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The Second Dimension of Screening Sales Talent
Featured Author:
Lee Salz
Lee B. Salz s a sales management guru who helps companies hire the right sales people, on-board them effectively, and focus their sales activity using his sales architecture® methodology. He is the President of Sales Architects , the C.E.O. of Business Expert Webinars and author of “Soar Despite Your Dodo Sales Manager .
Lee can be reached at lsalz@SalesArchitecture.com or 763.416.4321.
Business Expert Webinars is the leading provider of business eLearning programs. With content for everyone in the business setting, these live events are designed to help you take your game to the next level without breaking your wallet. Visit
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Lee Salz
Companies, when they interview, focus their attention on learning about the candidate. However, equal importance should be placed on the candidate interviewing them so that both sides can make a solid decision on the relationship.
My wife Sharon and I dated for exactly two years before I proposed to her. Over our two year courtship, I got to know her likes and dislikes. I understood her goals in life and her aspirations. She knew the same about me. On July 24, 1996, in the White House Rose Garden (true story), I asked Sharon to marry me. She excitedly agreed. What might have been her response if she didn’t feel like she knew me well enough to make that kind of commitment? Would she still have accepted?
What if during the entire time we were courting, I kept my hand close to the vest? In essence, what if I shared little about myself and what I wanted from life, but asked lots of questions of Sharon to understand her? Would she have enough information to make an informed, educated decision on whether she should take her relationship with me to the next level? Probably not. Perhaps, she would have declined the offer outright if she saw that my goals were completely different than hers.
That scenario may seem silly to you. You probably think that it would be a rarity that someone would propose without letting their significant other get to know them to a level where they could both make an educated decision on the future of the relationship. If you think that, you are probably right. However, my question is why do companies create a one-dimensional process when they screen sales candidates?
I’ve always been a firm believer that when the time came for me to make an offer to a candidate, taking the ring out of my pocket, both the candidate and I had enough information to make an educated decision. My expectation is that when I make an offer, the candidate will accept/decline on the spot. More often than not, I received an acceptance of the offer.
What is the secret to doing that well? The key is to create your sales talent screening program such that it is two-dimensional. You want to gather data about the candidate so that you can make a solid decision. Most companies get that. However, the goal is to also create an environment where the candidate has the same evaluation opportunity. That is the second dimension.
What does a candidate need to know to make an informed decision on a sales position?
One important consideration for candidates is culture. Some companies, to save money, conduct their interviews entirely by phone and only bring finalists to Corporate. After a day of interviewing with some executives, the team makes an offer/no offer decision. However, the entire process has been a one-dimensional exercise where the company has gathered key information, but the candidate has not.
The decision to join your company is not taken lightly by sales candidates. They need to be able to evaluate the culture to see if there is a good fit. While they come to the table with the skills, they have to determine if they can apply those skills successfully in your world. Thus, the candidates need to be immersed into your environment so they can analyze your culture to a level that allows them to make an informed decision on the relationship.
