He says, she says: Identify key traits to hire good salespeople

Danita Bye and Todd Anderson

Growth -- the eternal quest for most businesses -- requires more revenue, more sales, and therefore more pressure on sales management. Perhaps the most fundamental challenge facing sales management is hiring the right salespeople to meet revenue and margin objectives.

New-hire turnover within the first year ranges from 25 to 50 percent, according to Minneapolis-based Schall Executive Search Partners. That's a double whammy in wasted money and delayed growth. Two Twin Cities sales-management consultants -- Danita Bye, Medina-based Sales Growth Specialists principal, and Todd Anderson, president of Edina-based 10,000 Foot View -- share their views about how to avoid hiring pitfalls.

• What is the most fundamental hiring requirement?
• What is the biggest recruiting mistake?
• What is the best practice for identifying good salespeople?
• Why do good candidates fail?
• How can companies improve their hiring track record?

What is the most fundamental hiring requirement?

DB: The first step is to identify the requirements of the sale. If a company positions itself as a price leader, someone who sells on price is ideal. For a value proposition, a salesperson who can craft a business solution selling at higher margins is required. Also, some salespeople are successful with technical decision makers, while others do best with C-level decision makers.

TA: I caution clients against trying to duplicate the traits of a specific successful salesperson. Avoid zeroing in on what you believe is the single most important trait.

What is the biggest recruiting mistake?

DB: Fixating on a candidate's ability to bond. The interviewer mistakes a warm, engaging personality for the ability to perform. Plus, the interviewer fails to explore the more critical underlying sales beliefs that can either support or sabotage a candidate's success.

Compromising the position's requirements is another widespread mistake. Don't accept the best candidate at the time even if the candidate doesn't meet the criteria.

TA: A limited understanding of what is being sold. For instance, getting too hung up on the technical specs of a technology product, when, in fact, the focus should be on the value of the entire customer experience. This may include service packages, time to implementation and return on investment.

Companies tend to rush the hiring process because of pressure to fill slots and build the revenue pipeline. If you compromise the process, the results can be costly.

What is the best practice for identifying good salespeople?

TA: Look for internal energy -- a strong desire to succeed. Candidates with internal energy learn on their own and remove obstacles. Bear in mind, though, that a strong display of external energy doesn't automatically guarantee internal energy. However, it is a prerequisite. You have to spend some time asking good questions to find out where the candidate's natural energy resides and find out what really gets them in gear.

DB: Make sure the candidate has four key qualities: First, an incredible desire to be successful in sales. Second, an unconditional commitment to being successful. Third, the candidate takes personal responsibility for success and does not offer excuses for failure. And finally, a positive outlook about him or herself, the industry, and what he or she is doing enables the candidate to take risks, combat objections and counter negative energies.

Why do good candidates fail?

TA: Lack of alignment between a candidate's belief system and the candidate's understanding of the company's culture and the position's expectations.

DB: Sometimes the right person fails, because sales management hasn't identified expectations or provided a good quick-start program to bring him or her up to speed.

How can companies improve their hiring track record?

DB: The best way to improve hiring effectiveness in sales is to define the work and the processes that the position entails and identify the characteristics that are essential for success.

TA: Use objective assessment tools that provide a complete picture of candidates you are seriously considering.