Hunter vs Farmer: Which Sales Style Fits Your Team?

 

By Tom Abbott

Not all sales professionals excel in every sales scenario. Some are cut out to be hunters while others are better suited to be farmers. It often depends on their sales personality. The Hunter vs Farmer methodology is an approach that predicts success in either role based on personality and traits of each sales professional. 

The Hunter-Farmer model can help both sales leaders and salespeople use their team’s strengths to place them in a role they’re more likely to succeed in.

This guide will help you understand the differences between Hunters and Farmers in sales. It will also help you to figure out what type of salesperson you are or that you have on your team. It will also help you when hiring, to know which traits to look for based on the role you’re looking to fill.

What is the Hunter and Farmer sales model?

The Hunters and Farmers Model describes the differences between the two roles and the personal traits best suited for each. This helps sales leaders find team members best suited for each role. Hunters are people who find and develop new leads while Farmers nurture existing customers and focus on long-term business.

This model recognizes that different stages of the sales process require distinct skill sets. By separating these roles, companies can maximize efficiency and play to individual strengths.

Key aspects of the Hunter and Farmer model include:

1. Role capabilities: Sales teams are divided based on natural inclinations and skills, allowing each person to focus on what they do best.
2. Balanced approach: The model aims to achieve a mix of new business acquisition and existing account growth.
3. Tailored performance metrics: Hunters and Farmers are evaluated on different key performance indicators (KPIs) that align with their specific roles.
4. Complementary teamwork: While working separately, Hunters and Farmers need to collaborate often to ensure smooth handoffs and consistent client experiences.

Implementing the Hunter and Farmer model effectively requires:

• Careful assessment of individual strengths and preferences
• Clear definition of roles and responsibilities
• Effective communication and collaboration systems
• Regular evaluation and adjustment of the model as needed
• Appropriate training and support for each role

By leveraging the Hunter and Farmer approach, sales teams can create a more targeted and effective sales strategy that harnesses the diverse strengths within their team.

The Hunter Sales Model

Hunters particularly flourish in Account Executive, Field Sales, and Business Development roles. So it’s no surprise they relish the challenge and have thick skin to handle all the rejections they will likely face.

Persistently hungry, eager, unafraid of rejection, and doesn’t need convincing to sell more. The role of the hunter versus farmer is one of the most demanding positions in sales.

Hunter Sales Personality

1. Persistent: Has your candidate called you to ensure you received their resume? Do they call to follow up after the interview? You would expect a Sales Hunter to express these critical traits during the interview process! Skip the ones who don’t call you back or have the courage to ask tough questions in the interview – chances are they’ll treat your prospective customers the same way.

2. Commission hungry: Hunters are motivated by commission. So, always ask your candidates how much money they want to make. If they answer that they want a really high base, show them the door! They won’t care about the base if they strive to be a million-dollar salesperson because they’re focused on the commission. Give them unlimited earning potential!

3. Talkers: Your Hunter candidate should be an expert in building rapport, as they must build rapport within seconds relative to the time they’ll have on calls and appointments. They need to exude confidence and exhibit positive body language because you need someone confident and outgoing to hunt for business.

Capabilities of the Sales Hunter Role

Hunters specialize in acquiring new business, which requires a unique set of skills and responsibilities:

Sales Skills	Capabilities
Prospecting	Hunters excel at identifying potential clients through various methods like cold calling, networking events, and social media outreach.
Qualifying Leads	They quickly assess which prospects are most likely to convert, focusing their energy on high-potential opportunities.
Pitching	Hunters craft compelling value propositions tailored to each prospect’s needs, often thinking on their feet to address objections.
Closing Deals	Their persistence and persuasion skills come into play when finalizing agreements and overcoming last-minute hesitations.
Territory Management	Many Hunters manage specific geographic or industry-based territories, requiring strategic planning to maximize coverage.
Pipeline Management	Keeping a robust pipeline of opportunities at various stages is crucial for consistent performance.
Competitive Analysis	Hunters stay informed about competitor offerings to position their products or services effectively.

How Can Hunters Be Successful in Their Role?

Understanding the unique attributes of Hunter sales reps is crucial for maximizing their potential within your sales team. 

These goal-driven professionals bring a specific set of skills to the table, but they also face distinct challenges. Here are some key elements that define their performance:

Strengths

1. Resilience in the face of rejection
2. High energy and self-motivation
3. Ability to quickly build rapport with new contacts
4. Strong closing skills
5. Thrives in high-pressure situations like handling objections

Weaknesses

1. May struggle with long-term relationship-building
2. Can become impatient with slower-moving deals
3. Might overlook details in pursuit of quick wins
4. May have difficulty adapting to account management roles
5. Can experience burnout due to constant pressure

Supporting Hunters in Their Growth

While the Hunter-Farmer model works well for larger organizations, smaller companies often can’t afford to have sales reps specialize in just one approach. In these cases, sales leaders need to develop more versatile professionals who can both hunt and farm. Here are some strategies to help Hunter-type reps become more well-rounded:

1. Develop patience: They will need to implement structured follow-up processes to stay engaged with longer sales cycles.
2. Enhance relationship skills: They need to go for active listening and empathy training to practice using it to improve long-term client interactions.
3. Improve attention to detail: They need to learn to use CRM tools more effectively to track important client information and deal with specifics.
4. Cross-train with Farmers: Have them shadow account managers to learn relationship-nurturing techniques.
5. Practice self-care: They need to develop stress management techniques to prevent burnout and maintain high performance.

Identifying and Finding Hunters

The key trait that distinguishes top-performing hunters from the rest is drive. These individuals consistently go the extra mile and put in the effort needed to close deals. Drive reflects their internal motivation and determination. To identify drive in a sales representative, consider using a personality assessment like The DriveTest (affiliate link). This helps identify sales professionals with 3 keys characteristics: Need for Achievement, Competitiveness and Optimism.

The Farmer Sales Model

The Hunters Vs. Farmers Model dictates that whilst Hunters find new business, Farmers cultivate customer loyalty. Usually found in customer-centric roles such as Account Manager, Customer Success, and Inside Sales.

Farmer Sales Personality

1. Friendly: Although a hunter will call a potential employer and follow up, a farmer is unlikely to make a peep. Instead, look for how they build rapport. Are they engaging you on the phone? Do they have a bright smile in person? Do they know how to come across as being friendly in email? All of these are skills essential to cultivating lasting relationships.

2. Rapport-centric: The best Farmers are true friends to their customers. They connect with them on social media and might even meet outside work. Farmers should be rapport-centric, the type of person that everyone loves. This relationship will ensure they are always at the top of customers’ minds.

3. Relationship-builders: To like someone enough to buy from them once is one thing; to like and trust someone so much that you always look to them to solve your problems is another. When trust and relationships exist, repeat business is natural, and referrals come easily. This is why Farmers are experts in building and maintaining long-term relationships.

Capabilities of the Sales Farmer Role

Farmers focus on nurturing and expanding existing client relationships, which involves:

1. Account management: They oversee a portfolio of clients, ensuring their needs are met and problems are solved promptly.
2. Upselling and cross-selling: Farmers identify opportunities to increase the value of existing accounts by introducing new products or services.
3. Customer retention: They work proactively to maintain high levels of customer satisfaction, reducing churn rates.
4. Relationship mapping: Farmers create and maintain detailed maps of key decision-makers and influencers within client organizations.
5. Strategic planning: They develop long-term account strategies to align with clients’ business objectives and growth plans.
6. Contract renewals: Farmers handle the delicate process of renegotiating and renewing contracts, often navigating complex approval processes.
7. Customer advocacy: They often serve as the voice of the customer within their own organization, providing feedback for product development and service improvements.

By understanding these specialized roles and responsibilities, sales leaders can better structure their teams, assign tasks, and develop targeted training programs to maximize the effectiveness of both Hunters and Farmers.

How Can Farmers Be Successful in Their Role?

Farmer sales reps bring unique strengths to the table, particularly in client retention and account growth. However, they also face specific challenges. Understanding these can help sales leaders support their Farmers more effectively:

Strengths

1. Excellent relationship-building skills
2. Strong active listening and empathy
3. Detailed knowledge of client needs and history
4. Ability to identify upselling and cross-selling opportunities
5. Patient and methodical approach to sales

Weaknesses

1. May struggle with starting contact with new prospects
2. Can be less comfortable with aggressive closing techniques
3. Might have difficulty adapting to fast-paced, high-pressure situations
4. Can become overly attached to clients, potentially compromising being objective
5. May miss opportunities for quick wins while focusing on long-term strategies

Supporting Farmers in Their Growth

In smaller companies with limited resources, sales reps often need to wear multiple hats. While Farmers excel at nurturing existing relationships, they may need to expand their skill set to include some Hunter-like qualities. Here are some ways sales leaders can help reps with farmer sales personas become more versatile:

1. Enhance prospecting skills: Have them participate in networking events or training to become more comfortable with new client acquisition.
2. Develop assertiveness: Have them practice more direct closing techniques in a supportive environment.
3. Improve flexibility: Have them engage in role-playing exercises simulating high-pressure scenarios.
4. Maintain professional boundaries: Have them receive coaching on balancing client advocacy with company objectives.
5. Sharpen opportunity recognition: Train them to identify and act on short-term sales opportunities within existing accounts.

Both Hunters and Farmers can become more well-rounded sales professionals while still harnessing their inherent strengths. The key is to create a balanced approach that enhances overall performance without necessarily changing the unique value each type of sales rep brings to the team.

Is it better to be a hunter or a farmer in sales?

The Hunter-Farmer model isn’t just about different skill sets; it reflects fundamental differences in personality and mindset that profoundly affect sales performance and job satisfaction.

The persistent nature of the hunter’s sales persona is what makes them great – You can step aside and trust them to bring in the sales! Hunters are no strangers to risk, so they’ll often settle for lower base wages in favor of higher commission rates.

Hunters are often driven by a need for achievement and the thrill of the chase. Their high-energy, goal-oriented nature thrives in fast-paced environments where quick wins are celebrated.

This mindset can lead to impressive short-term results but may also contribute to burnout if not properly managed. Hunters’ resilience in the face of rejection is a double-edged sword – while it helps them persist through tough times, it can also lead to a dismissive attitude towards valuable feedback.

On the other hand, Farmers are typically happy with lower compensation rates in exchange for a stable income.

Farmers, in contrast, are motivated by building and nurturing relationships. They find satisfaction in the long-term growth of accounts and the trust they build with clients.

Building relationships is critical, but sales are what keep the business running. Farmers need direction on how to ask for the sale. Remind them to ask for referrals and the importance of their role in bringing in repeat business.

This patient, detail-oriented approach often results in stable, predictable revenue streams. However, Farmers may struggle with feelings of stagnation or missed opportunities if not given chances to grow their skills or take on new challenges.

How To Find Hunters or Farmers When Hiring?

When building a sales team using the Hunter-Farmer model, tailored interview questions can help identify the right candidates for each role.

Interview Questions for Potential Hunters

1. “Describe a time when you had to persistently pursue a challenging prospect. What was your approach?”
2. “How do you handle repeated rejections during a sales campaign?”
3. “What motivates you more: a higher base salary or uncapped commission potential?”
4. “Tell me about a time when you successfully closed a deal with a tight deadline.”
5. “How do you typically research and approach new prospects?”

Look for candidates who demonstrate resilience, high energy, and a strong drive for results. Only consider using the SalesDrive test (affiliate link for free trial).

Interview Questions for Potential Farmers

1. “Describe a situation where you significantly grew an existing account. What strategies did you use?”
2. “How do you maintain long-term relationships with clients?”
3. “Tell me about a time when you turned a dissatisfied customer into a loyal one.”
4. “What’s your approach to upselling or cross-selling to existing clients?”
5. “How do you stay updated on your clients’ business needs and industry trends?”

Seek candidates who show patience, strong interpersonal skills, and a genuine interest in client success.

Have Proper Collaboration Systems in Place

Effective communication between Hunters and Farmers is important for seamless customer transitions and overall sales success. Here are some strategies you can apply to foster collaboration:

1. Using the Same CRM: Ensure both Hunters and Farmers use the same CRM system to log all customer interactions, providing a comprehensive view of the customer journey.
2. Regular Team Meetings: Schedule weekly or bi-weekly meetings where Hunters and Farmers can discuss accounts, share insights, and strategize together.
3. Shadowing Programs: Encourage Hunters and Farmers to occasionally shadow each other to better understand each other’s roles and challenges.
4. Collaborative Handoff Process: Develop a structured process for transitioning clients from Hunters to Farmers, including a joint meeting or call to introduce the Farmer to the new client.
5. Incentive Alignment: Create compensation structures that reward successful handoffs and continued account growth to encourage cooperation between Hunters and Farmers.
6. Knowledge Sharing Platform: Implement a system (like a company wiki or shared drive) where both groups can document and share best practices, industry insights, and customer preferences.

Finding the Right Balance

The ideal ratio of Hunters to Farmers depends on your business model, industry, and growth stage. You can consider these approaches:

Structure	Description
Growth-Focused Structure: More Hunters than Farmers	– Suitable for: Startups, companies entering new markets, or those with aggressive growth targets    – Ratio example: 70% Hunters, 30% Farmers    – Pros: Rapid customer acquisition    – Cons: There can be higher customer churn
Retention-Focused Structure: More Farmers than Hunters	– Suitable for: Established companies in stable markets, subscription-based businesses    – Ratio example: 40% Hunters, 60% Farmers    – Pros: Strong customer loyalty, steady revenue    – Cons: Slower new customer acquisition
Balanced Approach: Equal mix of Hunters and Farmers	– Suitable for: Mid-sized companies balancing growth and retention    – Ratio: 50% Hunters, 50% Farmers    – Pros: Versatile team capable of both acquisition and retention    – Cons: May lack highly capable reps in either area
Hybrid Model: Develop versatile sales reps	– Suitable for: Smaller companies or those with limited resources    – Approach: Train all reps in both hunting and farming skills    – Pros: Flexible team, well-rounded skill sets    – Cons: May not excel in either specialty

When structuring your team, consider your company’s current needs and long-term goals. Regularly assess and adjust your Hunter-Farmer ratio as your business evolves. The most effective structure often combines specialized roles with opportunities for skill development across both areas.

The Hunter-Farmer Model is Not One-Size-Fits-All

A one-size-fits-all approach to sales is no longer sufficient. As you implement this model, remember that the goal isn’t to create rigid divisions but to foster a collaborative environment where diverse strengths complement each other. Encourage your Hunters and Farmers to learn from one another, creating a culture of continuous improvement and flexibility.

The most successful organizations understand that a harmonious blend of Hunters and Farmers creates a sales ecosystem that can adapt to various customer needs and market conditions.

Moreover, the Hunter-Farmer model should be viewed as a flexible framework rather than a fixed rule. As your business evolves, your sales approach should evolve with it. Regularly reassess your team composition, adjust your strategies, and stay open to hybrid roles that may emerge as your business landscape changes.

Ultimately, the true power of the Hunter-Farmer model lies in its recognition of individual strengths and its emphasis on strategic teamwork and cultivating a dynamic, resilient sales force ready to conquer any challenge and seize every opportunity.

The Pain Point Trigger Messaging Framework

 

There is a single phrase you can add to a cold message that turns it from a pitch into a peer-to-peer exchange and the mechanism behind why it works is more interesting than the phrase itself.

Most cold outreach assumes the prospect's problem.

It says things like "I noticed your team struggles with X" and then quietly wonders why nobody replies. Nothing closes a conversation faster than a stranger walking up and telling you what your problems are.

The phrase that works does the opposite. It invites instead of diagnosing.

It sounds like this:

"Other [role]s often mention [pain point related to their role and industry]. Does this resonate, or have you already cracked the code?"

Two short sentences. No assumption, no claim, just an observation and a question.

The reason this works has very little to do with the words and almost everything to do with the dynamic it creates.

Think of the difference between a doctor who prescribes medication before running any tests, and a doctor who asks intelligent questions because they genuinely want to understand your situation first.

The first one feels presumptuous. The second feels professional.

Cold outreach has the same dynamic. The salesperson who asserts your problem is the prescribing doctor. The one who frames the pain as something others in your role have mentioned is the diagnosing one.

The phrase "or have you already cracked the code" is doing more work than it looks like.

It depressurises the exchange by implying the prospect might not have this problem at all, which paradoxically makes them more likely to engage. If they have solved it, they want to tell you how. If they have not, they want to hear your perspective. Either way, the loop opens.

The other thing that matters is the specificity of the pain you reference.

"Other VPs of Sales mention they struggle with pipeline" signals zero research and gets deleted like a generic pitch.

"Other VPs of Sales at companies scaling past 50 reps mention that their qualification criteria fragment as the team grows, every rep developing their own ICP" signals you understand their world at an operational level.

That is what activates the "this person gets my reality" response.

You are not arriving as the expert with the answers. You are someone who has noticed a pattern across similar companies and is curious whether it applies here.

That is a peer dynamic, and senior operators respond to it because it treats them as equals in the conversation instead of targets for a pitch.

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10 Sales Personality Types

 

Why Determine Your Sales Personality Type

As a salesperson, it’s crucial to understand your sales personality.

Knowing your strengths and weaknesses can help you tailor your sales approach to different types of customers and situations.

For example, if you can connect with others, focus on building rapport and establishing a personal connection with potential customers.

Or, if you’re more analytical and detail-oriented, provide data and statistics to support the value of your product or service.

Identifying areas where you need to improve, such as persistence or resilience, can help you become more effective.

By understanding your sales personality, you can improve your performance, build stronger customer relationships, and achieve greater success in your career.

With that said, let’s explore ten sales personality types to help you find yours:

10 Sales Personality Types: What Type of Salesperson Are You?

Discover the type of sales personality you have below!

1. Order Taker

Order takers don’t persuade customers to buy products, upsell or cross-sell; instead, they book customer orders and pass information to the relevant department. These systematic salespeople are accurate and always have up-to-date information about when an order has been booked and when it will be supplied.

While easy to contact, good at answering questions, and readily accessible to help anyone, the laidback order-taker sales personality likes to play the waiting game and is never assertive.

If you’re the order-taker sales rep, you’ll know that reliability is your core strength. Still, you prefer to wait too long for the right customer to come along – usually, someone who knows what they want in the transactional phase. While looking for new business may not be your best quality, you’re a trustworthy fit for familiar customers ready to buy.

2. Studious

If you have a studious sales personality, it makes sense that you’re here. You’re a lifelong learner and believe sales is a science, not just an art and most likely already have a few sales theories waiting to be made into a book. However, studious sales reps still believe they’re a work in progress, which spurs you always to be a better salesperson.

As a result, your product knowledge is immaculate (obviously), and because you’re data-driven- a master of your CRM.

These sales skills and qualities mean that you can answer prospect objections and questions in record time while ensuring they get all the valuable information they need.

3. Script Reader

Script readers rely on using the same sales phone script, sales and elevator pitch for every potential customer.

While this provides customers with a reliable, comfortable and uniform brand experience, it means missing out on prime opportunities to cross or upsell.

Overall, script reader salespeople are strongly suited to businesses where the brand is a large piece of the sale. However, there’s always room to customise actions and words for each interaction to make the most of their time with customers.

4. Conversationalist

The conversationalist salesperson’s strength is creating a welcoming, warm, and relatable first impression.

Conversationalists instantly put prospects at ease by prioritising their needs and want, meaning most of their customers are often repeat or returning purchasers.

The only real downside to this type of sales rep is their inability to close sales, preferring not to be seen as “pushy” or overbearing.

The good news is that these types of salespeople are an excellent match for luxury retail environments where customers mostly pay for the sales experience.

5. Opener

Openers are masters of connecting with prospects, so much so that they have tons of leads ready for the pipeline.

This type of salesperson focuses on reaching out to prospects and is most energetic when making cold calls, sending emails and delivering sales meetings or presentations. The downfall of opener salespeople is that they don’t always remember to follow up with the client more than once and in different ways.

As a result, they often lose the sale because they can’t keep the customer thinking of them after the initial impression.

6. Empath

Empaths are the most insightful type of sales personality. Their main strength is tuning into the lead’s needs and wants quickly by noting subtle social cues while listening to everything they say.

As a result, they’re successful persuaders who seamlessly tap into different buying motivations and make it their mission to connect prospects with products that benefit them greatly.

Overall, empath salespeople don’t just care about making the sale; they want to make customers’ lives easier – and will always give exceptional value to every sale they make.

7. Closers

Closer salespeople have goal-orientated, driven and bold sales personalities and can always ask for the sale without being pushy. They have a magnetic enthusiasm that helps them reach new customers and close deals quickly when they listen intently to their needs, challenges and wants.

The pitfall for closers is their need to consistently make sales, which means they often lose focus on small but trusted sales relationships.

8. Chasers

Chasers are the master of the follow-up sales cadence. This type of salesperson is relentless by nature and will contact prospects until they get the desired result. However, chasers can often overlook the need to listen to customers and often lose out on a sale because they didn’t balance the desire to close the deal with their needs and preferences.

9. Networker

Networkers are the life and soul of the party as they seek out situations to meet new people.

Networking salespeople are at their strongest when making planned or unexpected connections; they welcome every opportunity to meet new clients and start new relationships with others. The only downfall of the networker is when they neglect follow-up messaging to turn connections into sales because they’re too busy nurturing trusted relationships.

10. Educator

The Educator salesperson prioritizes the product as the focus of the sales process by guiding conversations with either a skilled hands-on demonstration or a thorough explanation that best suits the need of customers.

These types of salespeople have a fluid ability to condense complex products down for consumers and instil confidence in their purchases. You’ll often find this type of salesperson in tech or SaaS sales because of their ability to explain complex products and core people skills needed to build rapport and trust, a winning combination.

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Agile Selling

 

Alexey Cherkasov

Jill Konrath‘s book Agile Selling. Getting up to speed quickly in today’s ever-changing sales world talks about the importance of learning quickly and acquiring new skills, about the agile mindset, about how important it is to be flexible in an ever-changing world.

The book consists of 5 parts, which generally contain 62 chapters.

Part 1. The case for agile.

This part is devoted to the importance of speed in an era of change, as in our time constant change is the norm. The sales managers must learn to adapt to this changing world. Buyers have also changed due to the changes. Now if they have a problem, they go to the Internet and study it there.

The sales managers must learn to adapt to this changing world

The sales managers must learn to understand not only their product but also what is important for the buyer. The emphasis is shifted from the goods to the buyer. In this situation, the speed and agility of learning is your only reliable competitive advantage.

Part 2. The agile mindset.

In this part, Jill Konrath emphasizes the need for the ability to think agilely. In order to learn this, it is necessary to change the view of the situation and stop perceiving problems as a negative event.

When you change your perception and see opportunities instead of obstacles, your brain is filled with energy again. The author also advises learning to perceive failures differently. When you see failure as a valuable experience, everything changes.

See opportunities instead of obstacles

Stress almost disappears and your mindset becomes clearer and more creative. Another tip is the ability to set the right goals. You need to convert goals to result in the goal to help you become better.

Part 3. Learn new info quickly.

The third part will help you open the way to fast learning. It describes a strategy for rapid learning. Jill Konrath also gives tips and practical materials on each strategy for more convenient use.

6 rapid learning strategies:

• 1 – Splitting into parts. The brain loves structure. Breaking up large amounts of information into smaller and more digestible pieces is your main task.

• 2 – Definition of the sequence. At this stage, it is necessary to determine what you should learn first and then.

• 3 – Building connections. Linking new skills and knowledge to what you already know is a great way to improve learning and information reproduction.

• 4 – Release. The key to being able to reproduce a large amount of information is to be able to distract yourself from what you are currently learning so that you can safely return to it later.

• 5 – Practice. Whenever you need to learn a new skill, you need to practice consciously and purposefully. When you train a skill, you reinforce a new pattern of behavior.

• 6 – Prioritization. At the beginning of each day, decide what matters most, and then decide them one by one, not paying attention to all the others.

Part 4. Pick up new skills fast.

After rapid learning, you need to learn and quickly acquire skills. Use personal highs to track your progress. Don’t forget the importance of preparation. It is necessary to conduct a study before each meeting.

Study the company’s website, gather information about people, get acquainted with the previous experience of the client with your product, find out at what stage of decision-making it is. Preparation sets the context. You will be able to understand who your customers are and what is important to them. Clarify your desired meeting results. It is very difficult to plan a meeting clearly, but it is useful.

You need to learn and quickly acquire skills

Connect with questions. Questions are the basis of agility in sales. The ability to ask “strong” questions is the most important skill to master.
Sales is a social skill. Role-playing is the only way to improve your sales skills. Deliberate practice significantly increases the efficiency of sales.
Increase your perceptivity.

The essence of sales is in interaction with people. Decisions are made by people, not companies. Watch people pick up subtle signals and adjust to them. If you increase your perceptivity, you can become more flexible and adjust the course right during the conversation.

In sales, the more you think, the better the results. The more you learn, the more resources you have at your disposal. The more you experiment, the more you succeed. The better your thinking, the more flexible you are in meetings. Focus on personal bests to achieve the best outcomes in any situation.

Part 5. Success habits of agile sellers.

First, you need to make sure that your habits and thinking help you succeed. Make a training plan to speed up your professional development. Make sure that your daily routine obeys you, not the other way around. Your goal is to get answers.

Don’t stop improving yourself; it sets you apart from other sellers. Get rid of multitasking to learn faster and think better. Optimize your attitude if it affects sales. Use games for learning. Games involve the brain in a repetitive process, encouraging it to test all new options.

Don’t stop improving yourself

Jill Konrath’s book is full of motivation, full of practical advice. It teaches how to quickly acquire the necessary knowledge and skills to be able to quickly navigate highly competitive markets. It has a lot of simple and effective techniques, ready-made questions that you can ask yourself and colleagues in order to quickly understand the essence of the work.

This book can be called a step by step instructions for the personal and professional development of the sales managers.

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