Chief Executives have been routinely lambasted in the media and on the lips of many of their employees and investors since the economy has slowed. A recent study points-out employee confidence in executive management is approaching an all time low. Although many CEO s are distracted, dishonest or incompetent and over use soft economy and demand as the culprit to justify lower performance (and in addition exhibit a failure to take personal responsibility).

A much greater problem in corporate America today is sales person attitude.

During the last 5-7 years the sales function has experienced tremendous turbulence. Starting the 1993, organizations like Siebel Systems grew exponentially; (from 0 to 1 billion dollars in 7 years) building out customer relationship management systems to handle the growth in business, sales people were 'managing'. By 1998, sales professionals were booking business at record pace,in the U.S. Over-night geniuses were spawned, from New York to San Francisco. Compensation packages including (paper) million dollar stock options were common. Attraction and retention of these stars (anyone with a 'half deceit track record) was one of the most important strategies upper level sales executives death with daily. Selling and closing deals were reduced to 'taking orders'. Forecasts often were over -achieved by 100's of percent.
This gold rush attracted hordes of individuals determined to get rich in sales.
The quality of "sales person ship' began to deteriorate. Prospects drew wary of the plethora of 'used car' sales people who were directed towards their deep spending pockets. In late 1998, 1999 and early 2000; sales people were paid handsomely to just show-up. If they possessed a pedigree (work history, of stellar firms, perhaps start-ups) firms [specifically dot-coms, telecom and a myriad of 'hot investment'- V.C. ventures] offered 6 figure sign -on bonuses hoping these professionals could assist them to attract additional investment capital. A small percentage of these people made out 'big-time', many others toiled for several months or a year or two living on the sign-on bonus and hope.
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All along their sales 'muscles' atrophy from lack of use. Much more troubling, the culture for many sales people and corporations reflecting the stock market (1999-2000), make money with out producing (revenues) positive results.
Success was defined by the package one could negotiate rather than the revenue or sales they produced.
Late 2000, corporate profits and 'real' sales revenues are required. Corporations reponded quickly, reducing capital intensive projects and increasing employee layoffs to reduce costs. The sales process extends, stalls or is terminated. Sales people are in panic mode.
Many sales professionals are out of work, almost immediately. It is difficult for companies to build revenue without a robust sales effort. Organizations are strategizing on lowering costs rather than building revenues, pipelines or market share.
Most companies are in retreat or hiding out waiting for miracles.
The organizations that are seizing the opportunity to build market share and are hiring people, believe 'killer Joe or killer Joan" are out of work and they can hire them easily.
The best and brightest are rarely out of work.
Forecasts are missed, complaining and excuses are on the increase.
Many of the sales peoples still employed are ineffective. Most are not worthy of the title, Sales Professional. Reality: they are distracted, incompetent (lazy equals dishonest) and over use soft economy and demand to justify poor performance.

A high percentage of sales professionals, through out the chain of command from the Chief Executive down through the Vice President of Sales to 'feet on the street' are not working towards finding and creating more business.
The current media coverage of corporate wrong doings, poor stock market and high unemployment provides additional excuses and distractions and has impacted client's attitutes. The sales professionals who are selling are implementing additional creativity, improved skills and focus. These professionals are not caught up in the vicious cycle: frustration breeds less effort, less effort creates frustration. They understand their prospects needs and are selling to solve their problems. They are affective at uncovering the hidden objections because they have studied their prospects. 'Real' sales professionals
don't complain they sell.

The recruiting and employment industry has an opportunity and a responsibility to impact sales revenues and profitability for our clients and candidates. This requires several bold moves.
Do not represent imposters: people who can not or will not sell. Do not work with sales organization executives who can not demonstrate they have an appropriate plan of action to empower the 'real' sales reps you present. Place 'killer Joe or killer Joan" where they can flourish.
Contact and coach the sales people with whom you have a business relationship and motivate them to Sell! Sell! Sell!

Learn to build desire in your prospects and 'share forward' this knowledge. Recruiter.com and Recruiter Magazine On-line are committed to passing on our (the best and the brightest recruiters) knowledge of sales and specifically how to build desire.The Recruiter Week newsletter will drill down on this topic in September.

Recruiter.com and Recruiter Magazine On-line are determined to improve sales revenues and profits for all companies in the economy. Every day additional sales can be completed. Increased focus and improved skill make the difference.