| Most of us have read dozens of times already about | | | | reading something. Top producers don't get to be that |
| the enormous costs that come with hiring the wrong | | | | way by accident. In every case, they are committed to |
| salesperson. First, there is the money spent on salary, | | | | their industry and profession, always looking for a way |
| training, and benefits. And that's to say nothing of the | | | | to improve or gain an edge. The way someone |
| lost business and missed opportunities that come with | | | | answers this question tells you quite a bit about how |
| a weak producer - figures that don't always show up | | | | serious they are as a salesperson, what direction their |
| on a balance sheet, but can make or break your | | | | career is headed, and whether you can expect them |
| company. | | | | to keep growing as a professional. |
| Another hidden expense, and one that isn't highlighted | | | | #3 E-mail Question: What kind of manager do you like |
| that frequently, is the cost of the sales manager's time. | | | | to work with? Briefly explain why? |
| I have yet to meet a supervisor with a wide-open | | | | There are two things that really matter in the answer |
| calendar, and every hour spent reviewing resumes, | | | | you get to this question. The first is that top-performing |
| screening prospective employees, and interviewing | | | | salespeople are self starters; they are very likely to |
| new candidates takes them away from their other | | | | want a supervisor who can support them, and mentor |
| responsibilities. That represents time that could have | | | | them from time to time, but otherwise get out of the |
| been spent mentoring young salespeople, finding ways | | | | way. The last thing you or any other sales manager |
| to deepen existing relationships, or otherwise bringing in | | | | needs is a producer who is going to need their hand |
| new business. | | | | held at regular intervals. The second thing to notice is |
| For that reason, I would like to introduce you to a five | | | | that some candidates will use this question as an |
| step process for finding and hiring great sales | | | | excuse to blame their former manager for poor |
| candidates. In a nutshell, they are: e-mailing job | | | | performance. This should be in an enormous red flag |
| candidates, arranging a phone interview, meeting them | | | | to you, as the best salespeople typically take |
| in person, getting a good personality assessment, and | | | | responsibility and work around obstacles. If they're |
| the follow up and final interview. There's nothing magic | | | | already looking to give you a reason why things aren't |
| in any of them, but that's because they're not designed | | | | going their way, take that as a sign to proceed with |
| to reinvent the way you recruit - just streamline the | | | | caution. |
| process so that it takes a lot less time and effort to | | | | #4 E-mail Question: How important is it to you to make |
| identify potential sales superstars to join your staff. | | | | a lot of money in sales and what do you consider to |
| In this article, I want to focus on the first step in the | | | | be a lot of money? What else, besides money |
| system: e-mailing potential candidates who want to | | | | motivates you to achieve success in sales? |
| work on your sales team. This serves a couple of | | | | While money sometimes gets a bad rap, it's a pretty |
| valuable purposes: first, it takes some of the immediate | | | | established fact that most superstar producers are at |
| time pressure off you. By having a set of pre-written | | | | least partially driven by the prospect of getting a big |
| questions you can send to new candidates, you're free | | | | paycheck. If your candidate admits that they aren't |
| to continue working on other things while you wait for | | | | really bothered about the dollars and cents, know that |
| the responses to come back. And secondly, as you'll | | | | they might not be as driven as you'd like. Another thing |
| see in just a moment, it helps you to weed out a large | | | | to look out for is a realistic range. You already have a |
| number of men and women who were never going to | | | | good idea of what a top salesperson in your industry |
| be a great fit. In order to see why, let's take a look at | | | | can expect to make. If the salesperson quotes a |
| the five questions you should send to anyone who | | | | number that's far lower than that, they might not be |
| wants to join your sales team before you ever spend | | | | mentally ready to make the jump yet. Or, if they throw |
| time meeting with them, in person or on the phone: | | | | you a figure that's just not attainable at your company, |
| #1 E-mail Question: What has been your most | | | | recognize that this person, whether they work out or |
| significant sales accomplishment in the past three or | | | | not, could be hard for you to hold on to in the future. |
| four years? Briefly describe the accomplishment, any | | | | #5 E-mail Question: How would you rate your sales |
| challenges you had to overcome, and what you had to | | | | skills on a scale from 0-10? Briefly describe what you |
| do to achieve success. | | | | do best and what you would like to improve. |
| At first glance this might seem like a high school essay | | | | This is the most open-ended of all the questions, but |
| question, but it's a great inquiry. On the one hand, it | | | | that's because you're trying to get a glimpse inside the |
| gives the salesperson a chance to tell you - very | | | | producer's personality. By giving them a chance to tell |
| specifically and in their own words - what they have | | | | you something about their confidence and skills, you |
| done. While the actual answers you get (which are | | | | open the door to all kinds of responses. Obviously, |
| likely to revolve around opening new territories, | | | | you're not hoping to hire any salesperson who |
| increasing sales by a certain percentage, etc.) are | | | | considers themselves to be below average, but neither |
| going to vary, it's a good sign if the candidate can back | | | | should you be looking for a person who isn't prepared |
| up his or her claim with some hard numbers. | | | | to grow and improve. |
| And on the other hand, this first question will remove a | | | | Don't Waste Your Time: |
| lot of weaker salespeople from the equation. A | | | | By putting these five questions, via e-mail, to anyone |
| producer with a very mediocre record will be deterred | | | | who wants to sell for your company, you save |
| by having to answer a question like this off the bat - | | | | yourself a lot of time and effort in weeding out |
| which is a good thing. The point isn't to find out | | | | candidates. Remember, the best will cherish the |
| everything about everyone, but to let the best rise to | | | | chance to show off their accomplishments and |
| the top. | | | | communication skills, while the less driven either won't |
| #2 E-mail Question: How many sales books do you | | | | attempt the exercise, or will disqualify themselves with |
| have in your personal library? What is your favorite | | | | vague or unfocused answers. |
| sales book, and how did you apply the information | | | | Practice using your inbox to cut out the time it takes |
| (points - ideas - techniques) to improve your sales? | | | | for you to fill open sales positions. It won't just save |
| Don't worry, you aren't going to have to start a book | | | | you countless hours reviewing resumes and cover |
| club to find good people to hire. The point to this | | | | letters, but it will also leave you better prepared for the |
| question isn't to worry about which individual titles the | | | | next step in the recruiting and hiring process: a brief |
| candidate has read, but to verify that they've been | | | | phone interview. |