Learn the secrets of building a terrific sales team capable of producing massive revenues and creating the ultimate brand.

1. How to Attract, Hire, and
Retain Quality Sales
Professionals
Drew Stevens PhD

2. DREW J STEVENS
 31 Years of Experience in Sales Leadership and Customer
Service
 Clients Include BJC Hospital, Morgan Stanley, Travelocity,
United Moving and Storage
 Author of 8 Books Including Customer Momentum, Split
Second Selling, Selling – The New Norm
 Blogger/Podcaster – 6000 posts and 2500 podcasts
 Found of the Sales Institute at Maryville University
 Media Consultant CNN, ABC, NBC

3. Why this topic, Why now
 95% of your success as a manager is going to be
determined by the quality of your team selection –
or talent.
 Right People Less Turnover
 Less Turnover More Knowledge Containment
 Better Customer Service

4. Why now, why this topic
 Lost sales against average sales performance
 Lost leads against average initial meetings
 Lost productivity from impacts to the existing team
 Lost time from managers trying to fill in or
otherwise reduce disruptions

5. Interesting Facts
 Top people accept jobs for five primary reasons:
 Quality of the job based on what the person will learn,
do and become
 Quality of the hiring / supervision manager
 Compensation Package
 Quality of the company

6. Recruitment and Sales Issues
 The first decision involves who in the company will
have the responsibility for hiring new salespeople
 Procedures must be followed to ensure new recruits
have aptitude for the job and potential for success
 Need for a thoughtful recruitment process
 At each stage of recruitment and selection managers
must be careful not to violate equal employment
opportunity laws and regulations

7. The Decision Process
 Decision Criteria – Why and How Many
 Who is to be Involved
 What are the KPI’s to be measured
 How to Analyze the Proper Candidate
 Where to Obtain Candidate
 When is the decision being made?

8. Who is Responsible for Recruiting?
 Depends on the size and the need
 Human Resources or Business Manager
 Executive Management

9. How to Select
1. Identifying and Building An Effective Job
Profile
2. Hiring Sales Behaviors vs. Sales Experience
3. What are the right behaviors?
4. How to attract the right people – what
attracts people to apply and what doesn’t?
5. Interview questions
6. How to assess the right people
7. Retention

10. Where to Begin?
 What are you looking for?
 Are you looking for a Hunter, Farmer such as
Territory Sales Consultant, or Account Manager?
VIP Account Person, Strategic/Global
 The profile must reflect position needs
 You must have a specific and goal based job
description to attract the proper person

11. Competencies Need to Adjust For:
 Hunter
 Farmer
 Account Manager
 Account Development
 Sales Support

12. Content of the Job Description
 Nature of content to be sold
 Types of customers
 Specific tasks and responsibilities
 Relationships internally and externally
 Mental and physical demands of the job
 Environmental controls

13. Determining Job Qualifications
 Most difficult part of recruitment and
selection
 Need specific criteria to guide the selection
 Examine job description
 Evaluate personal histories of current
sales force to identify differentiating
characteristics among high performers

14. Where to Find Talent?
 Customers
 Internal Stakeholders
 Suppliers
 Vendors
 Social Media
 Job Search Tools
 Indeed
 Zip Recruiter
 The Ladders

15. Resumes What to Look For?
 Benefits versus Simple Facts
 Experiential Issues
 Customer Service Issues
 Pre – Qualification Assessment
 Culture

16. Beyond The Resume
 Application blanks
 Personal interviews
 Reference checks
 Physical examinations
 Psychological tests
 Intelligence
 Personality
 Aptitude/skills

17. Beyond the Resume
 Problem Solvers versus Workers
 Ask Provocative Questions
 Builds Trust and Respect
 Has 80 Percent Capability
 Proven Success Making Sales
 Listens Intently
 Customer Service – Customer First
 Fits into the Corporate Culture
 Professional – example Candice

18. Behaviors and Attributes
 Asks Good Questions
 Humble
 Smiles Often
 Speaks Respectfully
 Engaging
 Reasonable
 Reliable
 Time Honored

19. The Interview
 Are the poised?
 Do they sell themselves?
 Are they too arrogant/aggressive?
 Are they a good communicator?
 Do they listen well and answer questions directly?
 Can they defend their past?
 Do they align with corporate strategy?
 Are they a strategist or a tactician?

20. The Interview
 Can They Market?
 Can They Network?
 Can they Gain Referrals Effectively?
 Do They Market Relentlessly?
 Can They Be Trusted?

21. Criteria Check
 Interview would account for 45% of hire
 Background would account for 20%
 Dress and Professionalism 25%
 Culture Fit – 10 %

22. Once Accepted
 Onboarding is Essential
 Quality Assurance with Kpi’s
 Shadowing and Coaching
 Team Integration and Interaction

23. How to You Keep Them
 Some Things to Think About

24. Retention Myths
 Myth #1 -- "I can motivate people"
 Myth #2 -- "Money is a good motivator" –
 Myth #3 -- "Fear is a darn good motivator"
 Myth #4 -- "I know what motivates me, so I know
what motivates my employees"

25. Once You Have Them How to
Keep Them
 Recognize What Gets in the Way of Achieving Goals
 Communicate a Vision That Keep Employees Moving
 Delegation Methods That Will Help Employees
 Why Feedback Is One of the Most Important Management
Tools
 Develop a Good Culture
 Rewards and Recognition

26. One Last Thing to Keep In Mind
 Ethics and Morality
 Work Life Balance
 Chances for Advancement
 Possibility of Salary Advancement – Cost of Living

27. Drew@drew-stevens.com
636-938-4486
www.drew-stevens.com