Timestamps: 

3:50 How Justin grew from an Individual Contributor (IC) to a Manager
8:04 Fundamentals of recruiting
13:58 Traits of successful performers in Sales
20:20 Justin's interview process for applicants in Sales
25:25 Setting up people for success
27:40 Milestone markers of high performance
30:38 Operating rhythm after their first 90 days

Justin Meyers is the Head of Commercial Sales at CreditorWatch. He leads a high-performance sales organisation, where 27/30 sales reps are ahead of sales quota!

How to Build a High-Performing Sales Team

As a sales leader, one of the most important tasks you'll have is building a high-performing sales team. However, this can be a daunting task, especially if you're starting from scratch or trying to take an already high-performing team to the next level.

Recruiting for Success

The first step in building a high-performing sales team is recruiting the right people. At CreditorWatch, we've been able to attract top talent thanks to our strong employer value proposition (EVP), which includes benefits like free lunches and access to boats in the harbour. However, we know that having a strong EVP isn't enough. We also have to be intentional about the traits and characteristics we look for in candidates.

To build our hiring criteria, we mapped out the traits of our top performers, as well as those of people who didn't make the cut. From there, we identified five key traits that we look for in candidates: goal-oriented, self-disciplined, open to feedback, executive presence, and sales skills. We also ask a series of questions that align with these traits during the interview process.

Onboarding for Success

Once you've hired the right people, the next step is onboarding them in a way that sets them up for success. At CreditorWatch, we've found that having a strong onboarding process is essential for getting new hires up to speed quickly and ensuring they can start contributing to the team's success as soon as possible.

To do this, we've developed a comprehensive onboarding plan that includes training on our sales process and tools, as well as coaching and mentoring from experienced sales reps. We also make sure new hires understand our company culture and values, and how they can contribute to our mission of creating growth opportunities for our team members.

Maintaining Culture While Scaling

One of the biggest challenges of building a high-performing sales team is maintaining culture while scaling. At CreditorWatch, we're committed to creating a diverse and inclusive team that values collaboration and growth. To maintain this culture as we grow, we've put processes in place to ensure that new hires are a good cultural fit, and that our existing team members are able to connect and build relationships with one another.

One of the ways we do this is through regular team-building activities, such as offsites and social events. We also encourage open communication and feedback, so that team members can address any concerns or issues that arise in a constructive and supportive way.

Creating Opportunities for Growth

Finally, to build and maintain a high-performing sales team, it's important to create opportunities for growth and advancement. At CreditorWatch, we're committed to promoting from within and giving our team members the support and resources they need to achieve their career goals.

This includes offering training and development opportunities, as well as recognising and rewarding top performers. We also have a clear career path for our sales reps, so they know exactly what they need to do to advance to the next level.

The key traits that indicate potential for success in a sales role

When a candidate possesses these traits, they have a higher chance of succeeding in sales. However, it's important to keep in mind that every sales organisation is different, and the traits that work for one organisation may not work for another. It's important to identify the traits that are essential for your organisation and create a recruitment process that aligns with your values and goals.

Goal-Oriented

One of the most important traits that I look for in a candidate is their ability to set and achieve goals. It's crucial for salespeople to be goal-oriented because sales is a results-driven business. When a salesperson is goal-oriented, they know what they want to achieve and they are constantly working towards it.

Self-Disciplined

The second trait that I look for is self-discipline. Sales is a tough business, and it requires a lot of self-discipline to stay on track and meet targets. A self-disciplined person has the ability to motivate themselves and stay focused on their goals. They are organized, consistent, and they have a strong work ethic.

Open to Feedback

The third trait that I look for in a candidate is their ability to take and act on feedback. In sales, feedback is essential for growth and development. A candidate who is open to feedback shows that they are willing to learn and grow. They have the ability to take constructive criticism and use it to improve their performance.

Executive Presence

Executive presence is another trait that I look for in a candidate. A salesperson with executive presence has the ability to hold their own in a room full of senior stakeholders. They are confident, articulate, and they can effectively communicate their message. They have a professional demeanour, and they are able to build rapport with people quickly.

Sales Experience

While sales experience is not always a requirement, it is definitely a plus. A candidate with sales experience has a better understanding of the sales process and knows what it takes to close a deal. They have a proven track record of success in sales and have developed the skills needed to be a high-performing salesperson.

Skin in the game

This is a critical trait that we look for in the candidates we hire. When things get tough, which they inevitably will in sales, we want to know that our team members have a personal stake in their success. This can be something as simple as saving for a house deposit or as complex as being the primary provider for a family. We believe that when a person has something to lose, they are more likely to stay motivated and push through difficult times. We always ask about a candidate's personal goals and aspirations to gain insight into what drives them and how invested they are in their own success.

How to use interviews to make the best informed decisions

As someone who has interviewed countless salespeople in my career, I have learned a lot about what it takes to find top talent. Here’s how I approach the interview process and what I look for in candidates.

Getting to Know the Candidate's Goals

One of the first things I like to do in an interview is to understand the candidate's goals. While many people may say they are goal-oriented, it's important to get under the surface to really understand what drives them. I ask questions like:

• What are your goals?
• How far along are you in achieving those goals?
• What milestones have you set for yourself?
• Why are those goals important to you?
• By understanding a candidate's goals, I can get a sense of their ambition and whether they have a clear direction in their life.

Authenticity is Key

I believe that authenticity is critical in the interview process. I want to be open and honest with candidates about what the role entails, including the tough parts such as prospecting and cold calling. By being upfront about the challenges, I can ensure that the candidate knows what they are getting into and can make an informed decision.

At the same time, I want to understand the candidate's perspective and ensure that there is a good fit between their goals and what the role can offer. By being authentic with each other, we can avoid any misalignment and create a mutually beneficial partnership.

Calibration and Multiple Stakeholders

When it comes to hiring salespeople, calibration can be a challenge. That's why I use a scorecard and a process that involves multiple stakeholders. This helps us to ensure that we are all aligned on what we are looking for in a candidate and reduces the risk of misalignment or delays in the hiring process.

Three-Stage Interview Process

To ensure that we are hiring the best candidates, we use a three-stage interview process. This includes:

• Vetting interview: This is where we get to know the candidate and assess their fit for the role.
• Discovery Interview: This is the candidate's opportunity to learn more about the product and industry and decide if they are passionate about it.
• Final interview: This is where we bring in senior executives to ensure that there is buy-in and alignment with the company's values and goals.

During these stages, we look for traits such as authenticity, ambition, and the ability to bring one's whole self to work.

How to Onboard and Set Up New Sales Reps for Success

In today's competitive business world, hiring and onboarding new sales representatives is essential to grow and scale a business. However, it is not enough to just hire talented individuals; it is equally important to set them up for success. In this article, we will explore how to onboard and set up new sales representatives for success, from establishing clear goals to providing training and support.

Establish Clear Goals

Before you start the onboarding process, it is crucial to establish clear goals and objectives for the new sales representatives. This includes setting milestones and key performance indicators (KPIs) for their first 30, 60, and 90 days on the job. By doing so, you can ensure that they have a clear understanding of what is expected of them and what success looks like.

Provide Training and Support

Once you have established clear goals, the next step is to provide comprehensive training and support. This includes both product-based skill sets and sales discipline. It is not enough to simply teach your sales representatives how to do a demo or book a meeting. They must also be equipped with the sales skills and industry expertise necessary to effectively communicate with senior stakeholders and tailor solutions to customer needs.

To achieve this, we recommend investing in intensive training sessions that cover the fundamentals of cold calling, meeting introductions, and discovery. Role plays and live calls are also an effective way to solidify the fundamentals and tailor training to the individual needs of each representative.

Create an Operating Rhythm

Creating an operating rhythm is essential to ensure that new sales representatives stay on track and are set up for success. This includes weekly one-to-one meetings, where you can check in on progress and identify areas for improvement. These meetings should also be used to celebrate wins and recognize achievements, providing a boost of motivation to reps who are ramping up.

Another critical component of the operating rhythm is the weekly Monday meeting. This is where reps can reflect on the previous week, identify what went well and what didn't, and set goals for the upcoming week. This meeting should be designed to foster collaboration and cross-learning among reps and managers, creating a supportive environment where everyone can succeed.

Track Metrics and Provide Feedback

Tracking metrics is another essential aspect of setting up new sales representatives for success. This includes activity metrics, such as the number of calls made and meetings booked, as well as pipeline metrics and closed opportunities. By tracking these metrics, you can identify areas for improvement and provide feedback to reps who are struggling.

When providing feedback, it is important to be specific and actionable. Avoid general criticisms or vague feedback, and instead focus on providing clear steps that reps can take to improve. For example, if a rep is struggling to book meetings, you might suggest role-playing meeting introductions or providing them with a template to follow.

Celebrate Wins

Finally, celebrating wins is an essential component of setting up new sales representatives for success. This includes celebrating not only closed deals and revenue generated but also the small wins along the way. This can be as simple as recognizing a rep who exceeded their call target for the week or providing positive feedback on a successful demo.

By celebrating wins, you create a positive and motivating work environment that encourages reps to continue striving for success. This, in turn, leads to increased productivity, higher morale, and better results.

In conclusion, building a high-performing sales team takes time and effort. It requires a clear recruiting process, a focus on team composition, and a commitment to maintaining culture. By taking these steps, businesses can build a strong foundation for success and drive growth over the long term.

Hiring or replacing a team member in the next 90 days?

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