The Center for Sales Strategy Blog

Today we have a guest post from Danny Wong. Danny is a marketing consultant, sales strategist and writer. He does marketing at Tenfold, a seamless click-to-dial solution for high-performance sales teams. Connect with him on Twitter @dannywong1190.

Growth is good — it means that goals are being met and revenue is up. But hiring new team members brings challenges. The responsibilities of a sales manager change drastically as your sales team expands. Managing a modest team of five to 10 reps is easy when compared to overseeing a department with 30, 40, or 50 salespeople.

Here are three things you must keep in mind as a sales manager as your team begins to grow from small to large:

Do you ever tell horror stories about the worst hire you ever made? These bad experiences tend to stand out, don’t they?

High turnover is a big problem for many sales organizations and hiring the wrong people for the job can be a big contributor to that turnover. It’s extremely important that you hire people with the right talents for the position.

Do your due diligence before you hire someone so you are not surprised by mediocre performance later. Perfecting your interview process will help you to put the right people in the right positions.

Here are some tips on how to get the most from a candidate interview:

I’m in the midst of touring colleges with my son. There are so many choices and great things about all the schools. There are the big SEC football schools, schools in college towns and big cities, large campuses and small. So how will he choose? Finding the right fit when you are a senior in high school seems like such a concrete and monstrous decision.

The same can be true when graduating from college and looking for a job. What do millennials look for when searching for their “perfect” job? Many articles have been written about what they are searching for—collaborative work environments, recognition, opportunities for growth, flexible hours and a purpose to name a few. How does your company stand out to this group?

Sales leaders, like teachers and other influencers, have the power to develop or destroy, to mentor or marginalize, to coach or to crush.

That’s a significant impact on a business and the drivers of that business's success, its people. That power can be used to foster positivity or negativity.

Sales Leaders Can Make Or Break Their Organizations

Many sales leaders who have direct reports, such as a sales department, may be in their positions not based on their talents for coaching or developing and contributing to the bottom line, but rather because of relationships and quid pro quos. Or the hiring manager may have succumbed to the “Halo Effect” during the interview. The Neilson Norman Group describes this in this way: The Halo Effect is when one trait of a person or thing is used make an overall judgment of that person or thing. It supports rapid decisions. It’s based on subjectivity vs. objectivity. It’s a decision that can wreak havoc once that hire enters the building. If you have regrets over hiring the wrong person for a sales leader role please read on.

Today we have a guest post from Allison Delagrange. Allison is is a General Sales Manager for Federated Media in Fort Wayne, Indiana. She’s a 2005 Taylor University graduate, coach to a team of top-notch sellers on 97.3 WMEE, mom to a little princess and twin boys, and wife to one handsome dude. Allison loves to help others succeed and share insights she’s learned over the course of her 10-year career in sales.

Sometimes great insights come from the most unlikely places. Just in time for Halloween, I’d like to share with you what a little green monster taught me about sales talent.

In working with companies large and small and in cities large and small, the number one thing I hear most often from managers is how hard it is to recruit. There is no doubt that it can be challenging, especially if there isn’t a clear strategy in place to tackle it. Most managers don’t make recruiting a priority until when? Yep, you guessed it: when there is an open position. That is exactly the wrong time to do it (or to start doing it).

Our research shows that the very best salespeople out there are highly competitive, focused, passionate, and good at solving problems. So it would make sense that these same people would be excited about the opportunity to experience a virtual version of what it’s like to work for a company while scoring badges, earning points, and competing to win. It also stands to reason that highly competitive organizations would want to set themselves apart from the competition by turning to unique forms of recruitment to attract the most high-potential hires.

“We need to hire more salespeople!”

“We need to hire better salespeople!”

These are the cries that I hear day every day from the managers and executives that I coach.

While the strategy to hire more and better salespeople might be a good one, you and I know it’s just not that easy. If you are the one responsible for the hiring process and the on-boarding of these new salespeople, you are probably left wondering how you are going to get that accomplished. You are not alone!

Here are 3 things you can do today to jump-start your hiring process and begin hiring more—and better—salespeople right now: