Gender parity in sales

27 November 2024

SHELLEY WALTERS considers how to bridge the gap between talent and representation

The sales industry is rife with contradictions, presenting a complex landscape where gender disparity and performance often seem at odds. On the one hand, it remains heavily male-dominated, with men representing approximately 68.4 per cent of all sales professionals and women only 31.6 per cent.¹ This disparity is especially pronounced in high-paying sectors like medical device sales and automotive sales, where women are even more underrepresented. On the other hand, despite these numbers, women often outperform their male counterparts in critical metrics, such as closing rates and meeting sales quotas. Women, on average, boast a 54 per cent closing rate compared with men’s 49 per cent,² and 70 per cent of women hit their sales targets versus 67 per cent of men.³

These statistics paint a complex picture of the sales industry – a field where women remain underrepresented despite their proven abilities, particularly in lucrative and influential positions. This imbalance is more than just a numbers game; it highlights deeper, systemic issues within the profession and society.

The underappreciated skills of women in sales

Women in sales bring to the table a set of skills that are not just vital to success, but increasingly necessary in today’s market. Empathy, active listening, relationship-building and a collaborative approach are all attributes that some might say many women naturally excel in. These skills are not just beneficial, they are essential, and they directly contribute to their higher closing rates and quota achievements.

However, these strengths are frequently undervalued in an industry that has historically emphasised traits more traditionally associated with male professionals – aggressiveness, assertiveness and a hard-nosed approach to selling. This traditional view of sales has created an environment where women are often overlooked for top roles despite their ability to deliver results.

Why the disparity?

So, why does this gap exist? Part of the answer lies in the entrenched biases and stereotypes that continue to shape perceptions of what makes a successful salesperson. The sales profession, like many others, has long been influenced by a ‘boys’ club mentality, where male-dominated networks and mentorship opportunities often exclude women. Furthermore, the lower barrier to entry in sales compared with other professions has led to a devaluation of the craft itself, with sales skills often being viewed as less specialised and, therefore, less worthy of recognition.

This undervaluation is compounded by the fact that sales, at its core, is about much more than just pushing products. It’s about understanding the customer’s needs, building trust and providing solutions that genuinely add value. These are areas where women have consistently shown they excel, yet the industry’s structure does not always reward these competencies as it should.

A historical perspective

Ever wondered when the first all-female sales force was established? It might surprise you to know that it dates back to 1886, when Avon pioneered this initiative. Long before women had the right to vote, Avon was giving them the right to earn. This historical milestone proves that women have been bringing in sales for far longer than most people realise, demonstrating their capability in this field from the very beginning.

The path forward: Recognising and valuing true talent

The path to gender parity in sales isn’t just about increasing the number of women in the profession — it’s about recognising and valuing the diverse skills that all sales professionals bring to the table. Companies must shift their focus from traditional, outdated notions of what makes a great salesperson and instead embrace a more holistic view of sales acumen — one that values empathy, relationship-building and the ability to truly understand and meet the customer’s needs.

To create a more inclusive and equitable sales environment, businesses need to actively work on dismantling the barriers that have kept women out of leadership roles in the industry. This includes creating mentorship programmes specifically designed to support women, promoting a more flexible work environment that can accommodate the different life demands women may face, and ensuring that the criteria for promotion and recognition are aligned with the skills that actually drive success in sales.

Conclusion: A hopeful outlook

While the current landscape of sales is marked by disparity, there is a growing recognition of the need for change. Companies that prioritise diversity and inclusion are not just ticking a box – they are tapping into a broader range of skills and perspectives that can drive better results for their business.

The future of sales can and should be one where talent, not gender, is the defining factor of success. By acknowledging and addressing the existing biases, and by placing true value on the skills that women bring to the table, the sales profession has the potential to not only close the gender gap but also to elevate the entire profession.

In the end, building a more inclusive sales industry is not just the right thing to do – it’s also a smart business move. And that’s something we can all feel hopeful about.

References

SHELLEY WALTERS brings over 23 years of B2B sales experience, with a record for delivering exceptional sales performance. Her company, The Sales Counsel, offers training and support for sales teams both live and online. An award-winning keynote speaker, Shelley has helped individuals and groups globally in mastering the sales process.