We cannot tell you how many times we have spoken to business owners and managers who hire star athletes or other big men on campus who would seem to have everything it takes to sell, only to have them wilt under the pressure of professional sales.  The managers cannot understand why a star middle linebacker or the president of a fraternity cannot muster the same skill sets to deliver as a salesperson.  Here is the problem.

  Many sales managers hiring technical salespeople (for complex solution sales) place primary emphasis on the candidate’s technical expertise or industry knowledge.  They may prioritize a technical background over sales experience or aptitude, thinking that they can always train sales skills later, and that a buyer would prefer a low-key “consultant” to a high-drive salesperson. So, the sales manager at a manufacturing company, for example, may look for someone with an engineering background to fill an account acquisition role.  To be sure, buyers enjoy dealing with salespeople who know their industry well and are adept at answering questions.  However, the