Building a successful sales team requires finding the right balance between experience and potential. Lucas Price emphasizes the importance of ensuring candidates are aware of the challenges of the role and have the right attitude to overcome them. He also highlights the significance of the team dynamic and the role itself in determining the level of experience required.
Take Aways
Candidates must be aware of the challenges of the role and demonstrate the ability to overcome them.
The team dynamic and role determine the level of experience required for a candidate.
Learning agility is crucial for candidates with limited experience.
Cultural fit and alignment with core values are essential for sales team success.
Investing in employee growth and development can yield significant returns.
Yes, you want to sell the tremendous opportunity to the candidate, but you also want to make sure they are well aware of the challenges of the role. If a candidate is scared off by a candid discussion about how difficult the role is, then they are not a good fit.
Second, we need to consider the dynamic of the team and the role. It's easier to invest in a high potential individual who's late on experience. If you have a great training program and excellent role models already ramped up and performing well, if your team is less mature, then seriously consider how the high potential candidate is going to get up to speed and get the help they need to become a top performer.
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Another important factor is learning agility. Do you have strong evidence that the candidate who's light on experience has an exceptional ability to learn and apply what they've learned in sales situations? If you don't, then it probably isn't the right risk to take. Then think about how well the person fits in with the culture.
Like an executive hire, a sales rep needs to fit in with the core values and work ethic of the business. If a candidate has the right attitude and is exceptionally capable at learning, then they likely have the ability to become a top performer.
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I'm personally not a fan of offering jobs with trial periods or starting new employees on a probationary period. Do the work up front to decide that you want to commit to a candidate's success. The best candidates often don't want to join your company if the offer can be revoked. After they've been there for a few months, if an employee joins and then isn't willing to put in the work, then you need to address that and you may need to move on, but that shouldn't be the plan going in when hiring.
It's important and tricky to find the right balance between skills and promise. It's about finding the right mix of what a candidate can offer. Now, And what they could offer in the future,
