The following are some qualities shared by
recruiters with drive and empathy:
l They have an interest in people and a genuine
desire to help them, beyond getting another mark on the
l They are generally able to establish rapport and
gain credibility because of their sales ability to relate to
people and win their confidence.
l They can relate to the prospects frame of
reference and, therefore, tailor their presentations to
reflect the prospects needs and interests.
l They have a feel for their territory and what
will sell there.
l They have enough personal motivation so they
can work on their own, coping with the strain of
monthly goals, being the forgotten sailor, and any
perceived neglect up the line.
l They enjoy recruiting and the challenge it
l They have the motivation to be a good
prospector and to make the extra effort necessary to
bring in the sale.
l They are able to counter objections and any
negative public image of the Navy or recruiters in
general because of their belief in themselves (both their
A Healthy Attitude Toward Failure
The very nature of sales prevents us from making
every sale. We just dont win every time. Recruiters
must develop a healthy attitude toward failure. Failure
in a sales situation should be a learning experience an
opportunity to practice technique and perfect
performance. Failure can be seen as the negative
feedback we need to change course in our direction.
Failure is also an opportunity to develop our sense of
The following characteristics were judged by buyers
to be bad enough in and of themselves to prevent
closing a sale. They are known as the sales cripplers
and the public enemies that the supervisor must hunt
down and overcome.
DISBELIEF. Disbelief in selling, the product,
Navy policy, superiors, or themselves can effectively
cripple a recruiter. Signs of disbelief are usually easy to
identify. Watch out for the following signs of disbelief
and take immediate action to prevent the spread of the
l In selling. Recruiters may make statements like
Selling is a game, a racket; selling is a stopgap until a
good job comes along; selling is a real tough and
miserable occupation. Their disbelief may, however, be
shown in more subtle ways. Watch attitudes and body
language that may be telling you the same thing.
l In product.
Recruiters who feel product
knowledge is unimportant are showing disbelief in their
product the Navy. Listen for contemptuous attitudes or
references to the Navy. Those who do not personally
recommend the Navy are not going to be successful
l In Navy policy. Occasionally blowing off a
little steam is natural; but, when the beefing becomes
habitual or excessively derogatory, you must take
measures to stop it. You should lead the way in
displaying your belief in Navy policies and never allow
inaccuracies, griping, or defamation in front of the
l In superiors. Making superiors out to be
scapegoats and otherwise showing them contempt
erodes the chain of command and morale. Recruiters
who do not believe in their superiors often lack the
conviction to give the extra effort to attain team goals.
Disbelief in superiors also may show itself in more
passive ways. Recruiters who have no belief in their
superiors often are less confident, afraid to take
initiative, and may feel they are not getting the support
l In themselves. Recruiters who do not believe in
themselves may be recognized by a lack of confidence
and assertiveness. They may try to overcompensate for
this lack of belief by putting forth the opposite image,
appearing boastful or belligerent. Also watch for
recruiters who avoid certain buyers. They may be
telling you indirectly that they do not feel they have the
ability to sell that type of prospect.
abilities and their inherent worth) and the Navy.