To efficiently screen sales reps, hold a group interview where candidates perform a pre-sent script. Then, provide live feedback and ask them to try again. This quickly assesses their preparation, ego, and coachability.

When interviewing salespeople, the biggest red flag is blame. Strong candidates demonstrate humility and self-reflection by taking ownership of lost deals and analyzing their own shortcomings. Weaker candidates deflect, blaming the product, competition, or other external factors, signaling a lack of coachability.

To hire for traits over background, Mark Kosaglo suggests testing for coachability directly. Run a skill-based roleplay (e.g., discovery), provide specific feedback, and then run the exact same roleplay again. The key is to see if the candidate can actually implement the coaching, not just if they are open to receiving it.

To assess a sales candidate's self-awareness and adaptability, ask them to describe their process for a C-level meeting. After they detail their strategy, challenge them with: "So why haven't you done that in this meeting?" Their real-time reaction is a powerful indicator of their ability to course-correct under pressure.

To accurately assess an unteachable trait like coachability, you can't just ask about it. You must create a situation that requires it. For coachability, run a brief role-play, provide direct feedback, and ask them to do it again, observing their verbal and non-verbal reactions to the coaching itself.

During interviews, listen for how candidates describe their successes. Top performers who lead through collaboration naturally talk in terms of 'we' and credit their team. Those who constantly say 'I' often lack the collaborative skills needed for modern enterprise sales.

The speaker learned to hire for innate personality traits like coachability and work ethic, which are nearly impossible to teach. Skills, on the other hand, can be developed through training. This reverses the common hiring approach of prioritizing a candidate's existing skills and experience.

For leadership roles, the interview itself is a critical test. If the candidate isn't teaching you something new about their function, it's a red flag. A true leader should bring expertise that elevates your understanding. If you have to teach them, they will consume your time rather than create leverage.

Ask a candidate to rate their sales ability on a 1-10 scale. Then, ask what specific skill, if mastered, would move them up one point. This trick question forces them to reveal a genuine area for improvement, demonstrating self-awareness and coachability.