Category Archives for Hiring

Hiring your Sales Rep with Garrett

TSE 1279: How To  Identify, Recruit, And Train A Diverse Sales Team That Sells

Hiring your Sales Rep with GarrettYour company’s hiring process must have key steps and criteria for hiring a sales team that will consistently maximize profit.  They should be able to identify, recruit and train a diverse sales team that will push the business forward. 

For the last five years, Amos Schwartzfarb has been the managing director at Techstars in Austin, Texas and is now running his fifth program for Techstars. In the mid-90s, prior to his job in Austin, Amos led an early-stage sales organization and just late last year, he published a book called Sell More Faster.   

Hiring the right people

When hiring, Amos believes that many founders and CEOs often look for the characteristics they think a salesperson should have, even before they’re able to answer three important questions. He refers to them as W3:


  • Who is your customer? 


This identifies the people who are actually buying your products, considering every detail. What is their title?  What type of organization do they work for? What is that particular individual’s role?


  • What are they buying from you?


What are the exact products they are buying from you? Is it the product itself?  The results of the service? Are they trying to create a margin of time? 


  • Why does the customer buy that from you?


Why are they going to you instead of your competitor?  What is it about the brand that causes your customers to choose you? 

The answers to these three main questions will help you define the profile of the salespeople you want to hire.  Your future team will have to have an understanding of these elements in order to connect with these customers. 

The natural salespeople

There are some people who are born with the natural skills of connecting with prospects and closing with clients.  Because it’s innate to them, they can’t articulate it to others. These natural salespeople tend to thrive in a company that looks at the W3. Once they have a clear understanding of their customer they are able to adjust as needed.  

Looking for the right customers

This may sound easy but looking for the right customers can be hard work. What Amos tells his clients is to start with the narrowest and most specific definition of who their ideal customer is. While it’s okay to have a general idea, the more specific the better. It is this niche group that is typically going to purchase from you almost every time.  

When you identify the attributes of your target customer, it will also be easier for you to spot the potential customers who may still be on the peripheral.  You can broaden your base by just replacing one attribute with another. Before you know, you see new potential clients. This can be a hard process but worth it if time and effort are applied. 

What you’re selling vs what they’re buying

As a business owner and sales leader, you need to know the difference between what you sell and what someone is buying. Let’s take Google as an example. Google sells a lot of things including product, advertising, buying leads, and more.  Not every customer needs every product or service. Customers purchase from Google based on the product they’re providing specifically for their needs. Amos realized there is a difference in, ‘what you do versus what do you do for me.’ Making that shift is what resonates to most people who are busy taking cold calls/warm calls.  The detail is worth the attention. 

Why do they buy from you

The reason a client buys from you may not be obvious to the buyer so you need to ask the right questions in order for them to get to the answer. You do that by giving them a way to measure the value of their purchases. For example, you may discover that they make purchases based on what saves them money. If that’s the case, engage them in a conversation about how your product or service could help them save even more money.

Why does it matter to the individual buyer

When you find the values that move your customer to make a purchase it’s easier to duplicate what is most important to their purchasing decisions. 

Be your company’s first salesperson

In a company’s early stages, the founder/CEO should be the first salesperson. Regardless of your background, whether you grew up in sales or not, the W3 should resonate with the head of the company before they start looking for other people to help grow the business. Once they’ve seen that the profile of the sales team can be duplicated, then repeatability in the hiring process can be executed. This hiring process creates a competitive sales team. 

Diversity in the sales team is also a great asset. It helps bring a variety of experiences into the company and the more diverse the environment is, the more your company will be able to maximize the sales potential. 

Visualize your sales process

Before you begin hiring, it is imperative you learn your sales process, map it out and execute well. It might have several steps but the idea is to collect the data along the way so that you can get a deeper understanding of best hiring practices. Know your W3s to start targeting your campaigns. 

How To  Identify, Recruit, And Train A Diverse Sales Team That Sells” episode resources

Until you hit scale, you’re still in full customer development mode. Always keep learning. Collect data, analyze the data, and take the time to learn what’s going on underneath the hood. Keep your hiring process in check. Reach out to Amos via

If you are interested in more sales stories, you can talk to Donald about it. Reach him via these channels: LinkedIn, Instagram, Twitter, and Facebook about any sales concerns. 

This episode is brought to you in part by TSE Certified Sales Training Program. It’s a course designed to help new and struggling sellers to master the fundamentals of sales and close more deals. It will help them elevate their sales game. Sign up now and get the first two modules for free! You can go and visit also call us at (561) 570-5077. We’d love for you to join us for our next episodes so tune in on Apple Podcast, Google Podcast, Stitcher, and Spotify. You can also leave comments, suggestions, and ratings to every episode you listen to. You can also read more about sales or listen to audiobooks on Audible and explore this huge online library. Register now to get a free book and a 30-day free trial. 

Audio provided by Free SFX and Bensound. Other songs used in the episodes are as follows: The Organ Grinder written by Bradley Jay Hill, performed by Bright Seed, and Produced by Brightseed and Hill.


Brian Keels, Hiring Process

TSE 1227: Things To Look For When Hiring Successful Sellers

Brian Keels, Hiring ProcessHiring is part of the sales process but businesses know there are things to look for when hiring successful sellers. Getting the right people to join your sales team is one of the most effective ways to boost your sales revenue. 

Brian Keels is a businessman living the life of a busy entrepreneur. In addition to being a happy husband and father, he is also working for a very large enterprise software company. There, he takes on different sales and leadership roles from regional to global levels. He’s done businesses in Europe, the Middle East, and Africa. Recently, he’s been doing enterprise sales in Barcelona, Spain by day. By night, he is building his own investing business in the U.S. 

Things to look for when hiring successful sellers 

Sales leaders are always looking to hire successful sellers to help increase their revenue. The model in which a business is working is an important consideration when hiring new people. 

Business models vary.  While some are constantly looking for new businesses, others adopt a farming role where they want to sell more within their existing customer base. Another consideration is the size of the business, whether it is a multinational brand or targeting a smaller niche. 

Hire the right behavior 

Of the three things to look for when hiring successful sellers, the first and the most difficult is the right behavior. If you are hiring a salesperson who is to make 50 calls a day, being proactive is important. 

The ideal candidate will need to be someone who can be proactive. They should be able to work without someone having to tell them to pick up the phone and make calls. This is a challenge because no matter how skilled the salesperson, if he doesn’t have the impetus to pick up the phone, smile while talking with the customers, or keep the calls energetic, then he won’t have the behavior be successful in that position. 

Most successful salespeople didn’t have this proactive spirit when they started selling. Proactiveness has to be developed over the years of working in sales. Being proactive is a core strength for sellers. It opens more doors, creates more connections, and can eventually point their customers toward the right decisions. 

At the end of the day, when you consider the sales process, regardless of the products and services you sell, it all comes down to being proactive and having the ability to go out and do what’s needed. 

Whether it’s selling knives door-to-door or selling in an enterprise, a salesperson should be able to design and execute an effective sales process by talking about the value they lend to the consumer through their products. 

As a hiring manager,  a good interview question for potential candidates will give them the opportunity to talk about an experience when they got to be proactive. New sales reps tend to go through trial and error as they gain more experience, so ask about their experiences and what they have done, not what they would do. As they answer, listen carefully as they explain the way they dealt with needing to be proactive. Their answer will help you understand how they will do things in the future.

Look for self-awareness 

There is so much opportunity that comes from being self-aware. The benefits are tied to existing behaviors as well as understanding the candidate’s skills, ambition, and attitude. 

Looking back at the successful people Brian hired in the past, he saw their high sense of self-awareness. Self-awareness is also integral to the type of model the seller is in. 

If you are hiring a salesperson for inside selling, then you might forego knowledge and go for a person who has a higher potential in selling products and services over the phone. As a sales leader, you compensate for that gap and understand that their self-awareness may not come with as much knowledge but they can be supported by the strength of available training programs that are offered to sales reps.  

To see if a candidate is self-aware, you can also ask about the issues they had with quotas and what they did to improve those results. Listen to what they tell you and tune in to the things that they did to address their challenges. When they say that they haven’t had any challenges in the past, then that can set off a big red flag. 

It’s a hard truth in sales that we don’t win all the time. Being able to overcome their issues and how they came through can shows you how self-aware they are. 

People who are self-aware typically know where they need help, they recognize where they are in a specific model and most importantly, they know if they’re ahead or behind the curve. They’ll come to a sales manager with the areas they need support based on the models that they’re in. It helps support the seller and it helps the sales leader be more focused on the areas where they need the most help.  Having a methodology, skill, and an understanding of the product is key to success. 

Considering the scale of their roles 

When hiring a salesperson to consider the scale of their role. If the person is on the enterprise level and they have a knowledge gap, that’s probably going to be an issue. However, if you hire that person knowing they are going to be part of a sales academy program, there is less worry that you’re hiring someone who doesn’t have the full skill set.  You know that it’s coming after the proper training.  

What skills the salesperson needs to have at the point of hire, depends on the role that your candidate will be playing in the company. 

There is a process that you need to follow in sales. You also have to have certain behaviors to convey that you understand what you’re selling. 

It is also equally important to have realistic expectations as a sales leader. Setting your expectations too high causes burnout for new sales reps. This won’t help them reach their goals no matter how much they produce. This isn’t setting them up for success. 

Hire people who can manage themselves 

These people are able to take a specific situation, diagnose and execute planning. No one may be getting the results they’re going for but they can assess, see the need and come up with a solution. Look for candidates who have sales goals who approach you with a plan and don’t need to be told what to do. They can work independently and just do what’s best for their career and their business. 

In the event that they didn’t reach their sales goals, they are able to self-correct and start a new plan. They don’t feel the need to go to their boss every time they have to make sales decisions. They can manage not only themselves but also their situation or their virtual account team. 

The key is understanding that no one is perfect. People are going to step up to the plate, swing, miss, strikeout, and learn what to do the next time they go to bat. 

There are different types of successful sellers out there. Even when we work on a sales team, treat your team at an individual level. Remember that every salesperson has their own environment where they succeed. When your sales team is clicking on all cylinders, it makes every quarterly business review a pleasure to sit in. 

“Things To Look For When Hiring Successful Sellers” episode resources

Connect with Billy Keels via his LinkedIn. You can also check out his site, 

You can also catch up with Donald via LinkedIn, Instagram, Twitter, and Facebook for any sales concerns. 

This episode is brought to you in part by TSE Certified Sales Training Program. It’s a course designed to help new and struggling sellers to master the fundamentals of sales and close more deals. Sign up now and get the first two modules for free! You can also call us at (561) 570-5077. 

This podcast is also brought to you in part by Reveal the Revenue Intelligence podcast. It’s about utilizing data to make business decisions instead of just guessing your way through major sales decisions. Visit for their podcast. 

We’d love for you to join us for our next episodes so tune in on Apple Podcast, Google Podcast, Stitcher, and Spotify. You can also leave comments, suggestions, and ratings to every episode you listen to. 

You can also read more about sales or listen to audiobooks on Audible and explore this huge online library. Register now to get a free book and a 30-day free trial. 

Audio provided by Free SFX and Bensound.


Kristie Jones on Hiring Process

TSE 1225: Stop Hiring From Your “Gut” – Putting a Formal Hiring Process In Place That Works

Kristie Jones on Hiring ProcessThe hiring process can be a challenge for many. There’s the temptation of hiring people from the gut when in fact, there needs to be a formal hiring process in place that works for every company regardless of its size. 

Kristie Jones works with early-stage startups and helps these companies do three things – process, strategies, and people. She has been in the staff leadership industry for 20 years and as part of her consulting services, she offers companies the strategies for hiring the right people. Kristie now manages her own company, the Sales Acceleration Group, and has helped funded and non-funded startups in the Midwest for the last four years. Her services are focused on the strategies that companies can use to hire the right people. 

Hiring from the gut

Hiring from the gut is basically hiring based on first impressions. In the sales world, it’s very much like sending a contract to your prospect without doing a discovery call. Salespeople follow the sales process in vetting and finding prospects. In the same manner, there is also a process that sales leaders should follow in vetting and finding the right candidates to join their companies. 


  • The ideal candidate


The process begins by deciding on your ideal candidate profile, which includes their competencies and skills. As a salesperson, you take the time to figure out who your ideal customers are by spending time with them.  The same goes for hiring new salespeople. You want to invest the time in figuring out what competencies are most important to the success of your company, and build interview questions around those competencies. It’s also imperative to build your ideal candidate profile with business culture, core education, and relevant experience in mind. 


  • Candidate discovery 


In this stage, you identify their experience. The resume is only a piece of paper that details a person’s information. In the hiring process, you need to be asking the candidates open-ended behavioral-based questions. 


  • Make them an educated consumer 


This stage of the hiring process entails flipping the table on your candidate and allowing them to interview you.  This isn’t done by everyone but it’s a strategy to start a great working relationship, even at the interview stage. This point in the interview allows the candidate to see whether or not they will be happy working in your organization by getting to ask questions that are important to them. 

When hiring the right people to join your sales team, you can’t just hire from the gut and have the expectation of longevity. You need a formal hiring process in place that works.  This process includes understanding your ideal candidate profile, preparing your discovery questions, and lastly, giving the candidates an opportunity to become the interviewer.

Knowing your ideal candidate 

Experience is important in hiring the ideal candidate. Look for people who have a good track record of success. It’s your job as a sales leader to discover the candidates’ competencies, characteristics, and traits that have helped them become successful. There are many ways for a business to find the right people to hire. 

Kristie has used recruiters to line up job candidates for her clients but she’s also helped her clients build and post a strong job description through a paid LinkedIn ad. Through these efforts, they’ve been getting between 50-70 resumes within the first two weeks of posting a job on LinkedIn. 

It’s not necessary to utilize recruiters when you are looking for lower-level sales reps but they are a good resource if a company is looking for specialized sales leaders. 

When posting a job on LinkedIn, the most attractive posts will include the following information:

  • Job Title – Many companies use the titles Account Manager and Account Executive interchangeably. When you are looking for a new salesperson for your company, it’s a good idea to specify the job titles that are specifically related to your industry or niche. 


  • Length of time you’ve been in the business


  • The markets you use
  • How successful your company has been
  • A short description of the job
  • Transparencies and accountabilities – you need to state what their job will look like and be upfront about the things they will be doing. 
  • Compensation range



A great job post will be gender-neutral and have a wow factor. Impress the best candidates with your company’s values and share the perks and bonuses that will come if they choose to work for you.  If your company offers free lunches, happy hours, personal development training, or quarterly healthy bonuses, make sure you say so! 

Candidate discovery 

When Kristie first works with her clients they go through a list of competencies and pick several that are most important to work for that specific company. They then create their behavioral-based interview questions from the competencies they’ve chosen. The questions will vary for each company and will be influenced by the type of company it is and its core values. Questions about accountability can be very telling about a potential candidate. For example, “Why did your  previous quarterly goals?” Kristie wants to know if a candidate will take accountability for their actions.  

When hiring for a startup, Kristie is looking for a willow, not an oak, a person who bends but doesn’t break. Questions or prompts that uncover this trait might include, “Tell me about  a time when you made a personal sacrifice for an employer.” Another question might be, “How you stay on track when you have competing priorities?” Look for the candidates’ perseverance and objective judgment. 

Flip the table

The last phase of the formal hiring process is flipping the table. This simply means letting the candidate become the interviewer. Give them the opportunity to go through the discovery process by seeing what questions they have about the company. Allow them to spend time with your current employees in a variety of departments. When you flip the table, you get to stop asking questions and allow the candidate to discover if they really want to work for the company.

 After posting the job on LinkedIn and collecting all the responses, you’ll typically pick 10 candidates to conduct a phone interview.  This is a critical stage where you can ask them questions to gauge which candidates will be chosen to come in for a face-to-face, behavioral-based interview. Kristie runs a sales profile test before flipping the table on a candidate by using a test she says is a combination ACT/ Myers-Briggs personality test. The first section is a verbal and math test. This is to test their verbal and reasoning ability as well as numeric reasoning. In addition, Kristie has also developed the ideal candidate profile for SDRs and it can be used to hire anyone from sales reps to sales leaders. Once the results come in, there’s an opportunity to go over the results with the candidate to discuss the fit. 

The Hiring Process

During a typical hiring process, Kristie invests about four hours conducting a face-to-face interview. She goes through an hour in reviewing the test results and another 30 – 45 minutes interviewing. Afterward, the candidate is given the chance to work with a sales rep or one of the team members. At the end of the day, Kristie asks the group what they’ve learned.

The process is long but following this formal hiring process, you’ll get fewer mis-hires in your company. 

A sales manager looking for a sales rep must know what the company is looking for. When people don’t have a formal hiring process in place, they can mistakenly hire solely based on a gut feeling. Having a formal process can save you from any legal troubles and provide a better quality employee. The process helps you hire the best fit because you already know the right answers to the questions. Implement this process in your organization and let everyone understand they all have a role to play.  The first impression starts with the first person the candidate meets. 

“Stop Hiring From Your “Gut” – Putting a Formal Hiring Process In Place That Works” episode resources

Catch up with Kristie Jones via her email address You can check out the list of competencies and some starter behavior-based interview questions that you can use in your own hiring process. Check it out on 

You can also reach out to Donald via LinkedIn, Instagram, Twitter, and Facebook for any sales concerns. 

This episode is brought to you in part by TSE Certified Sales Training Program. It’s a course designed to help new and struggling sellers to master the fundamentals of sales and close more deals. Sign up now and get the first two modules for free! You can also call us at (561) 570-5077. 

This podcast is also brought to you in part by Reveal the Revenue Intelligence podcast. It’s about utilizing data to make business decisions instead of just guessing your way through major sales decisions. Visit for their podcast. 

We’d love for you to join us for our next episodes so tune in on Apple Podcast, Google Podcast, Stitcher, and Spotify. You can also leave comments, suggestions, and ratings to every episode you listen to. 

You can also read more about sales or listen to audiobooks on Audible and explore this huge online library. Register now to get a free book and a 30-day free trial. 

Audio provided by Free SFX and Bensound.


Josh Cunningham, New Hire, Sales Team, Real Estate, Don't Trick Them

TSE 994: Sales From The Street-“Don’t Trick Them”

Josh Cunningham, New Hire, Sales Team, Real Estate, Don't Trick ThemJosh Cunningham, founder and CEO of rokrbox,  fast-tracked his entrepreneurial career by helping to solve a recurring problem for real estate clients and learning an important lesson along the way: Don’t trick them.

Josh first stumbled upon the ISA, or Inside Sales Agent, role in real estate while attending seminars with Vyral Marketing founder and CEO Frank Klesitz. Vyral Marketing works with top agents to create content and to get referrals and repeat business.

The entrepreneurial spirit

Many top professional teams buy real estates leads online, but their agents don’t always do a good job of following up on them.

Like any good entrepreneur, when Josh heard a lot of people complaining about a common frustration, he decided to solve the problem. [00:39]

He started rokrbox.

A rocker box is a gold mining tool used in the 19th century to separate the sand and gravel from the gold. Likewise, rokrbox takes your real estate leads and separates the tire-kickers and time wasters from the motivated buyers and sellers. [01:26]

Tapping into the student market

Rokrbox is strategically located directly across from the Texas A&M University campus in College Station, Texas. Many sharp and enthusiastic young professionals go there looking to grow their skills.

Josh provides them with the opportunity to develop real-world sales skills, CRM skills, and pipeline management skills. All of his student-employees typically graduate with multiple job offers from some type of sales professional career. [02:21]

Since starting in 2013, rokrbox has worked over a million internet leads, hired over 250 ISAs, and trained them to move forward in their careers.

Looking back, Josh believes that scalability was his biggest sales-related struggle. He knew he could do the job but wasn’t sure if he could train others to do it. When he first started hiring college students, he realized a lot of the same struggles that most people run into when building any sales team.

Set clear expectations

His first mistake was in not clearly setting expectations for the new hires. The job posting on the Texas A&M website was too vague.

It wasn’t clear that a new hire could expect to make a ton of phone calls a day, could expect to be rejected all day, etc.

It was just too ambiguous.

As a result, a new hire might go through the entire interview process and personality assessment only to quit almost immediately after starting the job.

One young man, in particular, spent over 15 minutes learning the types of calls to make, the technology/scripts/dialogue used and the likelihood of repeated rejection.

He excused himself to use the restroom and never came back. [04:28]

Josh blames himself. He had failed to set expectations and to make clear to potential hires what they were getting into.  He felt as if he had tricked people into taking the job which is not how to start a sales organization on the right foot.


As a result, rokrbox implemented observation into the business. Now, they invite promising applicants back to pair up with a senior rep as part of the interview process. They spend a full hour learning what to expect on a shift – from the technology to the daily team huddle, to the reports and the metrics.

They are encouraged to ask questions. It is their chance to interview the business.

At the conclusion of their observation session, applicants are asked to send an email to explain how they would fit into the rokrbox culture.

It has been amazing to see the persuasive essays they receive.  [05:43]


Josh enjoys hearing people explain why they want to be a part of the organization more than having them sneak away on a bathroom break, never to return.

He highly recommends showing potential hires exactly what they can expect. Show them what it is like to be on the phone or knocking on doors. Be totally straightforward from the very beginning.

Josh believes that when building a culture worthy of your organization, it is likely that you will strongly attract the right people and strongly repel the wrong ones.  And certainly, not everyone who attends an observation responds. The work and the pace intimidate some people. [07:30]

But he wouldn’t change a thing.

Rockrbox invests a lot of one-on-one training in every new employee before they are ready to do the job. Twenty hours on the new hire combined with 20 hours of the trainer’s time: Forty hours is a huge investment if someone might either bomb or quit.


It is definitely better to be transparent and upfront.

Anything less is simply a waste of everyone’s time.

Have a collection of people that are all driven and motivated, in a cohesive unit, and headed in the same direction. A team that supports and enjoys each other becomes a better team because of it. It’s the most harmonious thing you can do with any business.

Know the culture you want to create and then protect it. Invite others to observe whether or not it is right for them. [09:16]

Once you become a leader of others, give them your expectations and the tools to succeed.

Clearly communicate all of it – the good, the bad and the ugly. [11:22]

“Don’t Trick Them” episode resources

To learn more about how rokrbox converts the online leads of top sales professionals in the real estate industry, visit or contact Josh directly at

This episode is brought to you in part by, a powerful sales automation platform that allows you to build highly personalized, cold email campaigns. To learn more, go to It will help you with your outbound to expand your outreach. It allows you to set it and forget it. Your prospecting will never ever be the same.

Previously known as TSE Hustler’s League, our TSE Certified Sales Program offers modules that you can engage on your own schedule as well as opportunities to engage with other sellers in other industries.

This episode is brought to you in part by, a Chrome browser extension for Gmail that allows you to track and schedule your emails. It’s super easy, it’s helpful, and I recommend that you try it out.

You’ll receive real-time alerts anyone opens an email or clicks a link.

I hope you enjoyed the show today as much as I did. If so, please consider leaving us a rating on Apple Podcast, Google Podcast, Stitcher, or wherever you consume this content and share it with someone else who might benefit from our message. It helps others find our message and improves our visibility.

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Matt Doyon, Donald Kelly, The Sales Evangelist Podcast

TSE 859: Sales From The Street-“Hiring is Like Sales”

sample rubric for essay.
Matt Doyon, Donald Kelly, The Sales Evangelist Podcast

Too many organizations continually miss the target when they hire new team members. To be an effective sales leader, you must be intentional about growing your team: fill up your pipeline with great reps just like you would with great clients. In that way, hiring is like sales.

On today’s episode of The Sales Evangelist, Matt Doyon of Rock Content reminds us we should hire a sales team the same way we generate good customers because hiring is like sales.

As the VP of content marketing company Rock Content, Matt views the world around him in the context of sales. He warned that companies that don’t emphasize talent acquisition will always operate from a place of desperation.

Be proactive.

When your team is short a sales rep or you don’t have enough team members, you won’t have enough opportunities in your pipeline to hit your numbers as a rep.

When you’re desperate for team members and scrambling to find someone, you may inadvertently poison the sales team by hiring the wrong person. You may end up filling the seat without adding a quality team member.

Matt confronted this problem frequently in the early days of his sales career. He needed a way to combat the problem.

Fill your funnel.

Sales professionals don’t just want a lot of customers; they want a lot of good customers.

Matt discovered the need to keep his funnel rich with great talent using four main channels.

1. Referrals

Many companies have referral programs that pay great employees for referring other great employees that can make it through the hiring process. If you aren’t actively pushing the program, it will likely just sit there.

Instead, remind your employees of your desire for other great employees. Never miss an opportunity to push the referral program.

2. Inbound

Since Matt works at a content marketing company, he used the tools at his disposal to attract new talent. He blogged, promoted the company, celebrated accomplishments, and used Instagram to share things.

Everything led to links to apply for employment.

3. Outbound

Matt uses Sales Navigator on LinkedIn to find team members the same way he uses it to find new customers. He looks for people who match the profiles of current successful team members.

The secret, he says, is that really successful people will have to be lured away from their current jobs because if they’re good, they’ll likely already be working.

4. Interns

Interns offer companies a paid trial: they are low risk and pretty hungry, and companies can gamble with them. They aren’t really working with the clients, but you have an opportunity to see how they actually work.

Skim the best.

Competitive colleges like Harvard and MIT don’t deal in student acquisition; they deal in acceptance rates.

When you build your sales team, your acceptance rate should be small: a sign that you’re only accepting the best of the candidates who apply.

Matt’s company now hires one out of every five candidates who apply. Being able to be picky elevates the level of talent you can attract.

When you make hiring mistakes, and you will because the interview process is flawed, understand that it’s probably a case of fit. Different organizations seek different things and different people. You’re seeking a good fit.

Even as a great sales leader, you can only do so much to change human behavior. You must start with great raw material.

“Hiring is Like Sales” episode resources

You can connect with Matt on LinkedIn, or on Rock Content’s website. You can also email him, though he said he’s slow to respond to email.

Check out his blog at

Salespeople can be leaders instead of being subservient. Our friends at Wiley have provided a free excerpt of the book Stop Selling & Start Leading which provides a blueprint to help sales professionals lead in the way that customers prefer. Read an excerpt of the book here.

Check out the Video Jungle podcast, your source for marketing and selling your brand using video. Plan, create and share your way to better content and strategy.

The podcast is part of our newly-launched Sales Podcast Network, designed to provide specialized sales content for sellers of all levels and all industries. To learn more, email us at SPN for more information.

Tell others you know about our podcast, and subscribe if you haven’t already. Leave us a review wherever you consume this content so it will be easier for others to find us as well.

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Prospecting, Facebook LIVE, The Sales Evangelist Podcast, The Sales Evangelizers

TSE 773: TSE Weekly FB LIVE- Hiring, Prospecting and Gatekeepers

Prospecting, Facebook LIVE, The Sales Evangelist Podcast, The Sales Evangelizers

Today, I’m going to share thoughts and insights that you can help propel your sales to the right direction. We’re taking in questions from Facebook and share the answers here with you.

What to Look for in Salespersons:

  • Experience
  • Good attitude
  • Willing to learn continuously – Make sure their experience is not hindering them to learn more and progress.

How to Work with a Gatekeeper:

  • Look for ways you can work with the gatekeeper.
  • Take advantage of social media to reach out to your gatekeepers and prospects.
  • Send them physically in the mail.
  • Make calls early in the morning.
  • Start building habits and do 10×10 (make 10 calls before 10 AM)

Territory Mangement Strategies:

  • Focus you energy on where your prospects are and where you can have the biggest impact.
  • If you’re brand new in your area, look for those your competitors are also focusing on.
  • Always work on how you can grab your customer’s attention.

Episode Resources:

The 12 Week Year by Brian P. Morgan and Michael Lennington

Check out the TSE Hustler’s League.

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Great Sales Representative, Donald Kelly, Christopher Croner

TSE 746: Never Hire a Bad Salesperson Again

Christopher Croner, Donald Kelly, The Sales Evangelist,

Ever experienced hiring a bad salesperson? Or have you ever interviewed someone who turned out they were just faking the interview to land the job? 

Well, you need to be better in your hiring process when you’re applying and interviewing for companies. As well, hiring managers need to a better job as selecting better sales people too.

Today’s guest, Dr. Chris Croner, talks about his book, Never Hire a Bad Salesperson Again.

Here are the highlights of my conversation with Chris:

The Formula for Drive: Non-teachable Characteristics of High Performers

1.Need for achievement

The person wants to do well just for the sake of doing well. And the person who has a high need for this naturally wants to set the bar high, jump over that, and set the bar even higher the next time. They’re focused on producing excellence just for the sake of excellence.


A competitive person wants to be the best among their peers and they want to win their customer over to their point of view. Psychologically, to them the sales is a contest.


This is the person’s sense of certainty that they will succeed as well as their resiliency to hang in there when they face the inevitable rejection they have to deal with.

Process to Improve the Hiring Process:

  • Resume review
  • Online assessment – The Drive Test through “forced choice” questions
  • Behavioral interview questions – the interviewee is asked about previous examples of behaviors they’ve engaged in that are predictive of the types of characteristics they’re looking for.
  • Core skills (Confidence, Persuasion, Relationship Skills, Organizational Skills) – these are teachable

Tips During Interview:

Have your game plan ready.

Have your questions written out. Have your interview guide written out.

Mistakes when hiring people:

Not having a structured format to the interview process.

Hiring people who are just like you.

Common blind spots:

Find out whether or not the past success was related to brand recognition or was it really because of their own effort? This is a very important distinction many companies will miss.

Sample Interview Questions:

Need for achievement:

  • What is your greatest goal ever accomplished professionally and how do you intend to top it?
  • What are the sacrifices you had to make to be successful?


  • What does competition look like for you?
  • Where do you rank compared to your peers?


Tell me about the time you remained persistent even though everyone else around you gave up. Tell me about it another time.

Who can benefit from The Drive Test

  • For “hunter” sales positions
  • This test uses a question format designed to eliminate faking, which is one of the greatest problems with sales assessments.
  • The test not only goes for the “drive” but also for the core skills.
  • You also get a developmental report which includes . pages of things you can do to mentor or motivate that person given their unique psychological profile.
  • This is helpful not only for onboarding but also for ongoing development.

What great salespersons do on a day to day basis:

Constant ongoing development

Chris’ Major Takeaway:

When hiring for a hunter, look for that non-teachable drive piece!

Episode Resources:

Get a free trial of The Drive Test

Check out the TSE Hustler’s League.

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Monique Betty, Donald Kelly, The Sales Evangelist Podcast, Hiring Sales People

TSE 338: What You Must Know When Hiring Your Next Sales Rep

Monique Betty, Donald Kelly, The Sales Evangelist Podcast, Hiring Sales PeopleAre you hiring for the right reasons? Or are you just getting people on your team for the sake of filling in the numbers? Hiring is not a joke, not to your company and certainly not to the candidate. You’re basically investing your time, effort, and money as you go through this process so do yourself a favor and get it right the next time you’re hiring another salesperson on your team.

Today, we talk about Hiring 101 with the amazing executive coach Monique Betty who shares with us principles that can help sellers and entrepreneurs. Through her company CareerSYNC, Monique works primarily with professionals who have a desire to succeed in the workplace through continuously investing in their life. She works with individuals around the world especially those at a point of making a significant job change to do something completely different, those who don’t know how to position themselves in a new emerging field they want to get into, or those who simply want to invest in their leadership to step up within their organization.

Here are the highlights of my conversation with Monique:

Challenges with job interviews today:

From the perspective of a hiring manager:

  • Finding a diamond in the rough – candidates who are highly capable but haven’t had yet an opportunity to demonstrate it
  • Takes a little more work through behavioral questions and hearing candidates speak about who they’re growing toward
  • Time is of the essence

From the perspective of the candidates:

  • Not spending time to step back and get their mindset established
  • The blinders can come in and they become linear-focused so it’s difficult for them to open a natural curiosity, ask questions about the industry, and do research the past, present, and future stances of the company

What to look for during the interview process:

  1. Curiosity

He/she must be curious about the industry, the company, the hiring manager, the team.

  1. Capability to learn and grow

This person may not have directly demonstrated success, but find out if they have the capability to learn and grow.

  1. Get a peek into the candidate’s curiosity.

You can tell if curiosity is hinged on motivation. Why are they curious? It’s not so much about what gets somebody in the door, but what will keep them in the door.

Strategies for improving your selection process:

  1. Make it a conversation, not an interview.

An “interview” connotes that someone else is making judgment on the candidate which is too much power given to somebody else. Instead, look at it as a conversation. Is it the right fit for both the company and the candidate? So it’s not a one-way street.

  1. Invest in the coaching process.

This allows you to talk in a safe, confidential environment to unhinge the things that establish the narrow mindset.

  1. Look for candidates with increased self-awareness.

Ask questions like – Do you know yourself? What makes you tick? What is your life purpose? Why are you here? Why do you get up everyday and do what you do?  – If someone has a command in this kind of language about themselves, this would say a lot about them.

  1. Set the conversation with transparency.

Be transparent and make the candidate feel comfortable so they can shine in a way that’s engaging and makes you want to bring them in.

Monique’s Major Takeaways:

Whether you are the candidate or the hiring manager, transparency is key. Motivation is key. Show your candidates respect.

For candidates: Have a command of your self-awareness, enter into a conversation, and become curious. It’s more than a job. It’s your livelihood. Is it worth investing in for you? Your curiosity will send into an interview scenario with the right mindset.

For companies: Trust your instinct. If there’s something that you couldn’t put your finger on but it just doesn’t feel right, listen to that.

Episode Resources:

Visit CareerSYNC to know more about Monique Betty and the awesome stuff she’s currently doing.

Get a free audiobook download and a 30-day free trial at with over 180,000 titles to choose from for your iPhone, Android, Kindle or mp3 player.

The Sales Evangelist, Donald Kelly, Donald C. Kelly