A 45-minute workshop on how to stop betting on resumes, likability, and gut feel, and know who can actually sell before you make the offer.
Next session: Thu, Nov 19 · 1:00 PM ET
They interviewed like a dream. Ninety days later, the pipeline was empty.
Hundreds of applicants. Maybe three worth a phone call.
Your calendar is packed with interviews, and the bad ones are starting to look good.
Your gut said no. You hired them anyway because the seat had been open too long.
They came with a great list of contacts. The contacts never turned into deals.
You kept an underperformer way too long, because starting over felt worse.
None of that is bad luck.
Sales is the one role where the candidate's entire job is to sell themselves to you.
And most of us still choose on the three things that prove nothing.
We hire the way we tell our reps never to sell.
A bad sales hire costs you in places that never show up on the offer letter.
Salary and commission draw
Months of your time, and your team's
Training that walks out the door
Lost and poisoned pipeline
Team morale and broken trust
Running the whole search again
Add it up. It's probably 3× what you think.
The same process we use to hire our own people, and the one we install for clients.
Sort every trait into Must, Should, and Nice. Keep it to ten must-haves or fewer. Past that, you're describing a person who doesn't exist.
The right rep reads it and thinks "that's me." The wrong one thinks "that's a lot of work" and moves on. Why "3+ years required" is the most expensive filter there is.
A 45-minute, sales-specific assessment before the first conversation, so likability can't cloud your read. It measures the 21 core selling competencies, with built-in detection for coached answers.
The biggest shiftWatch their feet, not their mouth. The blow-off test, the resume shred, the one question that exposes excuse-makers, and a role play that matches the real pressure of the job.
Name the hard parts now: comp, ramp time, call volume. See who flinches. Then ask the question that pulls tire-kickers out of your pipeline.
The first 90 days decide everything. A 12-week plan, built before they start, so a strong hire doesn't decide they made a mistake.
Results, functions, attitudes, and skills, sorted into Must / Should / Nice so you know exactly what you're hiring for.
The copy-and-paste note that moves every applicant through the assessment before you spend a minute on the phone.
And exactly what a good answer sounds like, so you know what you're listening for.
How many applicants it really takes to land one great salesperson, so you stop chasing headcount and start chasing fit.
Everyone who attends live can get the full sales assessment we teach in the workshop, on a real person, at no cost.
Details at the end of the workshop.
Glenn's company had made three bad sales hires in a row. Here's what changed when they started assessing before they interviewed.
before they started assessing
One came back Recommended: elite hunting and commitment.
Out-producing the cocky veteran, with a worse territory.
For every hundred people who apply, here's roughly what a disciplined process looks like. You're not chasing more interviews. You're chasing the one.
Our own onboarding used to be "go call some people." So we built a real process. One firing in the ten years since.
The process in this workshop is the one we run on ourselves.
Owner, President, CEO, VP, Director, or Manager of Sales. Hiring salespeople is your call.
A hire who aced the interview and was gone inside a year.
Resume, likability, a good vibe, and no real way to tell which hires will work.
A seat is empty and a number is at risk, not because you found the right person.
Any industry, B2B or B2C. If you sell something and hire people to sell it, this is for you.
Spend 45 minutes learning the process now, or six months finding out the hard way.
Save My SeatFree live workshop · Thursday, November 19 · 1:00 PM ET