Every business owner who has hired a salesperson knows the feeling. The candidate interviewed like a pro. They were confident, experienced, likable, and even had stories of huge deals they closed in the past. A year later, you’re wondering what went wrong. What is the cost of making a bad sales hire, and what can you do to prevent a bad outcome?
The price tag is bigger than you think
The obvious costs are lost salary, recruiting fees, and onboarding resources. There’s more cost involved than you might think. A struggling salesperson burns through their territory and leaves prospects with an impression that’s hard to repair. Managers spend hours coaching someone who won’t last a year on the team. Deals that should have closed are lost to competitors. After a year of frustration, you decide to make a change. Then you start the process over.
Why good interviews can produce bad hires
Salespeople know what an interviewer wants to hear, and an interview is just another sales call for them. Many businesses hire the candidate they liked the most, which often means the one who made them feel good for an hour. These candidates might even flash an impressive resume full of awards, accomplishments, and accolades. You know the type: the guy or gal you see leading your business to record growth after the first conversation.
What to look for instead
Behaviors. These are the activities that keep a healthy pipeline of prospects. Get clear answers on prospecting strategy and the number and type of activities you can expect. Behaviors are a leading indicator for future success. Ask for examples of successful prospecting efforts that led to effective pipeline management and closed deals.
Attitude. The mindset of a seller is crucial for long-term success. Does the candidate get emotionally involved in the selling process? Do they handle rejection well? Do they have a high need for approval that can lead to making costly concessions because they want to be liked by their prospects? You want someone who treats a no as a pass to move on to the next prospect, not the reason they won’t get back after it the next day.
Techniques. Great salespeople aren’t born with the skills needed to effectively manage a territory, conduct a good discovery meeting, or make a cold call that leads to a confirmed appointment. Those skills must be developed, which means a candidate must be coachable. Have your candidate explain their sales philosophy and give examples of lessons learned from past wins or losses. Who helped them figure out their mistakes, and what did they do to fix them in the future?
Slow down to make the right hire
When it comes to hiring salespeople, the truth is, there is always risk involved. That’s why having a well-planned interview process and onboarding strategy is so important.
Ask yourself: Could I spend a couple of days in the field with this candidate without wanting to jump out of the car? Avoid the temptation of putting a “warm body” in the field. Hiring salespeople has its challenges, but you can mitigate costly mistakes by being more deliberate and patient with the process.
Arthur Gonzales is managing director of Sandler by Cypress Consulting Group LLC. He is a business consultant focusing on sales team and leadership development through the Sandler Training method. He operates out of Mobile covering Alabama and the Gulf Coast region. He can be reached via email at [email protected] or by phone at 803-509-3873.
