The Sales Archaeologist

Hiring great sales people is something that companies have struggled with for decades. The problem transcends all verticals, geographies and industries. When we are asked to help with that we focus on a number of areas, makes some major adjustments and then as the new hiring process is implemented we anxiously await the feedback from our client. This is how we know our process is effective.

I just returned from training 20 or so new hires at a company in Silicon Valley. This client had allowed us to transform the way they sought and hired sales candidates. I had previously visited and conducted training there in May of 2010 and with the EMEA team in October. How do I know that our process is working? Because of their response to training. These new hires were 20 times better than the previous group - engaged, active, asking more questions, participating, attentive and making application.

The way people "feel" about sales training and how they respond is indicative of the quality of that sales person. Great sales people are always seeking to improve and they view training as another avenue to do that. Weak sales people are threatened by training because it might require them to step out of their comfort zone and do something they don't like.

Historically speaking great leaders have always had their own ways of "screening" people that they choose to surround themselves with. Henry Ford would watch how they eat and Julius Caesar was concerned with their posture. As a business leader how to you qualify the people that you invite to join your organization as part of the sales team? Do you have a process? Does it look just like the process you use for anyone else except you add "sell me this pen" to make it a sales interview? If so, you probably need some help.

photocredit- utexas.edu