17 Must Do’s When Interviewing
Part one of two
We’ve been focusing on management hiring the right people for the last couple weeks. Now it’s appropriate that we take a look at how sales people can be efficient at finding the right sales position.
Here’s a unique interviewing technique 180 degrees opposite the traditional approach to “selling” a prospective employer on hiring you.
BEFORE THE INTERVIEW:
- Research the company heavily before the first interview, not after (includes talking to a few salespeople).
- Prepare yourself (and your spouse) mentally to accept this job if it is offered to you on the first interview.
- Have four very credible references “on the tee,” ready to take the manager’s call the same day of the interview, if needed.
- Take a sales assessment profile of a credible sales testing company*. Score well (obviously). Highlight, in yellow, the parts you want the manager to jump to during your interview. Then, bring the entire printout to the first interview (don’t show it right away—just take it and have it ready to show).
*How do you know if the sales testing company is credible? If the profile is personality-based, then it may not be sales-specific enough. A good profile will not only highlight strengths and weaknesses of a candidate’s sales ability; but will also point out if the person can sell, but will they sell in specific industries?
DURING THE INTERVIEW:
1.) Open with a close version of these words, expressed in your own style and personality:
“Mr/Ms Manager, thanks for inviting me in. I appreciate the chance. I’ve done some research and I have to say I’m impressed with your organization. Let’s start the interview with a few easy ground rules, if that’s OK (pause)…I would like you to ask lots of questions about me and my previous sales results, and I would like to ask some questions of you, and during our questions and answers we can see if some rapport develops between us—after all, if I were sitting in your chair, I would be watching me to see if I would want me in front of your customers and prospects. Then, at the end of the interview, I will be happy to give you a decision on whether I would accept the job or not, if, hypothetically, it were offered to me today (pause). I would also like to ask you, if the hiring decision were solely up to you, and I understand it may not be, but if it were, would you offer me the job today at the end of our interview?” (You must get an affirmative answer to this question.)
Rehearse this many times before you go in. Yes, the words and their order are very important. In the Sandler Selling System, this is referred to as the “Up-front Contract.” Again, you must get an affirmative answer from the manager. If not, go back and “loosen” the parameters (just a little, though): “I understand you would like the input of others, and that’s OK. What I’m asking for at the end is what your vote would be. And I’m OK with a ‘NO.’ You will know exactly where I stand, and I would just like to know where your are, too.”
This opening has been time-tested by thousands of Sandler-trained salespeople, and it works. Why?
a. It shows the manager you are not afraid to “close.”
b. It shows you’re sensitive to what the manager is looking for.
c. It shows you know how to “soften” your closing strategies.|
d. It shows you know how to take charge.
2.) Focus all your bonding and rapport skills and make sure you get “in synch” with the manager. Studies show most managers predominately hire from their gut instinct.
3.) If you have any negatives you know the manager will find out about later, bring them up first, and deal with them while you are in front of the manager.
4.) Be yourself. Don’t try to come across as someone you are not. Most managers who have been around can sense this “incongruency.”
5.) This manager and this company are not on trial. Do not position your questions in an adversarial tone.
Part two of two (continues on with #6) will be published next week.
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