A manager's gut reaction to a hypothetical resignation—devastation or relief—reveals a rep's true value beyond their quota. This forces an assessment of their impact on culture, customer relationships, and long-term potential, separating A-players from the rest.
First-line managers often mistakenly hire people they can easily coach. Instead, they should hire 'legends' who are more skilled. The manager's role then shifts from tactical instruction to removing obstacles and strategically supporting top-tier talent.
Motivation from events like a sales kickoff fades quickly. True top performers are driven by an internal discipline to self-assess their business daily. This consistent, critical self-evaluation is a far better predictor of long-term success than temporary enthusiasm.
In complex B2B sales, customers ultimately buy from people they genuinely like and want to work with. Likability isn't just about being friendly; it is the foundation for building the champions and executive relationships necessary to close large deals.
A candidate may be flawless on Zoom, but their true personality emerges in a less formal setting. Taking them to lunch reveals how they interact with others (like a waiter), providing a more authentic measure of the likability crucial for building client relationships.
To avoid alienating mid-level managers, leaders must inform them before and after conducting a skip-level meeting with one of their reps. This frames the conversation as a collaborative effort to help the rep, rather than a secretive performance check that undermines trust.
It's easy to label a struggling rep as a 'bad hire.' Before firing them, leaders must investigate other factors. Often, the root cause is poor management, a lack of coaching, or an inequitable territory—not the rep's capability.
As AI automates routine sales tasks, many reps will lean on remote selling. This creates an opportunity for strategic sellers to differentiate by showing up in person, building human connections, and uncovering deal-expanding insights that AI cannot replicate.
To get reps to open up about their development areas, a new manager should first be vulnerable about their own shortcomings. This lowers the rep's defenses and transforms the conversation from a review into a collaborative effort to improve together.