A hot topic among start-up CEO’s and business leaders, when moving into accelerated, let alone, hyper-growth, is how to hire the right type of sales person. Whether during, or in anticipation of a funding round, or just to help support more growth within their existing customer base, they will ask their Head of Sales, HR, Ops, and Marketing…. “Can these Reps produce in our environment”? Will they have the “fit & finish” to work well with our team? The CEO is rightfully concerned about what is called “fit & Finish” of the Sales people.And, as the business expands, will they prosper, as we all have to learn to survive with an often dwindling set of resources?
In support of the CEO, this process also needs to be risk averse because mistakes are very costly in a small business. When there is sudden turnover due to non-performance or more so, a bad hire, it is the CEO that often has to pick up the slack and keep the deals flowing and closing. Not so much in fixed costs, but in lost opportunities. Brand and good will are important, but not so at this stage. As a CEO of two of my own Enterprise start-ups, which had steady and profitable growth, I did my own hiring for sales reps, and naturally, within my own style. It was my responsibility to teach the Reps the culture of the business, the teams and process, and how to interact with the customers to make the most of deals and profit.
I did however, weigh all the same elements that many of my peers do today, but I added a couple of extra’s to help round out the completeness of the hiring model. Before I write about that, it’s very important to keep one thing, first and foremost; it’s is NOT about the Rep, or the Company, it’s about the Customer (prospect)(free “gifts of Knowledge”). They do not care about your products, solutions, services or technology, etc. and care nothing of your our shortcomings. It’s more operational. They only want what is SOP (standard operating procedure) as when they buy from “preferred vendors”. The Sales Reps needs to properly conduct a sales cycle and act accordingly to of the buying practices of the company; especially if you are from a small start-up. Act and look like IBM, sell like a rocket sled.
When the CEO makes the commitment to hire (other folks can do the screening), the new hires will have a great perspective of what it means to:
- Do more with less. Roll up your sleeves.
- Be accountable to the customer first! They pay the bills.
- Sell with passion as if you founded and built the company. Your prospect will love doing business with you.
- Never take NO. Sell as if your life depends on kit. The CEO makes sure all the employees are given what they need to succeed. Think like the CEO.
- Enjoy helping people! CEO’s do this naturally and the customers read it and respond very well.
The CEO can make sure in the hiring process the candidate understands that the Sales Rep knows how to be a “quarterback”. Like the CEO, they need to work in a small business where they can be fired after several months of dismal work. They have innate pressure to perform and do more with less. So, yes they need to fit in, but more so, they are there to produce. If they have sold $10-15M over the last several years, then the CEO is the best judge that they would continue to work hard and smart.
Once you have successfully hired, it is a lot easier to then run your training. Your new hires will have an edge thinking like a CEO because after all, they are selling Decision Makers and who best to that but a Rep who understand the mindset and priorities of these prospects.
What do you do next? Send us an email and we’ll arrange for you to speak with Ed to chat about how these learnings can help build more sales just for your business.