/a><\/li>\n<\/ul>\n
<\/a> <\/p>\n
5 Essential Sales Personality Traits<\/h2>\n
![\"sales](\"data:image\/gif;base64,R0lGODlhAQABAAAAACH5BAEKAAEALAAAAAABAAEAAAICTAEAOw==\" "\\"\\"")
<\/p>\nWhen I conducted my research and spoke to experts, I noticed something curious: the most successful leaders shared specific traits that had nothing to do with sales techniques. These five characteristics showed up repeatedly in how they handled problems, developed their people, and approached everyday decisions.<\/p>\n
1. Coaching Mindset and Developmental Focus<\/h3>\n
This mindset prioritizes genuine development over basic metrics tracking.<\/p>\n
According to Forrester’s Winter Sales Survey (2022), 62% of sales professionals<\/a> in B2B organizations report that feedback and coaching from their first-line managers is effective and improves performance.<\/p>\n
When coaching is done right \u2014 by focusing on skill development rather than just number monitoring \u2014 it directly impacts sales success. Instead of merely reviewing KPIs, high-performing managers take the time to guide reps through challenging objections, role-play difficult conversations, and offer constructive, real-time feedback.<\/p>\n
If coaching isn’t translating into measurable improvement, it may not be coaching at all \u2014 it may just be oversight.<\/p>\n
In a recent sales podcast<\/a>, sales leadership expert Shane Gibson<\/a> highlighted a common misconception. Many managers believe they\u2018re coaching when they\u2019re actually just monitoring numbers.<\/p>\n
“My goal is to really get out from behind the dashboard,\u201d he said.<\/p>\n
\u201cToo many sales leaders say, \u2018Are you coaching people on your team?\u2019 \u2018Oh, yeah, I am.\u2019 Then, I sit on one of their coaching sessions, and they\u2018re just reviewing metrics. That\u2019s not coaching, that’s compliance,” explains Gibson.<\/p>\n
The distinction matters because reviewing metrics alone doesn\u2019t make reps better. Real coaching pinpoints exact skill gaps \u2014 like weak objection handling \u2014 shows stronger approaches, and reinforces them with hands-on practice.<\/p>\n
Later, in the same podcast discussion about building high-performance sales teams, Gibson elaborated on what good coaching entails:<\/p>\n
\u201cYou need to add generative coaching, skills development, and deal-specific development to the mix if you’re really going to improve and grow the bench strength of your sales team.\u201d<\/p>\n
This requires blocking dedicated time for role-playing difficult calls, reviewing call recordings together, and creating personalized development plans for each team member.<\/p>\n
2. Authentic Leadership and Vulnerability<\/h3>\n
Your team won\u2019t follow who you pretend to be. They follow who you really are.<\/p>\n
Too many sales managers try to project unshakable confidence, thinking it\u2019s the key to leadership. But real leadership isn\u2019t about having all the answers \u2014 it\u2019s about being honest, adaptable, and showing up as your true self.<\/p>\n
Our 2024 Sales Trends Report<\/a> shows that 24% of high-performing sales teams highly rank the importance of building a culture of trust among reps, compared to only 13% of underperforming teams.<\/p>\n
Top-performing teams actively cultivate an environment where authenticity, transparency, and trust are prioritized.<\/p>\n
\u201cAuthentic leadership is the antithesis of imposter syndrome, in my opinion and experience,\u201d says leadership coach Markus Neukom in the Sales Gravy podcast<\/a>. \u201cI help my clients empower themselves, and once they’re empowered, guess what? They can start empowering their people.\u201d<\/p>\n
This self-assurance allows leaders to show vulnerability rather than projecting false perfection. But how do you actually practice<\/em> that?<\/p>\n
Start by leading with transparency. In your next team meeting, openly share a challenge you\u2019re facing and how you’re approaching it. When a deal falls through, instead of deflecting, break down what could have been done differently.<\/p>\n
Neukom reinforces this: \u201cYou have to dare to be vulnerable. That’s what I basically said to that management team. You have to learn that vulnerability is the key.\u201d<\/p>\n
Vulnerability isn\u2019t weakness \u2014 it\u2019s a way to build trust. When leaders admit mistakes and limitations, team members feel safe doing the same.<\/p>\n
3. Emotional Intelligence and Active Listening<\/h3>\n
Most sales leaders think they listen. Few actually do.<\/p>\n
In tough coaching conversations, it\u2018s easy to start creating a response before the other person has even finished speaking. That\u2019s not listening \u2014 that’s waiting for your turn to talk. \u201cObserve, ask questions, learn to listen,\u201d says Neukom. \u201cWhen you get those two people in a room, and you ask questions, and you let them speak, half of the solution is already there.\u201d<\/p>\n
But active listening is more than nodding along. It means paying attention to tone, hesitation, and what isn\u2018t being said. “Really listening is an art of emotional intelligence,” Neukom explains. “It\u2019s literally being open, focused on the other person, and here with all five senses.”<\/p>\n
According to Jacob Wickett<\/a>, Founder of Live Digital<\/a>, a SaaS recruitment agency, \u201cThe strongest closers don’t just talk well; they listen well. They pick up on subtle buying signals and tailor their pitch accordingly.\u201d<\/p>\n
As a sales leader, this isn\u2018t just a skill to practice personally \u2014 it\u2019s a cornerstone capability to develop in your team.<\/p>\n
Try this in your next 1:1: After a rep shares a challenge, pause for three full seconds before responding. If they don’t add anything, ask, \u201cAnd what else?\u201d This forces you to stay present \u2014 and gives them space to share what they were really thinking.<\/p>\n
4. Adaptability and Willingness to Change<\/h3>\n
New hires bring different expectations, industries shift, and buyers approach decisions differently than they did even a few years ago. A leadership style that worked in the past can quickly become outdated.<\/p>\n
Markus Neukom has seen this firsthand.<\/p>\n
\u201cThe question is not if. The question is when you have to adapt your leadership style,\u201d he says. \u201cIn this room of 24 management team members, you already have 1\/3 of Generation Y, and they ask you, ‘Why?’\u201d<\/p>\n
Leaders who struggle with adaptability often see change as a disruption. But those who embrace it recognize it as an advantage. When a team starts questioning the why behind decisions, that\u2018s not resistance \u2014 that\u2019s engagement. Instead of shutting it down, turn it into a conversation.<\/p>\n
This evolution extends beyond team management to the entire sales landscape.<\/p>\n
\u201cThe industry is going through rapid changes, both when it comes to AI, prospect habits, and geopolitical factors that influence the market,\u201d explains Mia Falls<\/a>, Sales Development Representative from proposal platform Qwilr<\/a>.<\/p>\n
\u201cIt’s important to stay up to date and adapt to this month’s needs instead of relying on a yearly plan. In the past, sales has been like the misinterpretation of ‘survival of the fittest’. Those with the thickest skin and biggest bite got ahead. Nowadays, the actual meaning of Darwin’s phrase is true \u2014 those who are the most adaptable win.\u201d<\/p>\n
If you\u2018re leading the same way you did five years ago, it\u2019s time to rethink your approach. Instead of giving instructions, ask your reps how they\u2018d solve a problem. Their response may point out hidden strengths, fresh perspectives, or gaps you didn\u2019t know existed.<\/p>\n
5. Strategic Vision and Effective Communication<\/h3>\n
A sales leader without a clear vision is like a team running plays with no strategy \u2014 disorganized, reactive, and unlikely to win. A strong vision shows up in daily decisions, team goals, and how leaders communicate priorities.<\/p>\n
\u201c90% of achieving any goals is knowing why, and 90% of getting your salespeople to shift their behaviors or implement new disciplines is often about effectively communicating the why,\u201d says Shane Gibson<\/a> in his sales podcast<\/a>.<\/p>\n
Telling your team what to do isn\u2019t enough. If they don\u2019t understand why it matters, they\u2019ll resist, disengage, or go through the motions without real commitment. People don\u2019t buy into change unless they see how it benefits them.<\/p>\n
Gibson emphasizes this: \u201cAre you inspired by it? If you\u2018re going to communicate your organizational sales vision or a major initiative, you\u2019re the first person who has to buy into it, and have you connected it to their individual needs?\u201d<\/p>\n
Before your next team meeting, ask yourself: Would I be excited to hear this? If not, sharpen your message. Show them how the vision fuels their success \u2014 how it impacts their targets, growth, and daily work. If they see the value, they\u2019ll own it.<\/p>\n
<\/a> <\/p>\n
How to Improve Your Sales Skills<\/h2>\n
<\/p>\nIdentifying what makes great sales leaders is just the first step \u2014 you need practical ways to build those capabilities in yourself and your team. The approaches below have helped sales professionals at every level sharpen their skills and deliver better results.<\/p>\n
Each focuses on specific actions you can take this week, not vague suggestions that sound good but rarely translate to real improvement.<\/p>\n
Implement regular self-assessment practices.<\/h3>\n
Day-to-day targets pile up, and it’s easy to assume experience alone drives improvement. Without regular self-reflection, small mistakes turn into bad habits, missed opportunities compound, and performance flatlines.<\/p>\n
Self-assessment practices like structured reflection, peer feedback, and skill tracking help you improve your weaknesses and hone your strengths.<\/p>\n
Our research found that 17% of high-performing sales<\/a> teams highly rank the importance of making performance data available, compared to only 11% of underperforming teams. The ability to measure, track, and analyze performance transparently makes it easier to identify trends, correct weaknesses, and double down on successful strategies.<\/p>\n
\u201cGreat leaders are great students. They’re highly coachable. They have coaches themselves. They seek mentors for growth in many aspects of their lives, and people want to follow people who are moving somewhere,\u201d says Gibson.<\/p>\n
Mia Falls recommends extending this practice across the team:<\/p>\n
\u201cListening to the recordings of successful AE calls every week really helps you understand the product and customers on a deeper level. I’d also recommend finding a tracking system for positive prospect interactions that feels intuitive and works for you. Then, consult it frequently and learn from it. This helps me approach every month with new insights.\u201d<\/p>\n
By making these review sessions a regular part of your team’s schedule, you normalize the critical self-assessment process.<\/p>\n
A structured approach helps here. Gibson suggests using a framework to measure progress:<\/p>\n
\u201cI’ve got a downloadable PDF that’s free. You can rate your sales coaching skills and your sales coaching process as an organization to see where you need to improve.\u201d<\/p>\n
Set a monthly habit: review recent calls, assess deal wins and losses, and get outside feedback.<\/p>\n
Growth starts with awareness. Take 15 minutes this week to reflect: What’s one area where you struggled? What feedback have you been avoiding? Write it down, and set a small, specific goal to improve.<\/p>\n
Build strategic relationship networks.<\/h3>\n
Strategic relationship building goes beyond random networking events. It’s about intentionally creating a web of relationships that generate opportunities, insights, and support when you need it most.<\/p>\n
Think of your network as a living portfolio. Like any good investment strategy, diversification matters. You need connections across different industries, organizational levels, and functional areas. This diversity brings perspective you’d miss in an echo chamber of similar contacts.<\/p>\n
For sales leaders, It\u2019s not just about strong external ones, though. Internal ones matter just as much. It’s often down to how well you encourage collaboration within your organization.<\/p>\n
\u201cI’ve never had as supportive and motivating of a team as I had in Qwilr and it’s completely unleveled my sales game,\u201d shares Falls. \u201cKnowing that you can always ask a quick question, get some additional insight, and share feedback makes such a difference.\u201d<\/p>\n
But here’s where most sales leaders get it wrong: they focus on quantity over depth. Five authentic relationships with decision-makers who trust you enough to take your call will outperform 500 LinkedIn connections who barely remember your name.<\/p>\n
Start by mapping your current network. Identify gaps where strategic relationships could open doors to new markets or opportunities. Then, develop a deliberate plan to nurture existing relationships and cultivate new ones by:<\/p>\n
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- Creating value before asking for anything.<\/li>\n
- Following up consistently with personalized outreach.<\/li>\n
- Connecting people within your network who might benefit each other.<\/li>\n
- Sharing industry insights that address your contacts’ specific challenges.<\/li>\n<\/ul>\n
When you genuinely invest in others\u2018 success, your network becomes not just a sales tool, but a competitive advantage that can\u2019t be replicated.<\/p>\n
Establish gold standards for key activities.<\/h3>\n
Creating gold standards forces you as a sales leader to sharpen your own skills first. You can’t define excellence without mastering it yourself.<\/p>\n
In his podcast<\/a>, Founder at Cerebral Selling, David Priemer<\/a> discovered this developmental benefit:<\/p>\n
\u201cWe told them what to do but never showed them a good version of what that narrative sounded like.\u201d<\/p>\n
When Priemer decided to fix this, he had to critically evaluate his own approach: \u201cI had our VP of enterprise sales record what a good version\u2014the gold standard\u2014of that conversation with a customer sounded like.\u201d<\/p>\n
Identifying, recording, and analyzing perfect examples compels you to refine your sales techniques. You’ll spot gaps in your messaging, discover better transitions, and develop more compelling value propositions.<\/p>\n
As Priemer notes, this self-improvement spans multiple skills: \u201cIf you have expectations of them \u2014 next steps, forecasting, objection handles \u2014 show them what good looks like, so you can hold them accountable.\u201d<\/p>\n
By clearly stating your standards, you’ll identify areas for growth and keep improving your sales skills.<\/p>\n
<\/a> <\/p>\n
Tips for Selling Authentically<\/h2>\n
<\/p>\nAuthentic sales leadership creates environments where teams can sell honestly and ethically without resorting to high-pressure tactics. As a leader, your job is to show your team how to match products with genuine customer needs rather than pushing whatever makes the biggest commission.<\/p>\n
The approaches below help you build a culture where sales conversations focus on solving real problems instead of delivering slick pitches.<\/p>\n
Connect personal values with organizational goals.<\/h3>\n
Don\u2019t assume targets and commissions are enough to drive peak performance. Numbers alone rarely inspire sustainable excellence, and you need to connect company objectives with their team members’ personal values and aspirations.<\/p>\n
Shane Gibson puts it bluntly: \u201cIf I’m communicating my vision in a way that’s top-down, not connecting to their values or explaining the overall why for them or their team, I’m already missing the boat. I’m not going to get buy-in from the team.\u201d<\/p>\n
This alignment process starts with curiosity: What drives each individual on your team?<\/p>\n
For some, it might be financial security to support their family. For others, it could be professional growth, recognition, or making a difference for customers.<\/p>\n
The reward for this effort is extraordinary: team members who see their success as connected to company goals approach their work with fresh energy. They solve problems more creatively, push through challenges, and become ambassadors for your vision.<\/p>\n
Try these approaches to strengthen this connection:<\/p>\n
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- Hold one-on-ones focused solely on understanding personal motivations and career aspirations<\/li>\n
- Reframe company initiatives in terms of how they support team members’ individual goals<\/li>\n
- Create personalized development plans that serve both organizational needs and personal growth<\/li>\n
- Celebrate wins in ways that recognize not just results but alignment with core values<\/li>\n<\/ul>\n
When people see how their personal journey connects to the bigger picture, selling becomes less about transactions and more about shared purpose.<\/p>\n
Embrace transparency and direct feedback.<\/h3>\n
Sales teams need clear talk, not careful phrasing.<\/p>\n
Gibson champions this approach through specific frameworks: \u201cRadical Candor is a great book on how to give direct and effective feedback. It’s important for not just the leader to read it, but their team to agree that we’re going to be candid and empathetic with one another in a way that creates trust and transparency.\u201d<\/p>\n
- How to Improve Your Sales Skills<\/a><\/li>\n
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