The BBC provides a look into a “stress interview” which is an interview approach that places an inordinate amount of stress on the candidate.  The goal is to learn how the candidate handles the pressure in an unexpected environment.  This approach should sound like a sales call.  It does to us and that is why we use some of these techniques in our structured interview process.

From the BBC article(emphasis mine):

“There are certainly different kinds of stress associated with many positions – achieving results, meeting deadlines, dealing with difficult clients, for example,” says Neal Hartman, senior lecturer in managerial communication at MIT. “The stress interview can create conditions to see how an applicant would handle those challenges.”

There is clearly a fine line in this approach and the article provides a great example of a hiring manager who did cross that line.  That is a mistake in that you have to remember that you are representing your company and its reputation.  However, sales is a stressful position no matter what industry you are in, what level you have achieved, what revenue number you have to hit, etc.  The ability to handle this stress can be determined through a structured interview and aptitudes assessment.

Please excuse me if this comes off as insensitive, but you must push some stress towards sales candidates to see, first-hand, how they handle it.  Interviews are stressful to begin with so a small amount of manufactured stress will be amplified in that setting.  But you need to know how that salesperson will perform in a stressful sales call.

Stress can be added in simple ways:

  • multiple people involved in the interview
  • quick interruptions during the candidate’s responses
  • drill down on their responses
  • change topics quickly like you are bored
  • question their responses, ask them to provide proof

You get the idea.  None of these approaches are overwhelmingly stressful, but the manner in which you use them will be.  The key is to match your sale’s typical pressure.  If your typical sale is transactional, quick and somewhat impersonal, your approach in the interview should match that level.  Consider yourself as the prospect and the sales candidate as your company’s salesperson.  Conversely, if your typical sale involves a longer sales cycle and more of a relationship approach, your pressure in the interview should be dialed do that lesser level.

The sum of this approach is that there is nothing wrong with placing an appropriate amount of stress on the sales candidate during the initial face-to-face interview.  You will see the salesperson’s sales skills in action in a scenario that will match the pressure they will encounter selling for your company.  Do not miss the opportunity to incorporate this approach to your sales hiring process.

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Successful sales hiring, in any company, is one of the most difficult tasks in which to achieve repeatable success.  From unexpected outbursts to terminal tardiness to woeful incompetence, every company has a sales hiring horror story regarding employees who interviewed strong but performed poorly.

Perhaps a subtle, but more dangerous occurrence is the all-too-common hire who performs their job in the gray twilight of mediocrity.  They never rise to the occasion and they never catastrophically fail.  They interviewed well but now simply perform their role in a nondescript manner within the company.

Amass too many of these employees and your company will be overwhelmed with mediocrity…or worse.  How do you identify candidates who have unseen natural capacities that will elevate them to record-setting achievements?

There are 4 pillars that are present in all repeatable, successful sales hiring processes.


  1. Always select talent and skills over experience.


Experience is a definite benefit to shortening a sales ramp, but it is not an airtight predictor of success.  This over reliance upon experience in hiring decisions is the foremost error companies make when selecting new salespeople.

The issue is simple – no two companies are the same, no two cultures are the same and no two sales are the same.  Competitors still approach the market from different points.  Competitors have unique cultures that may be sales-focused, engineering-focused, financially-focused.  A salesperson who is successful in one culture may very well be a flop in a different culture.

A successful salesperson from a competitor may have inherited the strongest territory.  They may receive a disproportionate amount of leads.  They may have the competitor’s largest customer in their territory.  You will never know the answer to all of these questions.

However, you can know the answer to their skill and talent level.  These are abilities that can be objectively measured.  You can know how they will fit into your sale before they ever land on your payroll.  Our assessments provide an x-ray into their sales abilities.


  1. Do not clone yourself.


Bias can blind people from seeing real talent.  Oftentimes we encounter sales leaders who either consciously or unconsciously constructed a team in their own likeness.

Here is why this matters – different styles provide different strengths that can augment an existing team.  A team consisting of varied styles, skills and aptitudes will approach a singular problem from different angles.  This varied approach provides a broader view of the problem and an opportunity to consider differing solutions.

Weakness occurs when a herd mentality, based on similarity, creates a monolithic solution.  This solution may be feasible at that moment, but one thing we are encountering today is disruption.  Markets are changing a lightning speed, technologies are shifting major platforms and prospects are more informed than any time in our past.

Your hiring process should embrace sales candidates with unique styles and motivations for your team.  This variety will allow you to accurately foresee cataclysmic changes in your marketspace.


  1. Use hiring situations to see the candidate in action.


Use every contact as a chance to see the candidate incorporate their sales abilities.  The similarities between a hiring process and a sales process are remarkable.  The sales candidate is attempting to sell his or her abilities to the needs of your sales position.  This similarity provides a wonderful opportunity to see the candidates’ sales abilities in person.

Your sales hiring process should begin with a phone screen as most selling still commences through an initial phone call.  Phone etiquette still matters.  Thought coherence under pressure is crucial in all sales.  Personality, humor, articulation…these traits can all be discerned through a relatively short phone screen.  Finally, pressure can be placed on the candidate to get your first glimpse of their calmness in a phone qualifying call.  The key is to match the pressure that the candidate will face selling for your company.

If your salespeople typically sell to a committee, ensure that you have multiple people in the initial interview with the candidates.  This simple move mirrors the selling situation the salesperson will encounter in your sales role.  You can observe how they handle multiple questioners, eye contact, different personalities, various power levels and much more.  The key through this process is to envision the candidate selling for your company.


  1. Do not expect to hire perfection.


Even the strongest candidates have some blemishes.  Every sales hire requires an understanding of strength areas and potential weaknesses.  These areas can be measured through our accurate sales assessments.  The key is to understand what areas are “need-to-haves” and what areas are “nice-to-haves.”

There are aspects of a successful sales hire that are always required, including qualifying skills and an ROI motivation.  Yet, there can be some give-and-take regarding prospecting skill, presentation skill, communication style and general aptitudes.

It is the rare candidate that perfectly matches your sales position so do not lock down on the eternal search for perfection.  You must know the absolute need-to-have abilities and use those as your measuring stick.  Besides, waiting for perfection means you may never make a hire.

Install these four pillars into your sales hiring process and you will drastically improve your hiring success.  We have the tools and training available to solidify your process.  Contact us today if you would like to learn more about turning your sales hiring process into a company-wide strength.

Our Recruiting Process

Quite the question, don’t you think?  That is the title of this article from Selling Power.  I have to confess I was perplexed by the entire thought – how would you as the hiring manager benefit from having your customer help you hire the salesperson?  I see nothing but pitfalls in this approach.

My first thought is mentioned in the article:

“For example, the customer could be shopping around for someone he could squeeze on margins,” she says. “It’s more that they are looking for an easier mark, and that’s not to anyone’s advantage in the long run.”

No kidding – there might be a great advantage to the customer to find a salesperson who they can roll.

I have never encountered this customer-assisted approach to sales hiring.  Here is another thought for hiring managers who are focused on experience-based hiring (I could riff on that but won’t) – would you be willing to expose your customer to a sales candidate from a competitor?  I could see many salespeople acting as candidates so they could prospect in your most-valued customer list.  Remember, your top customer is your competition’s top prospect.

At any rate, I think the article closes with the best approach if you are adamant about including customers in your sales hiring:

Another way to involve customers is when you are conducting a needs analysis for the position – before you even look at candidates. Ask your customers what traits and skills are important to them, and add them to your list.

Do that and then assess the candidates.

I have a new favorite title for a sales ad:

Territory Manager, Swine-Minnesota

I’m not making that up, it is an actual title.  This seems remedial, but employment ad titles do matter.  Most of us remember the days of looking at ads in a paper where space was limited and costly.  Titles were less important then because the ad was still displayed.  Not today – I only see the title of the ad and the company in the electronic format.  The title has to be strong enough to elicit the click.

I think there are many companies that still miss that critical point.  And the major culprits are companies with substantial market share.  Apparently they are relying on their name to carry through the click.  Perhaps it works?  I’m not certain and neither are they based on their title writing.

One simply suggestion – don’t use “swine” in your title.

There is a common marketing approach used in recruiting that states some form of “we locate the candidates who aren’t looking.”  I suppose the hook is that we can find amazing candidates that you can’t find.  It’s a hook, I guess.  Anyway, here is one I received in an unsolicited email:

What we do is go after the best candidates & the elite that are not currently looking for a job as they already have one. We personally present and sell your specific company’s opportunity to their individual needs. Our clients find that these hidden candidates are more stable, more qualified and haven’t been interviewing all over town.

Stable?  More qualified?  How does one do this?  He talks about presenting and selling your opportunity, but not about qualifying candidates who can succeed in the position.  This fact is an important distinction.

I would be wary of any recruiter who attempts to sell a salesperson on an opportunity.  Have a discussion, look for fit, determine their abilities…the onus is on the sales candidate to sell you.  I would avoid any self-proclaimed sales recruiter who takes the aforementioned approach.

As an employer what type of follow up should you expect from a candidate?  Should you receive a thank you?  Should that thank you be a hand written mailed thank you, an email thank you or a quick text on your cell phone?

Did that last one get your attention?  It did mine as I read a post from Steven Rothberg.  The post used a couple of quotes from hiring managers that were offended by candidates sending out an email from a blackberry within minutes of the interview and a text message to the managers cell phone.  The hiring manager that received the text felt her “personal space” was infringed on. 

If you agree with these hiring managers then you need to change your thought process.  With all the technology at our disposal, we shouldn’t be surprised or taken aback with almost instant feedback or correspondence (especially with Gen Y).  This may not be how I would send the thank you, but I shouldn’t be offended if a generation who has grown up with all this technology uses it to it’s fullest.  I agree with Steven’s point that if you hand out your business card with your contact information then how can receiving a text be an infringement on your personal space?

Which leads me to this question – how quickly do you get back to candidates after an interview?  I hear from candidates all the time that they are constantly left in the dark as to where they are in the hiring process.  If you have an interest you should never leave them hanging.  We have heard of companies that wait weeks before getting back to candidates.  

I doubt that is an image you want to give candidates at this step in the process.  I know you have a lot going on and hiring is only a small part of all the responsibilities you have, but bottom line, you don’t want to turn off strong candidates.  You have spent a lot of time and money getting a candidate to this point in the process so keep things moving.  If you don’t have an interest in a candidate then tell them.  They won’t like it, but they will respect it.  As we have said before, during the hiring process you will see the candidates at their best.  The same holds true for you the hiring company and manager.

Great article here from – The Best Ways to Turn Off a Star.  I am a big fan of showing people how not to do something.  That is a powerful format for teaching.

In that light, here are 6 tips from the article (in a “what not to do” vein):

    1. Talk about yourself and your company. You really don’t need any information about the candidates; it’s all on their resumes anyway.
    2. Wait for them to call you.
    3. Make them wait. Hey, if they really want to work for your company, it’s worth waiting through your 40-minute phone call to your old college roommate.
    4. Bribe them. Offer a free microwave or golf cart to sweeten the deal.
    5. Never check references. They’ll just say nice things about the person anyway. It’s a waste of your valuable time.
    6. Make promises that you can’t possibly keep. Once you get them on board at your company, let them know gradually that you kind of stretched the truth about that five-week vacation, company car, and corner office.

Spot on, each and every one of them.  Unfortunately, we have seen every one of these play out in a hiring process.  Of the 6, I find the first one to be of the highest importance.  Many times hiring managers judge the success of an interview by how much information they shared with the candidate.

Remember, you are there to gather information about the candidate.  You have to sell your opportunity, but there is a time and place for that task.  The initial interview is not one of them.

According to the most recent Workforce Recruiting newsletter (sorry no link available), 1,100 employers were asked what the main reason was for them not being able to hire their top candidates over the past two years.  Their responses were as follows:

  • 35.9% – Said they went elsewhere for higher perceived pay.
  • 15.5% – Said they went elsewhere for better perceived career development opportunities.
  • 8.0%   – Said they went elsewhere for better perceived work/life advantages.
  • 7.1%   – Said they went elsewhere for higher perceived long-term incentive/equity compensation.
  • 1.5%   – Said they went elsewhere for better perceived benefits.
  • 31.9% – Said they were able to hire the majority of their top candidates.

It would be interesting to know of the 31.9% that hired their top candidates knew exactly what was the deciding factor of the candidate who accepted the offer.

Too many times the process of hiring a sales person rarely takes priority in a sales manager’s duties – they have enough to do already.  Unfortunately, the hiring tasks get pushed to the margins of their day.  Any sales manager knows how important it is to hire strong sales people, but it all too often doesn’t get the attention it deserves.  Dave Stein has 11 spot-on quick tips that can help you set the right priorities and increase your success rate.  His tips are:

  1. Make sure you know what you are looking for.
  2. Prepare your questions in advance.
  3. Remain objective during the interview.
  4. Trust but verify.
  5. Don’t lead the candidate.
  6. Push back.
  7. Take notes.
  8. Solicit peoples’ names.
  9. Deliver powerful messages.
  10. Practice.
  11. Give the candidate feedback.

I agree with Dave that it is extremely difficult for people to stay objective during the interview.  He makes a great point in that you need to act like a doctor when they are taking your medical history or reading your EKG.  Too many times a hiring manager will get emotionally attached to a candidate and lose the objectivity needed to make the best hiring decision.  First impressions are important, but don’t allow that to cloud your judgment and write off what could be a strong candidate. 

I have been in interviews where the hiring manager didn’t think that a candidate was outgoing enough, made the decision they were not a fit and just went through the motions to fill the remaining time.  The candidate did well answering the manager’s questions and then the time for the candidate to ask questions arrived.  They were prepared with questions to discover information about the company and sales department, the challenges it was facing, why the position was open and what the hiring manager was looking for in an ideal candidate.  Yet the hiring manager had already made up his mind and determined that the candidate was not the right fit.  He had disqualified them.

The ability to stay objective and to gather enough information is critical to making a strong hire.  Be conscious of quick decisions and do not fall into the trap of prejudging a candidate.