When it comes to sales, few topics spark more debate than the simple question, “Do salespeople need to be likeable?” Many people say it’s unimportant, while an equal number insist it’s vital.
This was demonstrated by research from the Harvard Business Review, which surveyed almost half a million salespeople. What was striking was that almost 90% of the top-performing sales professionals they spoke to said being liked was not essential, while 86% of the lowest performers felt it was important.
But this might not tell the whole story, because when we talk about ‘likeability’, we are not all thinking of the same thing. For example, do we mean charisma, which is impossible to learn, or are we talking about traits and skills that can be acquired over time? It’s a given for anyone in sales that technical knowledge, product expertise and good negotiation skills are vital. You can learn all of those, so why can’t the same be applied to being likeable?
This article examines why being likeable is crucial for sales, showing you how to build trust with customers and prospects, and providing a clear business case for making likeability a priority.
What are the qualities that make a salesperson likeable?
‘Likeable’ is a difficult term to discuss because everyone has a slightly different idea of what it means. But in a sales context, a likeable salesperson displays these qualities:
- Empathy: Putting yourself in the client’s shoes is a good place to start. When they feel that you genuinely care about what they are trying to achieve, it helps build the kind of trust that can lead to repeat business.
- Authenticity: Being genuine means you have a real conversation that makes the customer feel comfortable. Try to avoid too many manipulative techniques that many customers will detect, as this will only weaken the relationship.
- Positivity: When a salesperson approaches the customer conversation positively, it makes the conversation more engaging and upbeat. This can lead to better sales outcomes.
- Humility: This is not always easy, as you’re trying to make a sale, but part of being likeable is about showing a certain level of vulnerability. This helps create a feeling of openness between the two parties.
- Active listening: In the end, it’s more than a conversation. You will be perceived as being more likeable if you listen and respond in a way that shows attentiveness.
The business case for likeability
Likeability is not just a nice-to-have. It has a direct impact on your bottom line. If your salespeople have embodied the traits described in the previous section, your customers are more likely to remain loyal. It’s often the salesperson, not the product, that drives repeat business – especially in competitive markets where there’s little to set products and services apart.
The organisation as a whole also benefits when the sales team has worked on being likeable. It helps create a much more pleasant internal company culture as these employees can be better team players, which can make collaboration across departments easier and more effective. This leads to greater productivity. In addition, it can also help boost the company’s reputation to the outside world through positive reviews and word of mouth.
Practical steps to become more likeable
Let’s break down some of the key steps to becoming more likeable as a salesperson. It’s up to organisations to support this development through coaching and training programmes. The idea of likeability needs to be firmly embedded into daily routines until it becomes just a part of doing business.
- Change how you see each transaction: Don’t fall into the trap of seeing each interaction as merely a transaction. Each conversation needs to be focused on how you can build and strengthen the relationship. This can help change the dynamic and lead to a better outcome – closing the deal. On a more personal level, it’s always good practice to remember a customer’s birthday or congratulate them on a recent success.
- Think ‘emotion’: Emotional intelligence is one of the cornerstones of likeability. Salespeople who display strong emotional intelligence can read cues and manage their own emotions effectively. But they are also good at responding to their customers’ feelings and adapting depending on different personalities and situations.
- Be a better communicator: Of course, youneed to be confident, but this shouldn’t be at the expense of being too pushy. It has to be a two-way street, where you each share insights and move towards a favourable outcome.
- Never stop listening: Active listening is perhaps the most powerful tool a salesperson can have. It shows that you respect the person you’re speaking to and also tells them that their needs are the priority. This really is something you can hone, using techniques like paraphrasing and summarising to ensure you’re on the same page.
- It takes time: Trust doesn’t happen overnight, so making sure you deliver on your promises and follow up promptly will help build up that trust. Your customers will notice that you are consistent. You can never underestimate the importance of being seen as reliable.
- The personal touch: Those small personal touches make a big difference. This might include using humour if appropriate, or even simply recognising shared experiences. This can help make the interaction engaging without undermining your authority.
- There will always be rejection: There’s no getting around the fact that rejection is part of the job. But the ‘likeable’ salesperson sees a ‘no’ as part of the process. Rather than becoming defensive, you keep your composure and show appreciation for the customer’s time. Then you have left the door open for future engagement.
Likeability and the future of sales
As we have seen, likeability in sales is not about having movie star charisma. It’s something you can develop, and it’s something you can actually measure. It has the potential to build trust and engagement. And when you work on the components that make up likeability – including empathy, authenticity, emotional intelligence and so on – you can build strong customer relationships. This is crucial in today’s competitive markets when you’re trying to differentiate yourself from the competition. Sometimes that differentiator is your personality.
Becoming more likeable is a skill that takes work, but it’s an effort that pays off. With the right organisational support and a culture that prioritises likeability, salespeople and the company as a whole stand to benefit enormously.
