Wednesday Feb 20, 2013 by Nick Worswick - VP & General Manager, Seamless
Word always travels fast when a company is doing well, and growing quickly. The flood of resumes can be overwhelming. No matter what roles you want to fill, you’re certain to be glutted with hundreds of applicants—many of whom will be highly qualified. The tendency of small companies that need to ramp up quickly is to hire quickly. For some positions, this works. For sales hires, it does not.
Speaking from experience, having managed sales teams for several high growth, tech companies, it is worth your time and money to create a well-defined process for recruiting, hiring and onboarding new sales hires. These men and women will be the face of your company. Sales ability is important, but you also need a salesperson who has the right qualities to execute your growth plan and believes in what you’re doing. You also need to give them the knowledge and tools to be successful.
In this two-part series I’ll share a 3-step approach for planning, hiring and onboarding your sales team that will ensure success.
Step 1: Build a Pre-Hiring Game Plan
Before you start building your sales team it’s important to have a game plan that is driven by facts, not by a gut feel or based on what the competition is doing. Deciding you need a sales team to cover Chicago just because your competitor does is not the right approach. Decisions about how many sales people you need, when you need them and where they need to be geographically located should be a data-driven process tied to specific objectives and goals.
Once you know what you need, it’s time to find the right players.
Step 2: Get Ready to Sell the Salesman
The Importance of Culture
It’s been my experience that companies often look at sales people as individual contributors. As such, they are less likely to screen sales candidates against a company’s core values. This is a mistake.
Management consultant Peter Drucker once uttered the now famous quote, “culture eats strategy for breakfast.” His colloquialism speaks to the reality that great strategies can be resisted by strong cultures. Too often, companies faced with high growth pressures jump quickly on salespeople who meet the job description, and in the process fail to determine if the person is a good fit with their company.
I speak from firsthand experience, having hired a salesperson because I was blinded by his performance. It wasn’t until I’d invested considerable time and money to train him and get him in the field that it became clear he wasn’t a good fit. If a sales hire’s personality and values don’t align with your company’s core values they’ll lack true passion for your business. They’ll question the company’s strategy, their performance will suffer, they’ll become unhappy, and eventually leave the company.
If you already have an approach for vetting new hires for cultural fit—great!—just make sure it extends to sales hires. If you don’t, it’s worth the time to put one in place.
In my second installment, I’ll discuss step three – onboarding your new sales hires. Stay tuned.