In the dynamic relationship between empathy and ego drive, each must work to reinforce the other. The companies were hindered in the preselection process by flaws in the prevailing forms of aptitude testing. Test takers could easily give answers they knew the test givers wanted to hear, in part because the tests sought to identify psychological traits rather than the personality type most capable of selling. After the expenditure of millions of dollars and 35 years of research, the turnover in the insurance industry remains approximately 50% within the first year and 80% within the first three years. It was the obvious need for a better method of sales selection that led us to embark on seven years of field research in this area. The article that follows is based on the insights we gained as to the basic characteristics necessary for a salesman to be able to sell successfully.
Ability to feel. Empathy, the important central ability to feel as the other fellow does to be able to sell him a product or service, must be possessed in large measure. Having empathy does not necessarily mean being sympathetic. This is the salesman with poor empathy.

This is the salesman with good empathy. He senses the reactions of the customer and can adjust to these reactions. He is not simply bound by a prepared sales track, but he functions in terms of the real interaction between himself and the customer. Sensing what the customer is feeling, he can change pace, double back on his track, and make whatever creative modifications might be necessary to home in on the target and close the sale.

The second of the basic qualities absolutely needed by a good salesman is a particular kind of ego drive that makes him want and need to make the sale in a personal or ego way, not merely for the money to be gained. His self-picture improves dramatically by virtue of conquest and diminishes with failure. Because of the nature of all selling, the salesman will fail to sell more often than he will succeed. Thus, since failure tends to diminish his self-picture, his ego cannot be so weak that the poor self-picture continues for too long a time.

A subtle balance must be found between an ego partially weakened in precisely the right way to need a great deal of enhancement and an ego sufficiently strong to be motivated by failure but not to be shattered by it. The salesman’s empathy, coupled with his intense ego drive, enables him to home in on the target effectively and make the sale. He has the drive, the need to make the sale, and his empathy gives him the connecting tool with which to do it.
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