Chapter 2 The Power to Choose Your Path: Careers in Sales

Character and the Ability to Build Trust

It never goes without saying that character—the combination of your beliefs, tendencies, and actions that you take—is the single defining trait for a salesperson (or any business person, for that matter).Dave Kahle, “The Four Characteristics of Successful Salespeople,” Industrial Distribution 97, no. 4 (April 2008): 54. Your character defines how you will conduct yourself, and it is the yardstick by which customers measure you. After all, your customers are spending their money based on what you say you will deliver; they have to trust you. If you ever break the trust for any reason, you will likely lose not only the sale, but you will most likely lose your reputation, and, ultimately, your livelihood. According to a survey by Forrester Research, trust and believability are so important in the buying and selling processes that 71 percent of buyers based their decisions on these traits.Robert W. Bly, “Everyone Loves a Story,” Target Marketing 32, no. 6 (June 2009): 23. See why Jake Nickell, founder, and Jeffrey Kalmikoff, chief creative officer, of Threadless.com think that being trusted by the customer makes a great salesperson.

The Ability to Connect

The most successful salespeople know how to engage their customers in a way that helps the customers identify for themselves the way the product or service offered can deliver value. The Xerox Company, after conducting a survey to identify the characteristics of their peak-performing salespeople, says it best: “Your prospect will never buy because you present a pitch. She instead buys from what she convinces herself of. This means that if you are selling a watch, telling your prospect you will cure his ignorance of time will not be enough. Your prospect will literally talk to himself to discover that this watch will indeed keep him from running late. He will not listen to you; he will only listen to himself.”Kerry Johnson, “Five Characteristics of Peak Sales Performers,” Event Solution International, http://www.eventsolution.com/education/businessarticles.html (accessed June 16, 2009).

A good salesperson will use his personal skills to connect with a customer, so that their conversation prompts and echoes the customer’s own internal thought process. It is ultimately this ability to connect that allows the salesperson to build relationships and trust. This video highlights how a motorcycle trip, passion, and connecting led to a sale with Harley-Davidson.

Listening Skills

Contrary to popular belief, speaking is not the most important aspect of selling—listening is, because “salespeople are communicators, not manipulators.”Monroe Porter, “Six Common Characteristics of Successful Salespeople,” Pro 20, no. 6 (May 2008): 33. It’s interesting to note that many of the salespeople who are constantly talking are actually not successful. It is those salespeople who have a genuine interest in listening who learn precisely what the customers’ needs, priorities, and opportunities are. Listening skills are the fundamental basis for forming a connection. “Listening builds relationships,” according to Marjorie Brody, author of Help! Was That a Career-Limiting Move? She suggests a “silent solution” to many problems in the form of listening.Pamela J. Holland and Marjorie Brody, Help! Was That a Career-Limiting Move? (Jenkintown, PA: Career Skills Press, 2005). The challenge for many people is that listening with undivided attention is hard to do. According to Barry J. Elms, CEO of Strategic Negotiations International, psychologists say that we listen using only 25 percent of our brain.Steve Atlas, “Listening for Buying Signals: Missing Your Prospects’ Buying Signals,” Selling Power 20, no. 2, http://www.sellingpower.com/content/article.php?a=5350 (accessed March 16, 2010). That means that the other 75 percent is thinking about a response or thinking about something else. Salespeople who take notes, refer to written material, and are intently aware of their nonverbal cues can be extremely successful because they see and hear things that people who are talking just can’t absorb.Steve Atlas, “Listening for Buying Signals: Missing Your Prospects’ Buying Signals,” Selling Power20, no. 2, http://www.sellingpower.com/content/article.php?a=5350 (accessed March 16, 2010). See why Andy Taylor, CEO of Enterprise Rent-A-Car, thinks great listening skills make a great salesperson.

The Ability to Ask the Right Questions

It was Einstein who said, “If I had an hour to solve a problem and my life depended on it, I would use the first fifty-five minutes to formulate the right question because as soon as I had identified the right question, I knew I could solve the problem in less than five minutes.”Kim Michael, “The Most Powerful Tool in the Sales Arsenal—Part 1,” American Salesman 54, no. 6 (June 2009): 3. This demonstrates the power of asking the right questions. Those questions can only be asked when you listen and have the ability to connect. Paul Blake, whom you met at the beginning of this chapter, believes that asking the right questions is vital to the success of his sales force. That’s why he leads by example and always asks one key question when he is interviewing candidates for sales positions: “Do you believe you have the right to change someone’s opinion?” That single question tells him all he needs to know about the candidate and how she would perform on his sales team.Paul Blake, interview with the author, Greater Media Philadelphia, Philadelphia, PA, December 11, 2009.

The Willingness to Learn

You might think that just because you are in school, you are learning everything you need to know for your career. Although you are building a strong foundation, you will continue to learn new things every day when you are working. Salespeople must not only have product knowledge and understand the buying and selling process; they must also learn skills that will make them more effective and efficient as salespeople. For example, in one study on salespeople, executives mentioned that salespeople must be willing to learn more than what appears to be required. Financial skills, negotiating skills, and even speed-reading courses were mentioned as additional training needs.John F. Tanner, Jr., Christophe Fournier, Jorge A. Wise, Sandrine Hollet, and Juliet Poujol, “Executives’ Perspectives of the Changing Role of the Sales Profession: View from France, the United States, and Mexico,” Journal of Business and Industrial Marketing 23, no. 3 (2008): 193. It’s important to note that besides constantly learning new skills, salespeople have to be students of the business. Skills and abilities are developed and fine-tuned over time, and experience plays a role in the learning process. So it stands to reason that salespeople are not “made” simply because they have the title. Just as it takes seven years to become a doctor, three years to become a lawyer, and a thousand hours to become a barber, a great salesperson develops over time.Margaret Norton, “Is the Successful Salesperson Made or Born?” EzineArticles, http://ezinearticles.com/?Is-the-Successful-Sales-Person-Made-Or-Born?&id=1020044 (accessed June 16, 2009). If you’re thinking about pursuing a career in sales, keep in mind that like other professions it takes time, training, and experience to be successful.

The Drive to Succeed

You can’t be successful if you don’t set goals. Great salespeople set goals for themselves, achieve them, and celebrate those achievements. They visualize what they want, then put together a plan to get it.Kelley Robertson, “10 Characteristics of Successful Salespeople,” Business Know-How, http://www.businessknowhow.com/marketing/successful-salesperson.htm (accessed June 16, 2009). The drive to succeed is important not only in sales, but also in life. Consider Olympic swimmer Michael Phelps. He set out to do something that no one else had ever done: win eight Olympic gold medals. It’s instructive to look at his drive to succeed and what he did to prepare for and achieve his goals. While Phelps has had some recent public relations (PR) challenges about his behavior out of the pool, it doesn’t diminish his hard work, drive to succeed, and accomplishments.

Resilience and a Positive Attitude

It’s important to remember that you will hear “no” more frequently than you hear “Yes, I’ll take it.” That challenge, however, is offset by the thrill of victory when the sale is made and a relationship with the customer based on trust is built. You can only succeed when you go the extra mile, by investigating one more lead, going back for the second sales call even when the first hasn’t been successful, and trial closing even if you are not sure you can really get the sale.Dave Kahle, “The Four Characteristics of Successful Salespeople,” Industrial Distribution 97, no. 4 (April 2008): 54. It’s the eternal optimism that pushes you, even when others might think there is no reason to pursue the sale. If you think you can make it happen, you should definitely be in sales.

The Willingness to Take Risks

Has anyone ever told you, “You won’t know until you try”? That statement is especially true in sales. You can set yourself apart by taking smart business risks. Think about how you consider taking risks in everyday life and how they pay off. For example, let’s say you are from a small town and you chose to go to a college in a big city because you wanted to experience something new. That was a risk; it took you outside your comfort zone. But if you hadn’t taken the risk, you would have never known what life in a big city was like. Great salespeople go beyond the norm to explore and test the waters. For example, making phone calls to senior executives that you have never met, networking with people you don’t know, or making a presentation to a room full of customers all involve some level of risk. But getting out of your comfort zone and taking risks is how great opportunities are found.Dave Kahle, “Characteristics of a Successful Professional—A Propensity to Take Risks,” Agency Sales 36, no. 6 (June 2006): 40.

Taking risks in life and in selling is best summed up by Lisa McCullough, a high-profile stuntwoman: “Don’t focus on your fears, focus on what you want.”Lisa McCullough, “Lessons from a Stunt Woman,” video, Selling Power, http://www.sellingpower.com/content/video/?date=3/23/2007 (accessed March 16, 2010).

The Ability to Ask for an Order

It may sound intuitive that successful salespeople shouldn’t be afraid to ask for a customer’s order, but you would be surprised at how often it happens. Most customers want you to ask for their order. “Would you like fries with your hamburger?” “What can I get you for dessert?” and “Would you like to pay with credit or debit?” are all examples of salespeople asking for the order.

A large percentage of the time these salespeople are successful and meet their customers’ needs at the same time. You reduce your chances of being successful if you don’t ask for the order.Monroe Porter, “Six Common Characteristics of Successful Salespeople,” Pro 20, no. 6 (May 2008): 33. In other words, if you don’t ask for the order, someone else will. See why Fred Franzia, founder of Bronco Wine Company and creator of “Two Buck Chuck” wine, thinks that asking for the order makes a great salesperson.

Independence and Discipline

Most sales positions require independence, self-motivation, and discipline. Although these traits may seem contradictory, they are actually complementary. Independence is especially important if you are calling on customers in person. It usually requires travel, either locally by car or by plane, which means that you have to be able to manage your time without being told what to do. In fact, it means that you set your schedule and do what you need to do to meet your sales goals. But having this kind of independence requires discipline. As Michael Janusz, an account manager at ACL Laboratories put it, “I went into sales because of the dynamic environment, competitive aspect, and income potential. I do think there is a shortage of good salespeople. I think this is because it takes a unique blend of skills and a disciplined person. There are many people who can talk well, manage a territory well, or work hard. However, not many can put it all together.”“What Do Salespeople Want?” BizTimes, March 30, 2007, http://www.biztimes.com/news/2007/3/30/what-do-salespeople-want (accessed June 19, 2009). Besides having an independent streak, salespeople must be focused and hardworking in the long term, or they will not enjoy consistent success over time.

Flexibility

Along with the need for independence comes the importance of flexibility. Just as you are able to set your own schedule, you have to be flexible based on your customers’ needs. Most sales positions are not nine-to-five jobs. That means you might be working nights or weekends, or you might be traveling out of town during the week or even long periods of time, especially if you are selling internationally. You have to be available when your customers want to buy. Before you cringe at the prospect of grueling hours and long flights, remember that this kind of schedule may also work to your advantage. You may have some weekdays off, which allow you to enjoy family, sports, or other outings that you might not otherwise have an opportunity to enjoy.

Passion

If you’re not passionate about what you’re selling, how do you expect your customers to believe in you and your product? You have to love what you do, believe in it, and feel passionately about it. Passion encompasses all the traits mentioned above; it’s how they all come together. Passion is the element that sets you apart from other salespeople and makes your prospects and customers believe in you and your product or service. See why Selena Cuff, head of Heritage Link Brands, thinks passion is what makes a great salesperson.

Bringing It All Together

If this seems like a lot of traits, think about the list of traits that might be required to be a doctor, lawyer, or college professor. Every profession requires a lot of those who pursue it. To make it easier, you may want to think about how these traits come together. Mahan Khalsa, founder of FranklinCovey Sales Performance Group and author of Let’s Get Real or Let’s Not Play: The Demise of Dysfunctional Selling and the Advent of Helping Clients Succeed, sums up the traits of a successful salesperson this way: “There are three traits that define a successful salesperson: business intelligence (IQ or intelligence quotient), the ability to create rapport and build trust (EQ or emotional intelligence), and a good way to approach and to follow up sales (XQ or executional intelligence; the ability to execute the sale).”Mike McCue, “Lessons from the Master,” Sales and Marketing Management, March 1, 2008, 22–24.

Want to know what employers look for when hiring a salesperson? This video features Mary Delany, chief sales officer at CareerBuilder.com, discussing what she looks for in candidates for sales positions.

What Will You Be Doing?

The life of a salesperson is never dull. You could be working with a single customer or with multiple customers. You might work in a corporate office, or you might work from your home. You might talk to customers via phone, live chat, instant message, and text, or you might meet with them in their office in your neighborhood, your region, or anywhere around the world. You might be working on research to identify new customers, preparing a presentation for a new or existing customer, meeting with customers face-to-face, following up to get contracts signed, or communicating inside your organization to be sure all goes well to deliver the product or service to the customer on time and on budget. On any given day you might be working on any number of activities to support an existing customer or to approach, present, or close a new customer.

What Can You Achieve?

A job in selling can be a gateway to wherever you want to go. Stanley Marcus, the ninety-three-year-old chairman emeritus of Neiman Marcus, started as a messenger boy, then as a junior salesperson in his father’s store before working his way to the top. Michael Dell started by selling computers from his dorm room.Anna Muoio, “Sales School,” Fast Company, December 18, 2007, http://www.fastcompany.com/magazine/19/one.html?page=0%2C3 (accessed June 23, 2009). Selling could eventually give you fame and fortune, but more immediately it can also give you the satisfaction of providing solutions to people, financial opportunity, and even financial independence. Even in today’s challenging economy, these goals are possible.

Sales drive every company’s growth. When you are in sales, you are responsible for the future of the company. That’s why many sales positions offer unlimited income potential. Sales is considered a pay-for-performanceA compensation method in which earnings are determined based on the results that are delivered. profession.Michael Levens, Marketing: Defined, Explained, Applied (Upper Saddle River, NJ: Pearson Prentice Hall, 2010), 186. That means that you are paid based on your performance, which in this case is sales. Your income is commensurate with the amount of sales you generate; simply put, you can make as much money as you want. This is a major difference between sales and most other disciplines. In most sales positions, you earn a salary and perhaps some other elements of compensation, such as a bonus. In sales, you can determine your income because it is usually not limited to a specific number; it is based on the amount you sell. Although this topic is covered in detail in Chapter 14 "The Power of Learning the Ropes", it’s worth noting here that you have the power to determine how much you want to earn when you have a successful career in sales.

If you want to check out base salaries for sales positions in your area or the area in which you would like to work, go to Salary.com and use the Salary Wizard. You’ll be able to see the average salary, bonuses, benefits, and more.

Is It Inside or Outside Sales?

What is the difference between the salesperson with whom you live-chat on BestBuy.com and the person you talk to in the store? Although both are salespeople for Best Buy, the person with whom you conducted live chat is considered an inside salesperson; the salesperson you spoke with in the store is considered an outside salesperson. Inside salespeople rarely, if ever, meet face-to-face with customers, whereas outside salespeople communicate with customers in a variety of ways, including in-person meetings.Michael Levens, Marketing: Defined, Explained, Applied (Upper Saddle River, NJ: Pearson Prentice Hall, 2010), 184.

For many B2B and B2C companies, the outside salespeopleA salesperson who meets face-to-face with customers and performs a variety of sales functions. An outside salesperson may work with an inside salesperson to serve a customer. are generally the primary drivers of sales and costs of sales, since the outside salespeople travel to meet in person with customers to learn more about their needs, build relationships, and provide consultation and solutions. Inside salespeople usually perform more tactical selling functions such as providing product information (as in the Best Buy example above), following up on details, and keeping the customer informed of basic information.

Companies have traditionally used inside salespeopleA salesperson who performs selling functions such as providing information, taking orders, and following up using communication methods such as telephone, e-mail, text, or fax but does not actually meet with the customer face-to-face. An inside salesperson may work with an outside salesperon to serve a customer. because they are part of a strategy that helps keep selling costs low. Today, many companies are converting outside salespeople to inside salespeople to further reduce selling costs. Advances in technology are blurring the lines between inside and outside salespeople by providing platforms for inside salespeople to be more collaborative and consultative with tools such as video conferences, Webinars, wikis, and more. Traditional thinking is changing, as evidenced in a recent study conducted by the International Data Corporation (IDC), a sales consulting firm, which found that currently 30 percent of revenues are influenced by inside salespeople.Heather Baldwin, “What Does Sales 2.0 Mean for You?” Selling Power Sales Management eNewsletter, March 3, 2008, http://www.sellingpower.com/content/newsletter/issue.php?pc=801 (accessed March 16, 2010). As more companies leverage technology and think differently about customer relationships, the concept of inside and outside salespeople will evolve around the most mutually efficient and beneficial customer relationships, rather than the physical location of the salespeople.

Entrepreneurial Selling

Martha Stewart (Martha Stewart Living Omnimedia), Mark Zuckerberg (Facebook), and Jeff Bezos (Amazon) each had a unique idea for a product or service. And while good ideas are key to building a business, what ultimately made each of these people successful was their ability to sell their idea to their customers and to their investors.

If you have the passion and vision to start your own business, you will need selling skills no matter what business you decide to create. Being an entrepreneur can be exhilarating, invigorating, and exciting. But it can also be challenging, time-consuming, and frustrating. That’s why successful entrepreneurs, like successful salespeople, plan, do their homework, listen to customers, and make ideas and solutions come alive. It’s no surprise that the traits of a successful salesperson discussed earlier in this chapter are the same traits that are required of an entrepreneur. Just like the different types of sales positions covered previously, there are virtually unlimited types of businesses that can be started by entrepreneurs. Consider the fact that the Internet levels the playing field because it provides business opportunities to all businesses regardless of size. Many of these entrepreneurial business opportunities were not available even a few years ago (and will undoubtedly provide new opportunities that don’t even exist yet). So whether you are a Power Seller on eBay or a dog-walker in your neighborhood, you have the power to start the business of your dreams. This course will give you the invaluable skills and the insights necessary to do so. In fact, Chapter 15 "Entrepreneurial Selling: The Power of Running Your Own Business" is devoted entirely to entrepreneurial selling.

Domestic versus Global Selling

Does technology eliminate the need for salespeople, or does it create opportunities to connect the dots between the company and the customer? Are salespeople more important domestically or globally? Is there a different expectation for global selling? Although these are complex questions that could take an entire course to address, you might find it helpful to know that the outlook for personal selling both in the United States and internationally is very strong. According to a study of executives from the United States, France, and Mexico, “Personal selling is not going to go away and the future looks bright.” Furthermore, the study found that with the use of technology, and in many cases because of it, it’s even more important that salespeople not only know the product and the customer, but also the industry and the environment. The diversification of product lines and customers’ needs for ancillary products such as service agreements, maintenance contracts, and multilingual options, make a skilled salesperson even more important in the transaction.John F. Tanner, Jr., Christophe Fournier, Jorge A. Wise, Sandrine Hollet, and Juliet Poujol, “Executives’ Perspectives of the Changing Role of the Sales Profession: Views from France, the United States, and Mexico,” Journal of Business and Industrial Marketing 23, no. 3 (2008): 193.

Companies expand internationally for several reasons, one of which is that business in the United States is extremely competitive, so companies need more opportunities to increase sales and profits. In some cases, the only opportunity for growth is to expand internationally. But international selling presents an additional level of challenges, including cultural, political, legal, demographic, and economic issues. Nonetheless, countries such as Brazil, Russia, India, and China, often referred to as the BRIC nations, are quickly transforming the global economy. China and India account for one-third of the world’s population, and so they represent a huge opportunity for global companies.George E. Belch and Michael A. Belch, Advertising and Promotion: An Integrated Marketing Communications Perspective, 8th ed. (New York: McGraw-Hill Irwin, 2008), 653–57. It’s likely that a company for which you sell will be doing business internationally, and if it’s not now, it will be some time soon. Some global companies include a one- to three-year sales assignment based in a foreign country.

Nonprofit Selling

Nonprofit organizations are those that use their proceeds to reinvest in the cause and are granted “tax-exempt” status from federal and other taxes.Carter McNamara, “Starting a Nonprofit Organization,” Free Management Library, http://managementhelp.org/strt_org/strt_np/strt_np.htm#anchor516676 (accessed June 23, 2009). Religious organizations, charitable organizations, trade unions, and other specifically defined organizations may qualify as nonprofit.Internal Revenue Service, “Tax Information for Charities & Other Non-Profits,” http://www.irs.gov/charities/index.html (accessed June 23, 2009). In fact, your school may be a nonprofit organization.

You might be wondering what selling has to do with nonprofit organizations. The fact is that fund-raising and the development of endowments are actually the lifeblood of nonprofit organizations. Your school may have a director of alumni relations and development. This is the person who secures donations for the continued development of the school and facilities; for example, if your school needs a new athletic facility or classroom building, much of the funding would likely come through the alumni office. Just like for-profit businesses, selling is the engine of nonprofit organizations as well. If you have a passion for a particular cause, such as the green movement, breast cancer, literacy, or education, among others, and want to focus on making a contribution by choosing a career in the nonprofit sector, you can find selling opportunities at many organizations. Although you may want to volunteer for some organizations before you make a career choice, there are paying career fund-raising and development positions in the nonprofit sector. Check out these Web sites to see jobs and job descriptions in the nonprofit sector.

Step 1: Define Your Three Brand Points That Make You Unique and Provide Value to a Prospective Employer

If this sounds familiar, it should be. This was covered in detail in Chapter 1 "The Power to Get What You Want in Life", but it is such an essential concept that it deserves repetition here. If you haven’t identified your three brand points, you should go back and review the section. Your brand points are actually the foundation of your résumé and cover letter; it is in their summary that you compose your brand story.

You might think of creating a résumé that is a chronological summary of your background. This is good, but it is not compelling enough to differentiate yourself amid the sea of résumés. There are two important things to remember when creating your résumé:

1. Tell your brand story with your brand points.
2. Your brand points should be clear at a glance (literally).

Let’s say your three brand points are leadership experience, academic excellence, and community service. Those three brand points make up your brand story, the story that you want to tell about yourself, so your résumé headings should highlight these areas.

To see what this means, review the two versions of the same résumé for Julianna Lanely in Figure 2.7 "Standard Résumé" and Figure 2.8 "Standard Résumé Incorporating Brand Points". The first one was written using a standard résumé approach; the second one was built by incorporating her brand points of marketing and event planning experience, academic excellence, and creative mind-set. Can you see the difference? Which résumé do you think is more compelling? Before you create (or refine) your résumé, identify your three brand points.

Step 2: Choose Your Résumé Format and Font

Now that you have the foundation of your résumé message (or your three brand points), it’s time to choose a résumé format. Executives in all industries encourage students and young professionals (those who have been working for five years or less) not to exceed one page for your résumé. In some cases, it may be difficult to keep all of your experience and accomplishments to one page, so choose those that best tell your brand story. As one executive said, “It better be worth my while to turn to page two.”Connie Pearson-Bernard, “Careers in Communications Night,” presentation at West Chester University, West Chester, PA, March 23, 2009.

There are several appropriate résumé templates available at your campus career center or in Microsoft Word. The downside to some templates is that they are difficult to adjust or adapt. The most important thing to consider when you are choosing your résumé format is to be sure it is easy for the reader to skim. Some formats with horizontal lines separating the categories, or those with dates that precede company and position information, are harder to skim because the reader has to work too hard to see the brand story. See the comments in Figure 2.7 "Standard Résumé" to recognize some things to avoid in your résumé.

It’s easy to create a résumé that looks like Julianna Lanely’s revised résumé shown in Figure 2.8 "Standard Résumé Incorporating Brand Points". Simply watch this short video and see how you can format it.

Once you choose the format you want to use, you should choose a font that you will use for your résumé and cover letter. The font should be easy to read like Arial or Times New Roman (Arial is a bit more contemporary; Times New Roman is more traditional). It’s best to use twelve-point type (or eleven-point at the smallest) for ease of readability. If you need a little more space on your résumé, consider adjusting the margins slightly, keeping at least 0.7 for each margin. You don’t want your résumé to feel crowded or that it is an effort to read.

Step 3: Choose Your Headings and Put the Most Important Ones First

Now that you’ve done your groundwork, it’s time to actually create your résumé. Think about your brand points and then determine the headings you want to use. Use headings that help you tell your brand story at a glance. Don’t focus yet on what you will write in each heading; that will be covered in Step 4.

There are some headings that are standard to include such as “Objective,” “Education,” and “Experience,” but other headings should be used to support your brand story. For example, instead of having a heading for “Work Experience,” be more specific and use “Sales Experience” to highlight that if it is one of your brand points.

One of the most critical things to remember is to put the most important things first. Start with a heading for “Objective,” then “Education.” As you gain more experience in your career, your education will move to the bottom. But at this point, it is a key selling point for your brand.

Now, it’s time to put your brand points to work by choosing headings that tell your story. For example, if academic excellence is one of your brand points, you might consider adding a heading after “Education” called “Scholarships and Awards” or “Honors” to highlight honors and awards that demonstrate your academic excellence. This is the ideal place for things like dean’s list, National Honor Society, or any other awards, honors, or scholarships that you have received.

It’s a good idea for your next heading to reflect one of your brand points such as “Leadership Skills” or “Sales Experience” (or any other specific type of experience). If leadership skills are one of your brand points, it’s better to not make the reader go all the way to the bottom of the page to read about your leadership skills under a generic heading called “Activities.” If it’s important to your brand story, bring your skills into focus in the first part of your résumé with a strong heading like “Leadership Skills.” This section could include athletic, school or professional organization, or any other type of leadership position. If you don’t have leadership skills, don’t worry—you still have a lot to offer. Follow your brand points to tell your story.

Next, include your work experience. This is where you can really make your brand story come alive. Don’t be restricted to a traditional chronological order of your jobs. If you have had an internship in marketing, sales, or other area that supports your brand points, make a separate heading for it, such as “Marketing Experience” or “Sales Experience.” If you have had other jobs, you can simply add another heading after it called “Work Experience” below it. Or if your work experience has a common theme, you might want to name your heading “Retail Experience,” “Customer Service Experience,” or “Hospitality Experience.” This approach tells the reader at a glance that you have valuable experience in the area you want to pursue. You should know that employers look for people who have worked in retail and in restaurants because they know that they can sell and work with customers. Use this type of experience to sell yourself.

If you have participated in projects or activities to support the community, you may want to include a heading for “Community Service.” If you have additional activities that are worth noting, you might consider a heading for “Activities.” It’s best to avoid a long list of generic activities at the end of your résumé, so think about how they tell your brand story. It’s best to include your most recent activities. Although you may include some key activities from high school, it’s better if you can replace those with your more recent activities. It’s not necessary to include the dates of your involvement.

It’s a good idea to have a final heading for “Skills” at the end of your résumé. This should include computer software in which you are proficient such as Microsoft Word, PowerPoint, Excel, Access, Adobe Acrobat, and others. It’s a good reminder to your prospective employer that you are skilled for any position. Although it may seem second nature to you to use these software products, there are employers who didn’t learn them in school so they may not be aware that you are proficient in them.

A few things that should not be included on your résumé are “References available upon request,” “Hobbies and Activities,” or a photo. Prospective employers expect to check your references, you should have more substantial things to put on your résumé than hobbies and activities, and many companies cannot consider résumés with photos as it would be considered discrimination.

See Rakeem Bateman’s résumé shown in Figure 2.9 "Standard Résumé Incorporating Effective Headings" to see how headings are used effectively to highlight his brand points of leadership skills, sales experience, and a committed work ethic.

Step 4: Write Your Bullet Points

Once you have determined your headings, it’s time to make your brand points come alive with bullet points under each heading. Bullet points are better than a narrative format because they are easier for the reader to skim. But, since the reader is skimming, each bullet point is that much more important. Keep your bullet points concise, but specific, so that each delivers powerful information.

Start with your objective and write a short, specific goal. One sentence is perfect; you don’t have to be flowery or profound. Something that helps the reader understand what you are looking for is best. For example, if you want to get a job in pharmaceutical sales, your objective might be, “To obtain a sales position at a pharmaceutical company.” Or you might want to get a job in an advertising agency so your objective might be, “To obtain a full-time position in account management at an advertising agency.” Short, sweet, to the point, and effective.

For your education, include the formal name of your college or university, city and state, formal degree (e.g., Bachelor of Arts, Communication Studies), and year or expected year of graduation. It’s not necessary to include the range of years you attended school. Now that you are in college, it’s best to remove your high school education. See Figure 2.9 "Standard Résumé Incorporating Effective Headings" for an example of how to list your education. You may be interested to know that your grade point average is not a requirement on a résumé. Generally, if your GPA is 3.5 or above, you may want to include it.Kim Richmond, Brand You, 3rd ed. (Upper Saddle River, NJ: Pearson Prentice Hall, 2008), 156. The fact is most business people don’t recognize the significance of a GPA unless it’s 4.0. So, if academic achievement is one of your brand points, you should consider adding a heading for “Scholarship and Awards” to demonstrate your accomplishments and make them come alive for the reader. If academics aren’t your strong suit, don’t include your GPA; just list your education.Kim Richmond, Brand You, 3rd ed. (Upper Saddle River, NJ: Pearson Prentice Hall, 2008), 156. If you have studied internationally, you might consider a heading or subheading named “International Study.” Include the program name, school, and countries visited, as well as the dates of the travel.

Awards or honors can be listed as bullet points under the “Scholarship and Awards” heading. For experience headings such as “Leadership Experience,” “Sales Experience,” or “Customer Service Experience,” list the name of the company, city and state, your title, and dates of employment. If you use boldface for the company name, it stands out and helps the reader see at a glance where you have worked. The bullet points in these sections are critical to setting yourself apart; they should be concise and specific, but descriptive, and they should focus on accomplishments and contributions, not a listing of activities or tasks. This will most likely take some time to write these bullet points, but it will be time well spent. Consider the difference between these two bullet points to describe a position at a restaurant:

• Took orders over the phone and in person

  This statement can be more powerful when restated with quantitative details:

• Provided customer service to over 100 patrons during every shift, including taking orders by phone and at table-side; named Associate of the Month in August 2009

Consider the difference between these two bullet points to describe administrative responsibilities at an office:

• Filled in for receptionist, answered phones, processed invoices

  This line can be more powerful when restated in the following manner:

• Provided administrative support for the 30-person office; created new work flow for processing invoices that reduced turnaround time by 2 days

Consider the difference between these two bullet points to describe responsibilities as a bank teller:

• Processed customer transactions

  This statement can be more powerful when restated as the following:

• Processed over 80 customer transactions daily with 100% accuracy.

Your bullet points should help reinforce your brand points with details of how you delivered on those points. It might be helpful to write down all the things you did at each job and then identify the stories you can tell for each job. This is how you demonstrate traits such as ability to multitask, organizational skills, teamwork, and other skills.

Step 5: Review, Check Spelling, Proofread, and Repeat

It’s true that some résumés are never even considered because of a typo or grammar error. After you finish your résumé, take a break, and then review it objectively. Does it clearly tell your brand story? Are your brand points the most important topics? If someone read your résumé, what would that person think you have to offer? Make any necessary adjustments. Then spell-check and proofread it carefully. It’s a good idea to ask some people you trust—perhaps at your campus career center, a parent, professor, or mentor—to review and proofread your résumé. You can’t be too cautious.

When you are satisfied that your résumé is perfect, print it on twenty-four-pound paper (you can buy it at your campus bookstore or any office supply store or Web site).

Step 1: Start with Your Three Brand Points

Maybe you are dreading the thought of writing a cover letter. It’s easier than you think, since you have already identified your brand points. Write a summary statement for each of your three brand points. In other words, if you only had one minute to talk about your three brand points, what would you say about each one? Write two concise sentences for each point. It might be rough right now, but it will become the core of your cover letter.

Step 2: Understand the Elements of a Cover Letter

Now you just need to know how to structure your brand story to make it come alive for the reader. A cover letter has three major sections:

1. First paragraph. Introduction and purpose for your letter.Kim Richmond, Brand You, 3rd ed. (Upper Saddle River, NJ: Pearson Prentice Hall, 2008), 162.
2. Second paragraph. Reasons why you will bring value to the company (this is where you include your brand points).Kim Richmond, Brand You, 3rd ed. (Upper Saddle River, NJ: Pearson Prentice Hall, 2008), 162.
3. Third paragraph. Closing and follow-up.Kim Richmond, Brand You, 3rd ed. (Upper Saddle River, NJ: Pearson Prentice Hall, 2008), 162.

Since business people skim cover letters and résumés, it’s a good idea to use boldface to highlight your brand points.Kim Richmond, Brand You, 3rd ed. (Upper Saddle River, NJ: Pearson Prentice Hall, 2008), 162. Take a look at the cover letter in Figure 2.10 "Effective Cover Letter" to see how your brand points become the focus of your cover letter. It’s important to repeat the highlights of your résumé in your cover letter so the reader can see at a glance how you can bring value as a prospective employee. Since you only have a few seconds to “sell” the reader on the fact that you are the right person for the job, you want to introduce the highlights in the cover letter and then provide the details in your résumé. Your cover letter and résumé work together to tell your brand story.

Besides the three core paragraphs of your cover letter, you will also want to know about the appropriate way to format a cover letter. Your cover letter should be limited to a single page and should include the same font that you used for your résumé. See Figure 2.11 "Elements of a Cover Letter" for all the elements of a formal cover letter.

Step 3: Write Your Cover Letter

With your brand points in mind and the structure of a cover letter clearly defined, now you can get to writing. This is the place where you are able to demonstrate you personality and your selling skills. You can make your cover letter a powerful lead-in to your résumé and sell your prospective employer on the reasons why you should come in for an interview. As with your résumé, be sure to spell-check and proofread your cover letter carefully. Review your cover letter and résumé together to be sure your brand story is clear and powerful. Look at Rakeem Bateman’s cover letter and résumé together in Figure 2.12 "Sample Cover Letter and Sample Résumé" to see how the two documents can work together and really set you apart just at a glance.

This cover letter can be the basis of the letter you use for most situations. Now that you have your cover letter, you should adapt it and personalize it for every situation. For example, if you are applying for a job that is posted online, adapt the letter to show how your brand points address the needs of the position. You may even want to create one or two new brand points that also define your brand that you can change based on the job posting.

It’s best to use your cover letter whenever you send your résumé to someone, whether you are responding to a job posting, networking, or sending out letters to your target companies. The Selling U section in Chapter 8 "The Preapproach: The Power of Preparation" includes several ways to get your cover letter and résumé out to prospective employers.