Hunters Come in Different Flavors

The prospect of interviewing a top performer from within your industry can be exciting. The thought of their producing high volume sales and taking your team to the next level is enticing. It can also mean failure as well. Assuming too much about the performance capacities of your potential new hire can lead to lackluster performance and unmet expectations, all resulting in frustration on your part as a Sales Manager. Therefore, when hiring for that all important hunter-role, consider these guidelines as you prepare to interview your next sales candidate.

To begin, look for alignment between their previous sales job activities and yours. One of the biggest assumptions Sales Managers make is that if a sales candidate performed well at a competitor's company they will do the same for their new employer. Not always true! There are different types of hunters and you need to know the difference before making a job offer. Not asking the right questions and being unprepared for these differences can end up costing you a fortune.

Scenario 1: The Hand-Off
Who provides the service? In this scenario, the salesperson prospects for the business, lands the deal and then does a “hand-off” to an Account Executive or Customer Service Rep who will manage the account. The salesperson does not actually service the account. Instead, they complete the deal and then move on to find new customers. This is quite different than a salesperson that sells an account and then continues to service that account. In a “hand-off” scenario, there is more time for prospecting so sales will typically be higher. Be sure that you make an accurate comparison between your sales candidate’s previous role and yours so you know what you’re getting. Ask questions like this:

• After you completed a sale, who managed or serviced the account?
• How much time each week did you dedicate to prospecting?

Scenario 2: Lead Source
Who does the prospecting? Many high volume salespeople have the benefit of a strong marketing machine, call center, well branded company, pre-existing relationships or appointment setters that contribute leads to their pipeline. Working for you may mean starting with a blank sheet of paper, no inherited accounts and a cold territory. Be sure to ask questions about how your sales candidate acquired leads such as:

• Were they self-generated leads or company-generated leads?
• Did you inherit accounts or get new ones?
• What methods did you employ to get leads on your own?

There is a big difference between self-generated leads and company-generated leads. You need to know who your sales candidate relies on for prospecting – themselves or the company.

Scenario 3: Location
Who manages the hunter? Some salespeople work well inside of an office with a Sales Manager present. Some salespeople must work out of a satellite office with less Sales Manager presence. Some work from home with minimal, if any, Sales Manager interface. You need to check the level of independence and self-management capacity of your sales candidate depending on you unique geographical set-up. Are your salespeople in your office, a satellite office or three states away working from their home? You can determine their level of fit by asking:

• Did you work in an office with your Sales Manager?
• How often did your Sales Manager observe, coach and work with you for development or aiding in closing sales?
• How much Sales Management support did you receive in your past sales roles?
• What do you feel you need from a Sales Manager in order to be successful?

Their responses will guide you as to the level of independence and self-management capacities they possess. The farther away they are from you, the less control you have and the more you need a strong entrepreneurial sales professional who can self-manage and self-motivate.

These are just three scenarios that Sales Managers commonly face when hiring hunters. When you engage a sales candidate in the hiring process, be sure to ask these questions to uncover their level of fit with your unique hunter-oriented sales role.

About the Author

Barrett Riddleberger is an internationally recognized leader in the practice of sales assessment, sales training, sales recruitment and retention. His new book, “Blueprint of a Sales Champion,” details how organizations can find, train and retain top performing salespeople even in a highly competitive market. An accomplished lecturer, Riddleberger is also highly in demand as a business development and motivational speaker for organizations seeking to inspire their sales force. For more info go to www.ResolutionSystemsInc.com or www.BlueprintOfASalesChampion.com or call 336.665.0506