Some salespeople cling to data like a lift raft. Others flee from facts as if they were abandoning ship. Either extreme leads to problems.

There is a certain type of sales rep that feels a strong urge to be an expert–an expert on the product, an expert on the industry, and an expert on the market. Noble as this aspiration may be, many of these folks can never accumulate enough information to feel “ready” to sell. They become frozen in inaction. Often, reps who fall into this trap are extremely concerned about not having the answer to whatever question a customer might ask. This concern is usually misplaced. Buyers don’t expect sales reps to be experts. Buyers expect sales reps to know where to get answers and to deliver them quickly.

At the other extreme are sales reps that place little value on knowledge and makes assertions without much regard for accuracy. They are doers, not thinkers. They generate lots of activity and get results. The problem, obviously, comes in when they (unintentionally) mislead a customer, create unrealistic expectations, or sell a product or service that doesn’t fit the customer’s need.

It is really the company that must establish how much and what the sales rep needs to know. If those decisions are left to the individual rep, the sales force will communicate a terribly inconsistent message to the marketplace.

Ideally, a company should train, test and certify every sales rep on all product, company, and market subject matter the rep will need to produce results. Training ensures that all topics are covered. Testing confirms that knowledge has been transfered. Certification, like a degree, validates achievement and provides credibility that the sales rep needs and the customer demands.