As we stated in our previous blog, Talent is the main predictor of sales performance. Talent has 2 major components:
- Potential which is dictated by DNA and cannot be created but can be developed and maximized through training, coaching and experience.
- Skills, Competencies, and Knowledge which can be developed through coaching, training, and experience.
Ultimately, it is potential that sets the stage for performance.
Predicting sales performance starts with accurately assessing a candidate’s potential—giving sales leaders a clear view of the ROI when developing that individual, whether they’re new to the role or seasoned. The most effective sales leaders prioritize measuring potential before investing time and resources—avoiding the costly mistake of developing candidates who deliver only average results.
As a hockey player, coach, and Sports Psychologist for an NHL team, I’ve seen two powerful examples where raw talent defied both expectations and the data: the 1980 Miracle on Ice and the 1972 Canada-Russia series. On paper, the underdogs didn’t stand a chance—but the outcomes told a different story. The difference wasn’t in skills or trainables; it was something deeper. It was their DNA—competitiveness, grit, emotional energy, and, most importantly, chemistry. These are the intangible traits that don’t show up on a stat sheet but ultimately decide the outcome.
The question becomes “Can AI assess the intangible or human factor?” AI is powerful—it brings the brain. But human intelligence brings both the brain and the heart. For AI to be truly predictive, it needs accurate, measurable data—and while skills and experience can be quantified, the intangible qualities that drive sales success—what we call Sales DNA—require a deeper kind of intelligence. It’s the human insight that AI alone can’t replicate.
Our research at Self Management Group has identified three personality source traits that consistently predict long-term Sales Potential (ie. Sales DNA), especially within the first 6-18 months.
EP – Enterprise Potential – predicts prospecting and business development
AP – Achievement Potential – predicts motivational mix and closing
IP – Independence Potential – predicts coachability and team fit
Together, these form the basis of our POP™ (Predictor of Potential) assessment, which generates the Predictor Score. For competitive sales roles (such as those in the financial services), we weight the traits as follows: EP 50%, AP 35%, and IP 15%. If sales consultants prospect through daily activities they will survive. If they prospect and close, they will excel. If they fit the coach (chemistry) they will thrive and stay.
One of our most compelling findings is that during recessionary periods, high-potential sales professionals actually increase their activity and performance. In contrast, average and lower-potential reps often reduce their efforts, become discouraged, and may even quit—dramatically widening the performance gap. As the saying goes in golf, “Hard work outperforms talent when talent stops working hard.” Our research consistently shows that top sales performers share one key trait: a strong work ethic. It’s the result of a powerful interaction between innate potential (DNA) and the environment that supports and challenges them. In our Self Management Training and Coaching programs, we refer to the talented but low-activity performer as a “Talent Trap.” They have the skills and knowledge to succeed, but lack the consistent effort needed to deliver results—a gap often rooted in their Sales DNA.
Team cohesion and synergy are rooted in chemistry—a deeply human factor that AI can’t truly assess. We’ve all experienced that instant connection with someone. AI might explain why they’re likable, but it can’t predict the spark, the gut instinct, or intuition behind it. That spark comes from the heart, not the head.
We see this in sports all the time: an average player joins a new team and thrives—not just because of skill, but because of the chemistry with teammates and coaches. The opposite is also true: a star player can underperform in the wrong environment. Sales teams are no different. Chemistry matters, and it can make or break performance.
Predicting sales performance starts with accurately assessing Sales Potential (Sales DNA) and pairing it with a targeted development plan. Sales Potential defines the ceiling of future performance, making selection decisions true investment decisions based on ROI. Choosing the right professionals requires both art and science—and that’s where the POP™ comes in.
Our POP™ assessment is more than a tool—it’s a Predictor Of Potential and a Predictor Of Performance.
Written by John C. Marshall, PhD – CEO of the Self Management Group