Revenue Hunters Defined – Just what Really Are the Characteristics of your Hunter?


While it is true that will sales jobs can be very distinctive from one another, the type of salesperson frequently sought after by hiring managers will be the “Hunter”. Pick up the career classified section of any paper or look at job adverts on any job table. The industry, company size, services or products offered may differ. It won’t matter if the sales employment is performed outside or making calls; one thing will come through deafening and evident in many, the majority of the ads; the ability to open doors and develop new business is what the career is all about.

Talk to almost any Gross sales Manager, and he or she could use the terms “Hunter” in addition to “Farmer” about sales forms. At the very least, they will have a unique sense of what this kind of term means. They will often work with their terminology for “Hunter” and “Farmer” within their unique business.

What we call a “Hunter” doesn’t matter. I would like to do here to support defining the actual personality traits of the “Hunter”. By defining just the traits of a “Hunter”, managers will have a new clearer picture of what exactly they are looking for when hiring and could be less likely to misread college thinks job applicant is playing in the interview. Better using the services of decisions result in higher gross sales, lower job turnover, plus much more effective daily management.

All sales traits are like keen swords, so knowing what an individual’s strengths are will give you insights into their weaknesses. Knowing both the potential and the downside of a “Hunter” personality will assist you in how best to take care of that person, getting the most from their strengths and having the lowest problems from his or her weak spots.

In our experience, the “Hunter” features high levels of 2 of your trait drives in collaboration. This is the critical combination that allows them to open doors.

The first is if you are a00 OF ASSERTIVENESS.

A high level connected with assertiveness means that the individual is highly competitive, dominant, authoritative, manly, takes charge, needs to “win”, has to be in control and be recognized, feels big, and is risk driven.


A high level of sociability ensures that the individual is very extroverted, societal, people-oriented, outgoing, requires lots of interaction, is very influential, empathetic, needs acceptance and recognition and communicates persuasively.

This mixture of High Assertiveness and Large Sociability that the “Hunter” owns presents itself as an “iron closed fist in a velvet-glove” style. They are people-oriented but with an intention. In selling situations, this enables them to be quite assertive but also in a very persuasive or “smooth” way such that the prospect would not feel offended by their “pushiness”.

In addition to possessing significant levels of the above two features, the “Hunter” has lower levels of 2 other trait runs.

The first of these two will be our measure of Patience.

The particular “Hunter” has a LOW LEVEL REGARDING PATIENCE; hence he or she is rapide.

A low level of patience ensures that the individual is very impatient, will be restless and proactive, shows best on change/variety, has stressed energy, is deadline familiar, is a multi-tasker, and is uninterested in routine and rep.

The next is our small measure of Dependence.

The “Hunter” possesses a LOW LEVEL OF DEPENDENCE. Thus, he or she is independent.

A low level of dependence means that the individual is relatively independent, is very self-dependent, dislikes rules, and procedures in addition to guidelines, is lax in having details, is risk familiar, has little fear of malfunction, resists supervision, and is a motivator oriented.

The “Hunter” in that case is ASSERTIVE, SOCIABLE, INDIGNANT and INDEPENDENT. They can be respected, empathetic, or a combination of the two central depending on the situation. They have a good sense of urgency, deadline, and results in orientation. They are self-starters who need to get results using working through people. Needed a very fast-paced working environment and thriving on having “too many things to do and not plenty of to do them”. They are distinct and therefore work best under large and general directions while not becoming so

independent as to dismiss a moderate amount of policies and structure. They tend to feel stifled and cooped together with too many rules, policies, and details. They are detailed and arranged up to a point. They are reasonably competitive and therefore like to be rewarded based on effort and usually do well working on commission or maybe with an incentive-based reimbursement plan. Being impatient, they must get results quickly and currently being independent and confident if they are unhappy, they are unafraid of shifting to another job if necessary.

What are some things you should be aware of when hiring a “Hunter”?

1 . For anyone who is interviewing, be particularly mindful, as very vibrant people (high on our sociability scale) but not very assertive (low on our assertiveness scale) could appear to be a “Hunter”. Those with this style know what you wish to hear and what to say in the interview. Amiable men and women look as though they are powerful. Some of them are, and some are not. The “Hunter” is usually both friendly and assertive.

2 . “Hunters” have a gumptious pioneering, up-and-coming aspect. Make the income position seem like they can be “running their own business”. They must not feel restricted by simple rules and procedures. Specifics should be kept to a minimum. The career should be hectic along with fast-paced. They should be compensated in the heavily incentive-based method.

3. “Hunters” do not like being managed. Their large egos mean they feel they might probably do your job much better than you. Fortunately, they are confident, so you can be direct, almost blunt, whenever communicating with them. When providing them with direction, try to relate precisely what needs to be done to what will affect their desired “bottom line”, i. e. greater independence, more money, more authority as well as responsibility etc.

4. “Hunters” are very impatient, so quickly get them up and running in a new job. Keep the coaching period as short as possible and let him or her know what to anticipate. As soon as is reasonable, allow him or her to have the ability to operate their show as much as possible. They are going to find this highly encouraging.

5. “Hunters” have a large amount of nervous energy. Sitting in 1 place can be de-motivating. When the position is primarily or entirely telephone sales, this can de-motivate the “Hunter” eventually. Make sure they can break up the routine if at all possible, even by being able to get upward and walk around. If a few outside activities can be added or the position leads to outdoors sales, this will be motivating. Most importantly, keep the position as occupied and multifaceted as feasible.

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