recruiting

Sales managers and recruiting: the Don'ts and the Do's

Professional sales managers are essential for a successful sales team. They keep the spirits high, lead by example, hold people accountable and assist in developing the team as to aim for outstanding results. And they do much more.

There is one aspect of their responsibility which need urgent attention: recruiting the right people for their team. A situation which has become a frequently returning issue.

So why am I writing this on a cloudy Wednesday afternoon?

Because again I was confronted with a situation this week, which could cost a customer a lot: the sales manager has a candidate who knows the business! And because of that, it’s the ideal candidate!

This is the reason why I’d like to get your attention for the following Don’ts and Do’s when recruiting sales professionals.

The Don’ts:

  • Choose sales people who are like you
  • Use biased closed questions during an interview
  • Talk too much. Limit your talking to max 20% of the time
  • Make assumptions. Always ask even when you think you would know the answer. Assuming can help a candidate escape giving the right answers
  • Reject a good candidate because you think he or she might be a threat to your position. In fact most superiors judge you on your ability to build a strong team!
  • Choose a candidate just because he or she knows the business. If they have no drive to be successful in sales they will never do what is expected from them.
  • Choosing sales people based on knowing the market, gender, looks, smile, verbal skills, being nice, etc. It’s performance that counts.

The Do’s:

  • Use above all, an objective and sales dedicated assessment
  • Ask for qualified references and contact these references
  • Discuss thoroughly the previous 3 to 5 years’ performance during the interview
  • Prepare and ask smart questions. One example: don’t ask “did you reach your target?” but ask “what percentage of your target did you reach?”
  • Observe if the candidate asks good and relevant questions or just talks a lot
  • Find out what made them choose the occupation of sales
  • Be on the alert for any sign of mediocrity. This might indicate low performance in sales.
  • Be critical and don’t be misled by, so called, sympathetic candidates. Be aware that they tend to break up in difficult situations.
  • Be sceptical: check facts and CV's
  • Plan breaks between interviews with candidates. You need to reflect, relax and prepare for the next interview.

And remember this: a hiring mistake sets you back in revenue and will cost you dearly!

Call me if you want to know more.

The death of the fire-and-forget sales missile

In recruiting we often bump into the following situation: a sales candidate was found through recommendation by business acquaintances and hired with high expectations. He’ll be the man! In the first week of work the new sales person is hailed with great enthusiasm. A car, smartphone, laptop and or tablet are provided and off he or she goes into the highly competitive and turbulent market. All the luck is wished to this enthusiastic person with a wonderful job.

Then during the course of the next 6 to 12 months something odd happens: sales don’t develop like they are supposed to do. The pipeline is half empty or less and questions about delivered proposals are answered with “we are close to closing”. The sales cycle starts to stretch and success is further away than ever. Then this sales person who started off with so many expectations ends up leaving the company silently through the backdoor. The organization has lost € 100.000,00 to € 300.000,00 or more in costs of the sales person and unrealised sales, as well as all the time, energy and effort spent in recruiting this person.

The reason of this mishap is often found in the way sales people are prepared for the job: none what so ever! Management initially understood that the new candidate was a champion in sales and the person is now treated like a “fire-and-forget sales missile”. No guidance or coaching is provided because the sales person is experienced enough. They will find their targets without help. Just like the above mentioned missile. This is a recipe for disaster.

In practice this means that management relies on the fact that successes of the past are a guarantee for the future. This is the biggest mistake that a manager can make. A costly mistake!

So how do you avoid this?

  • Right on the first or second day of work, have a meeting with the new sales person and discuss the following:
  • What you expect from the sales person regarding performance, behaviour and attitude
  • What you appreciate of sales people in general and this person in particular (like taking initiative, finding creative solutions, etc)
  • What you do not appreciate (e.g. negative behaviour, coming with problems instead of solutions)
  • Share your goals. The sales person is part of your team and is also part of your success
  • Discuss and set goals for the first 6 months which should be monitored monthly. Goals should be set from the first weeks
  • Ask for a plan with a timeline and review this together

By executing this approach you achieve a rapid ramp-up with quick and sustainable results. Why? Your new sales person knows what is expected from them, they have a plan which is known to you and which gives you insight in their approach to the market. This in turn makes it easier for you to assist and coach. By operating this way you avoid costly mistakes and increase the success rate for your newly appointed sales person dramatically

Contact me if you want to know more.