The Saleman's Litmus Test

If your goal is to become a great company or even improve your existing one, every employee in you company should be able to “sell” the product or service that you are merchandising. Since that is usually not the case, you are forced to hire sales people to help implement the objectives laid out by upper management.

A national study indicated that less than 3% of the population is an inherent penchant for sales, and as much as 50% of all salespeople really do not know how to sell. During my 20 odd years of sales, I have hire, worked with, and observed great sales people (yes, both men and women). I have complied a listing of questions you should ask any salesperson before you hire them, and should use as a review of your existing sales force as a guide to whether to keep them or cut them loose..

Psyching Out the Test: People always try to answer questions the way they think you want them to. You need to 'listen for' answers that someone trying to trick you wouldn't usually predict. You also want to hear specifics, examples, and details. If there are specifics, then it lets you know right off the bat if there's anything worth pursuing. You can give 2 points if they ace this question.

Icebreaker: The first four questions loosen up the candidate and set the tone for the entire interview: the interviewer asks questions, and the candidate talks -- a lot. There needs to be a question that focuses on values, attitudes, and ability to communicate. Questions include: Tell me where you would like to be in 5 years? Tell a little about yourself? Tell me you biggest success (the one you are most proud of)? Tell me your biggest failure (one you would do over)? 2 Points for top respondents

Target Behaviors These 5 questions (2 points each) are designed to reveal the behavioral trait or attitude and tend to be particularly good gauges of success in our organization. They are worth 2 points each if they have them. Here are those personality traits or types and the questions used to gauge them: (1) Assertor: Is the person a doer? (2) Persuader: Can the person persuade a customer? (3) Values: Is the person honest and trustworthy? (4) Relater: Does the person get along with others, and can he or she build long-term relationships? (5) Ego: Does the person have self-regard and a high confidence level?

Measuring Integrity: You want candidates who have already had their ethics put to the test. Only two questions address values directly, but all questions are designed to reveal whether a candidate is trustworthy. Question: “What was the hardest ethical dilemma you faced, and what would you have done differently?” This is an important question and it should be weighted at 5 points.

Winning Isn't the Only Thing - But Wanting to Win Is: Look for people who want to win every situation they approach. Remember, in a sales environment there can be six other sales representatives in the lobby, selling products identical to yours. Sales is a gladiator business, and you must win more battles than you lose. Questions: “Tell me your biggest sales success? Name me the person you see yourself as in a movie? Whom would you most consider your role model?” This one is on a scale of 0 to 4.

Measuring Motivation: You don't need a degree in sales to get this answer right. Look for the word 'money' in this answer. Steer clear of big talkers in favor of careful listeners. Score either a 3 or zero if money is NOT mentioned.

Powers of Persuasion: Ask the question, “Tell me how you can convince someone who does not want your product to buy your product?” This is a classic sales-interview question, but the answers will tell you a lot about how developed a person's persuasive powers are. To a seasoned businessperson, the desired answer, 'By asking questions and finding a need,' may be obvious, but to a green kid out of college, it's not. Many times a person will say, 'I'll cut the prospect a deal.' That answer is wrong! Great answers get 4 points, less if they are not persuasive.

Looking for a Relationship-based Salesperson: You want to see if a candidate can develop long-term customer relationships and work with others easily. A good question is: Tell me how you can get repeat business? 2 Points if this is a swish.

Doers' Profiles: According to traditional sales-psychology books, there are four types of people: Doers, Talkers, Pacers, and Controllers. Not surprisingly, Doers make the best salespeople. Doers will respond to this question aggressively. They have no doubt that if their integrity was questioned, they would be upset, and they would be emphatic about it. A strong value system forces a strong response to the question. It indicates that the candidate is the take-charge type of individual you are looking for. A good question is: “Do you like working in a group or on your own? How do you handle stress (give an example)?” 4 points it they are a doer, 2 for controllers, 0 for everything else.

The Essence of Selling: It is very hard to change someone's mind, that's what a salesperson must do on almost every call. Selling comes down to providing people not with something they don't need, but with something they didn't know they needed. (read my “You Don’t Know what You Don’t Know blog) Question: “Tell me when you were able to convince someone to see your point of view that at first did not?” 3 points for a good answer, but you can rate from 0 to 3.

Measuring Maturity: You would be surprised how many candidates draw an absolute blank on this question. This is a goals oriented question. Look for some honest, clear thinking here -- some sign of maturity and goal orientation. Questions: “How do you prioritize your day? What are your long-term goals? Have you been successful so far?” Maturity is not everything, but it will get you 1 point.

Sum up what you got, if the total is under 32, let the candidate walk, and if you took the test and got under 32, you better start brushing up on your selling skills. Sales is a full contact sport, and if you are not cut out for it, find another job that can better use your skill set whatever it may be.