Print
E-mail
Hiring A Salesman Who Will Stay Awhile
Ask Chuck
By Chuck Piola, For The Bulletin
Several readers have asked me to elaborate on my “How to Hire a Salesman” column from last December.
The feedback I received from that column had one glaring overtone: the revolving sales door repulses managers. Boy, can I empathize.
How many times have you hired a sales person and trained and worked with them only to have them leave after just four, six, or eight weeks? How can we prevent this cycle?
I found that one way is to ask pointed questions during the interview.
When asked, if hired where he/she would hope to go with the company, the immediate answer should be management. If it’s not, find out why they have no interest in climbing the ladder. You may be interviewing an old pro who has “been there, done that.”
If I were re-entering the field, I’d respond, “Just teach me about your product and leave me alone because I don’t want to be the parent or babysitter any longer.” I would not want to deal with excuse makers who say things like: “I couldn’t complete my homework.” “My car wouldn’t start.” “My driveway was icy.” “The kids are home, sick.”
Keep in mind most people call out sick on Fridays and Mondays. As a manager, I would not want to deal with any of that.
Your interviewee should also describe situations in his former employment where he had a opportunities to climb the ladder. My mantra is “Past performance is the best indicator of future behavior.”
What you see in the interview is exactly what is going to represent you and your company in the field. Amazing, but true.
So, if your gut cries out, “I don’t think this guy can’t do it,” then do not hire him. You will only end up pouring your energy into a bottomless well — training him, only to have him leave.
Seek out a proactive person. As your interviewee tells his story, listen for proactive decisions he made, whether in high school, college, or early in his career. For example, my decision to join a fraternity was pro-active. A good question for a prospective employer to ask me would be, “Why did you put yourself through the hazing?” My answer would give a clue about my judgment.
If the interviewee is married, ask why? (Assuming it’s not politically incorrect to do so today.) The answer will reveal his/her level of sensitivity. You can also ask, “Where did you get your drive?” How the interviewee handles that question will tell you something about her sensitivity as well as her desire to excel.
A follow up statement might then be, “Tell me a story.” Now you’ve invited the interviewee to describe the person responsible for imparting that drive. If asked, I would likely name my father, my uncle, and my grandfather. I’d immediately launch into the story of my grandfather who came from the old country in 1907 with little money, no language, and no friends. Then I’d reveal a little realization that motivated me. While having myself a pity party one day, I said, “if my grandfather can do this, I certainly should be able to do what I was ‘worried about’ doing.’”
During the interview process, you need to get insight about your prospective salesperson.
If you don’t, it’s 70-percent their fault and 30-percent yours. The interviewee is largely responsible because they’re not delivering their story in a way that sells them. The interviewer is responsible for failing to probe sufficiently.
Another trick to building a sales team that doesn’t quit is to look for the sales person in your organization who already exhibits characteristics of a manager — the person who is proactive and comes into your office wanting to help you. He is the person who asks, “How are we doing with our monthly or quarterly goals?”
Once you’ve identified that person, have your prospective hire, who passed the first hurdle, ride with him for half a day.
What do you think you’re going to ask your number one salesperson after that ride? I’ll help you: How was he? What did he say to you? Do you think he can do the job? Would you hire him? Why?
Following an initial interview, I would take my prospective new hire to my office and point out a sign hanging on the wall that read: “The people you need shouldn’t require any follow up. If they do, you can’t afford to have them around.” Then I would tell him or her to call in two days at 10:00 in the morning. If he fails to call at that precise time, he is demonstrating poor follow-up skills. In essence, he’s saying he doesn’t want the job.
Don’t waste your time on someone like this because that’s exactly what you’ll end up doing.
Learn more about Chuck Piola at www.ChuckPiola.com. Submit comments or business-related questions for Chuck at http://www.chuckpiola.com/contact.html. To schedule Chuck as a keynote speaker or to learn about cooperative marketing opportunities with the Piola Forum contact Lorraine@LorraineRanalli.com.
The feedback I received from that column had one glaring overtone: the revolving sales door repulses managers. Boy, can I empathize.
How many times have you hired a sales person and trained and worked with them only to have them leave after just four, six, or eight weeks? How can we prevent this cycle?
I found that one way is to ask pointed questions during the interview.
When asked, if hired where he/she would hope to go with the company, the immediate answer should be management. If it’s not, find out why they have no interest in climbing the ladder. You may be interviewing an old pro who has “been there, done that.”
If I were re-entering the field, I’d respond, “Just teach me about your product and leave me alone because I don’t want to be the parent or babysitter any longer.” I would not want to deal with excuse makers who say things like: “I couldn’t complete my homework.” “My car wouldn’t start.” “My driveway was icy.” “The kids are home, sick.”
Keep in mind most people call out sick on Fridays and Mondays. As a manager, I would not want to deal with any of that.
Your interviewee should also describe situations in his former employment where he had a opportunities to climb the ladder. My mantra is “Past performance is the best indicator of future behavior.”
What you see in the interview is exactly what is going to represent you and your company in the field. Amazing, but true.
So, if your gut cries out, “I don’t think this guy can’t do it,” then do not hire him. You will only end up pouring your energy into a bottomless well — training him, only to have him leave.
Seek out a proactive person. As your interviewee tells his story, listen for proactive decisions he made, whether in high school, college, or early in his career. For example, my decision to join a fraternity was pro-active. A good question for a prospective employer to ask me would be, “Why did you put yourself through the hazing?” My answer would give a clue about my judgment.
If the interviewee is married, ask why? (Assuming it’s not politically incorrect to do so today.) The answer will reveal his/her level of sensitivity. You can also ask, “Where did you get your drive?” How the interviewee handles that question will tell you something about her sensitivity as well as her desire to excel.
A follow up statement might then be, “Tell me a story.” Now you’ve invited the interviewee to describe the person responsible for imparting that drive. If asked, I would likely name my father, my uncle, and my grandfather. I’d immediately launch into the story of my grandfather who came from the old country in 1907 with little money, no language, and no friends. Then I’d reveal a little realization that motivated me. While having myself a pity party one day, I said, “if my grandfather can do this, I certainly should be able to do what I was ‘worried about’ doing.’”
During the interview process, you need to get insight about your prospective salesperson.
If you don’t, it’s 70-percent their fault and 30-percent yours. The interviewee is largely responsible because they’re not delivering their story in a way that sells them. The interviewer is responsible for failing to probe sufficiently.
Another trick to building a sales team that doesn’t quit is to look for the sales person in your organization who already exhibits characteristics of a manager — the person who is proactive and comes into your office wanting to help you. He is the person who asks, “How are we doing with our monthly or quarterly goals?”
Once you’ve identified that person, have your prospective hire, who passed the first hurdle, ride with him for half a day.
What do you think you’re going to ask your number one salesperson after that ride? I’ll help you: How was he? What did he say to you? Do you think he can do the job? Would you hire him? Why?
Following an initial interview, I would take my prospective new hire to my office and point out a sign hanging on the wall that read: “The people you need shouldn’t require any follow up. If they do, you can’t afford to have them around.” Then I would tell him or her to call in two days at 10:00 in the morning. If he fails to call at that precise time, he is demonstrating poor follow-up skills. In essence, he’s saying he doesn’t want the job.
Don’t waste your time on someone like this because that’s exactly what you’ll end up doing.
Learn more about Chuck Piola at www.ChuckPiola.com. Submit comments or business-related questions for Chuck at http://www.chuckpiola.com/contact.html. To schedule Chuck as a keynote speaker or to learn about cooperative marketing opportunities with the Piola Forum contact Lorraine@LorraineRanalli.com.
 |
 |
|
| Feeling The Need For Speed | Local Entrepreneur Makes Cookies In Africa |
Reader Comments
The following are comments from the readers. In no way do they represent the view of thebulletin.us.
You must register with a valid email to post comments. Only your Member ID will be posted with the comments.
Registered users sign in here: |
Become a Registered User |
