Failure is an inevitable part of the sales cycle. Many professionals reframe these setbacks as “learning opportunities,” and in many cases, that perspective holds true. From early childhood, we learn through trial and error. When we first attempt to walk, we stumble. When we learn to ride a bicycle, we experience missteps and occasional crashes. This principle of learning through failure has inspired countless individuals to persevere when challenges arise. Inspirational figures often cite the numerous failures of historical achievers like Abraham Lincoln, Thomas Edison, and Colonel Sanders. These innovators succeeded because they analyzed their mistakes and adapted their approaches.
However, what happens when failure is not addressed correctly? What if missing sales goals leads to more failure, locking a salesperson into behaviors that hinder performance? This scenario may seem extreme, but research provides significant insight into how missing targets can prevent a salesperson from finding long-term success. If the underlying issues are not resolved, the cycle of poor performance can become self-perpetuating.
When Failure Leads to More Failure
Dr. Michael Ahearne, a colleague at the Stephen Stagner Sales Excellence Institute at the University of Houston, published an article in the Journal of Marketing titled “Learned Helplessness Among Newly Hired Salespeople and the Influence of Leadership.” Dr. Ahearne and his team examined salesperson behavior, the influence of sales leaders, and the handling of missed goals. They found that salespeople often repeat the very mistake that created the missed opportunity in the first place. This repetition can be devastating for new salespeople who lack strong managerial support. It also helps explain why turnover rates are frequently high among new hires. If an individual constantly misses their goals without guidance, they may question their place in the organization.
The research team studied a large group of salespeople over six months to determine their level of success and specific behavioral intentions. They also captured data on the role managers played in correcting missteps. One key finding was that salespeople who began to experience poor results rapidly shifted their approach with customers. The more failure they experienced, the more they moved away from customer-oriented behaviors toward sales-oriented behaviors. Essentially, they started pushing for the sale rather than trying to understand the customer’s unique situation to craft a personalized solution. They transitioned from being a “diagnosing professional” to a “pushy closer,” and their results worsened.
The Shift to Sales-Oriented Behaviors
As a former regional vice president of sales in a retail organization, I have observed sales-oriented behaviors firsthand. In some cases, these behaviors emerged when a newer salesperson had worked most of the day without seeing many customers. Near closing time, a couple might finally enter the store, and the salesperson would feel intense pressure. They would move quickly from basic qualifying questions to closing, skipping the deep dive into the customer’s situation. The customer would often thank the salesperson, ask for a business card, and leave without purchasing.
In other situations, a salesperson might take one or two points of information from a customer and immediately present what they believe are the best options. Unfortunately, these recommendations are often based on the salesperson’s previous experiences rather than the prospect’s actual needs. I recall a prospect asking an overzealous associate, “Do you really think you know what’s best for me after two minutes of conversation?” That interaction did not end well. If you are a salesperson stuck in a rut, you may be experiencing this phenomenon. Sales-oriented behaviors undermine customer trust, and without trust, success is difficult to achieve.
Customer-Oriented Selling Strategies
To shift back to customer-oriented selling, there are three questions every salesperson should ask themselves after every sale or lost opportunity. These questions help place the salesperson in the customer’s shoes and increase the likelihood of staying in the customer-oriented behavior space.
1. What was my customer’s unique need?
When a salesperson can articulate what was unique about their customer compared to others, it demonstrates a personalized approach. The answer to this question reveals the depth of exploration that occurred during the interaction. The more a salesperson can identify their customer’s uniqueness, the more likely they are focused on the right aspects of the conversation. This focus helps build a genuine connection and understanding of the prospect’s specific challenges.
2. How can I solve my customer’s unique problem?
At the heart of customer-oriented selling is crafting a tailored solution to meet unique needs. When a salesperson can explain how the organization’s products or services can be combined for a personal solution, they are focused on the customer’s uniqueness. Demonstrating a clear solution through your product or service offering is a proven path to sales success. It shows that you are listening and thinking strategically about how to add value.
3. Why didn’t they decide to buy?
The post-mortem in selling is not always an exact science, but it significantly aids the learning process. Salespeople who can identify the reasons why a customer may not have purchased will develop their ability to be empathetic. This step is best completed with another set of eyes or ears. Looping in a colleague or your manager can help make this discussion productive by sharing the experience and checking for blind spots. The examination itself quickly shifts the salesperson’s mindset to their customer and creates a valuable learning opportunity for future interactions.
The Impact of Missed Goals on Management
For sales managers, understanding the impact of missed goals is critical for developing an effective approach with your team. Your goal is to help everyone on your team succeed. More often than not, when someone begins to struggle, a sales manager starts coaching and performance management work. However, if this is not done correctly, you run the risk of encouraging more of the wrong selling approach. Early in my retail selling career, I worked with an experienced manager who was known for closing a higher percentage of customers than most. She made it clear that before any customer walked out without making a purchase, they should speak with her.
One day, I walked a customer through finding a good solution. The interaction went well, but when it came to decision time, they wanted to shop around. Before I could think through what to do next, the manager stepped in. She quickly transitioned the customer away from me and into another part of the store where she continued the selling process. Ultimately, they made a purchase. However, I had no idea what went wrong. More importantly, I had no idea what to do if I encountered a similar situation again, so I continued to struggle through my early days as a salesperson. This experience highlights the importance of proper coaching.
Coaching Through Failure Effectively
One of the findings of the research on sales behavior revealed that typical sales manager coaching and performance management are less effective when instances of missing sales goals accumulate. In fact, salespeople who do not receive proper coaching and an opportunity to talk through what they learned are 25% more likely to increase sales-oriented behaviors. If the issue is not addressed quickly, the road back to achieving goals becomes more challenging. However, there are specific steps a sales manager can take to help a struggling salesperson get back to productivity.
1. Set and Adjust Goals
Wins are important for salespeople who are missing goals. When a manager works directly with their salespeople on establishing goals beyond the standard budget objective, the stage is set for achievement. Behavioral targets such as the number of contacts with new customers, post-sale follow-up calls, or the quality of initial sales presentations provide alternative metrics that create the possibility for early wins. The key for new people is that managers are willing to adjust goals based on actual performance. Providing achievable objectives that escalate over time as goals are accomplished helps keep a salesperson focused on the customer rather than the sales target.
2. Teach and Model Customer-Oriented Behavior
When discussing or participating in sales calls, emphasize the most important customer-oriented behaviors. These behaviors include asking thoughtful questions to understand the situation, using trial closes to gauge progress, persisting in follow-up and follow-through, and creating customized solutions for each customer. When the manager models these behaviors, the salesperson learns through the experience. This hands-on approach provides a clear example of how to engage with customers effectively.
3. Encourage Mistakes
This step will be a challenge for most managers. Encouraging mistakes is more than just observing a mistake about to happen and stepping in to save the situation. That type of approach teaches salespeople to rely on their manager to fix their problems. Encouraging mistakes helps reduce the shock associated with falling short on goals. Providing a sales team the safety they need to apply customer-oriented behaviors will lead to better results. De-emphasizing short-term results will prompt salespeople to take more risks, and that is how learning happens. The important step here is for the sales manager to coach the behaviors and not the results. Take the time to ask questions so salespeople can identify what they learned. Challenge teams to answer how they would adjust the next time they are in a similar situation. Properly coaching and providing opportunities for salespeople to learn will keep them on the path of customer-oriented behaviors. If you are missing your sales goals and your approach is to “push” harder, watch out. You and your team might be sealing your own fate. The research tells us missing goals often leads to more of what you don’t want to be doing. You have an opportunity to reset the direction of your team and your organization by pursuing an intense focus on the customer and taking the time to learn from mistakes. In today’s world of customization and personalization, those who focus on customer-oriented behaviors will be the ones who find success.
