Skip to content

15 Top Cities To Advance Your Sales Career in 2017


As a salesperson looking to advance your sales career, you want to benefit from a strong sales territory, high compensation, long-term growth potential, and a thriving local economy. However, without a clear roadmap, it’s challenging to discern which cities can give you the ideal environment to capitalize on your skills and experiences.

Based on Glassdoor’s Top Cities for Sales Jobs, our own data, and 3rd party sources, we identified the top cities for sales jobs in 2017. Each of these metropolitan areas is an economic powerhouse with distinct advantages for high-performing salespeople. If you are considering making a move to a new region or are curious to know how your city ranks against other major economic centers, this guide can help to set you up for long-term success:

San Jose

More than any other city in the country, San Jose stands out as an epicenter for technology, energy, venture capital. It’s region — nicknamed Silicon Valley — was originally known for the high-tech engineering and manufacturing companies in the area. Although these industries still hold sway, Internet, software, and hardware companies now dominate the local economy.

Over 110 high-tech firms have offices in downtown San Jose including Cisco, eBay, and Adobe. Companies Facebook, Intel, Symantec, Tesla, Oracle, Netflix, Google, and Apple have their headquarters in the cities and towns surrounding San Jose. This area is also a center for venture capital funding, with more than 20 VC firms making their home along Sand Hill Road in neighboring Menlo Park.

San Jose’s dominance as an economic center cannot be overstated. In 2015, Milken Institute ranked San Jose as the #1 U.S. metropolitan area for sustaining and creating new jobs. The competition among companies for the top salespeople is intense —  this demand is a reflection of the overall trajectory of the local economy.

Given the concentration of Fortune 500 companies based in Silicon Valley and the high cost of living, San Jose also has the highest paying sales opportunities. Glassdoor’s ranked San Jose #1 in its list of highest-paying cities for sales jobs. The overall average compensation for sales professionals reaches $127,500, while our research found that sales managers make an average of $165,570.

Although living in San Jose is also extremely expensive, it’s the ideal location for salespeople who want to enter a competitive, fast-changing market filled with organizations at every stage of growth.


San Francisco

San Francisco’s booming economy is only 49 miles north of San Jose. Together, these two cities create a dynamic ecosystem of thriving companies and high demand for top performers. In San Francisco, top salespeople will find the same technology industries that thrive in Silicon Valley in addition to a big financial services presence. It’s largest employers include Wells Fargo, engineering company Bechtel Corp, and professional services firm Ernst & Young.

San Francisco benefits from the highest concentration of venture capital funding of any city in the world. Over 15 percent of the world’s VC funding is invested in San Francisco, totaling close to $6.5 billion dollars. Combined with #2 San Jose, Bay Area companies account for over a quarter of the world’s VC funding at $10.5 billion dollars.

San Francisco also offers a higher level of job availability than San Jose at a lower average pay. In 2015, Glassdoor listed close to 3,000 jobs in San Francisco — almost 2,000 more jobs than in San Jose — at a median salary of $100,000. Between 2011 and 2015, requests for Peak to headhunt enterprise software sales leaders in the SF region rose by more than 15 percent, suggesting B2B companies are doubling down on their recruitment efforts in the city.

Living in the San Francisco also means that you benefit from companies and clients based in both Silicon Valley and San Francisco proper. Due to the prevalence of employer-provided transportation, salespeople can live in San Francisco while working in Silicon Valley or vice versa.

In addition to being one of the most expensive cities in the country, San Francisco has also been dubbed the city with the highest quality of living by Mercer. For sales professionals who live here, the cost is well worth the lifestyle and professional opportunities.


Boston

Situated at the head of Charles River, Boston is an iconic city with a flourishing economy. As an epicenter of higher education, healthcare, tech and biotech, Boston offers increasing opportunity for B2B salespeople.

A 2016 Wall Street Journal article described “knowledge capitals” like Boston as punching “above their weight” economically. In particular, Boston’s brainpower, rooted in over 100 colleges in the area, make this city a dynamic place to build a career. The unique combination of a talented workforce and elite research institutions ensure it’s poised to grow even more in the coming years.

GE’s recent decision to move their headquarters to Boston’s Seaport District reflects increased interest in tapping into this kind of energy. In particular, both the Seaport District and Cambridge’s Kendall Square attracting companies of every size that want to maintain a strategic edge, causing an influx of businesses to flock to the area. Boston is such a hub for emerging companies that the U.S. Chamber of Commerce Foundation declared it as the top city for start-ups.

Salespeople who want to have a material impact on a growth company or thrive in an innovation-based economy benefit from exploring Boston. Because the local economy builds on both a strong start-up culture and a long list of marquee companies, this city appeals to salespeople who want to position themselves for a promising, long-term career.

As of 2015, Glassdoor listed medium base salaries in Boston at $55,000 with an additional $33,000 in commissions. The robust economy suggests an expected growth in both B2B revenues and salaries for salespeople. For senior technology sales reps with 5+ years of experience, for example, salaries have risen 7 percent over the past three years. Territory managers in the software vertical have also experienced a 5 percent increase to $135,200.

Furthermore, Boston differentiates itself by offering residents a small-town, New England experience that accompanies the advantages of a major metropolitan area. Homes in its neighborhoods continue to grow in value as job seekers and companies flock to its brownstone-lined streets.



New York City

New York City is a hotbed of lucrative sales positions with a high level of intensity. In this city of over 8 million residents, financial services reign supreme, accounting for 15 percent of the economy. JPMorgan Chase is the city’s largest private-sector employer, followed by Citigroup.

The New York area includes a seizable portion of the country’s B2B professional and scientific services headquarters, which have consistently rebounded from the recession. For this reason, New York City boasts over 5,000 open sales jobs according to Glassdoor — the highest number on their list of top cities.

The big apple has also seen significant growth in the technology industry. According to the Partnership for New York City, the area’s tech sector has expanded by 29 percent in the past five years. In 2016, there were 75 percent more unicorn companies based in New York City than in 2014, including Buzzfeed and Oscar Health. CEO Kevin Rose even noted that people in New York’s start-up scene exhibit more “hustle” than its West-Coast counterparts. Therefore, salespeople who want a high-intensity work environment thrive in the fast-paced NYC economy.

With over 100,000 salespeople working in New York City with less than 50 percent of them consistently hitting quota, A-players can stand out among their sales peers. New York City sales candidates will find a medium base salary of $60,000 with a bonus of $30,000 for junior sales positions.

Although New York City is the most expensive city in the world, most New Yorkers couldn’t imagine an alternative. With an exceptional client base, unmatched opportunities to climb the corporate ladder, and the city’s cultural experiences at your fingertips, New York offers an amazing opportunity for top performers to advance their career.


Los Angeles

Los Angeles is known for the entertainment industry, but it’s also an ideal environment for continuing a career in sales. In addition to being a creative capital, it’s the largest center for manufacturing in the United States, which offers opportunities for salespeople who work in industrial B2B sectors. Los Angeles-based companies create everything from computer and electronic products to automobiles. Plus, it’s location on the coast mean that $1 billion of products move through the port every day.

In addition to trade, LA has seen significant growth in the aerospace industry and specialized manufacturers, once a stagnant industry in Southern California. Clear skies and an abundance of space make Los Angeles an ideal environment for testing drones and satellite technology. For that reason, Elon Musk’s SpaceX, Virgin Galactic, and Rocket Lab all chose LA for their headquarters.

Salespeople in this sunny city make an average of $55,000 in base pay with $30,000 in commissions. Meanwhile, B2B regional sales managers make an average of $97,484, which is slightly above the national average. Although this compensation is not at the level of the cities like San Francisco and New York, cost of living is lower. In New York City, for example, cost of living is 21 percent higher than Los Angeles.

According to our data, Los Angeles Area based employers have increased the number of sales positions they are recruiting for over the last 24 months by ~5 percent. Combined with amazing weather and a distinct quality of life, Los Angeles offers a breadth of opportunities for B2B salespeople interested in the aerospace, defense or manufacturing industries.



Washington, DC

Government, education, and tourism may be the largest industries in Washington. DC, but the private sector is on the rise. According to Business Insider, Washington DC is the seventh best economy in the nation. Stephen Fuller, an academic specializing in Washington’s economy, believes that professional and business services are the fastest growing industries in DC. Fuller argues that the next thirty years will add 800,000 private-sector positions in the metropolitan area.  

Salespeople in DC benefit from the proximity to government — contractors, think tanks, and consultants drive innovation and policy in the public sector, contributing to long-term growth in the private sector. In particular, salespeople with experience working in the consulting industry will see plentiful opportunities in DC.

The largest private-sector employers include Clark Enterprises, Tasc, and Alion Science and Technology. According to DC Inno, the Washington start-up scene is also thriving. Over 400 local companies made Inc.’s list of the 5,000 fastest-growing companies, including technology consultants ByteCubed and Oasys.

With a median base salary of $55,000 and $30,000 in commissions, salespeople in Washington, DC are setting themselves up for short-term and long-term success in a robust job market. For salespeople who want to work in a thriving city rooted in government and culture — and don’t mind a high cost of living — DC is the perfect metropolitan area.


Houston

Although people associate Houston with the oil industry, its job market offers other diversified options for sales candidates. The city provides a large B2B customer base in energy sector, space science, biotechnology, and technology. Top employers include Chevron, but also Deloitte and health-care company Kelsey-Seybold Clinic. Houston also stands out as the top exporting metropolitan region in the United States, which supports economic growth in this region.

The median age in this Texas city is 33 and is becoming younger every year, as a growing population of young professionals make their home in Houston. The city is seeing changes that accompany the influx of millennials. This year, two big downtown coworking spaces are under construction, one operated by TechSpace. These coworking spaces signal that companies are investing in this region as an entrepreneurial and technology center.

Houston stands out from other cities on this list by offering the highest compensation for salespeople outside of the Northeast and California. Total compensation averages at $85,000 in Houston. With 1,775 sales positions available, it also surpasses San Jose for opportunities in the job market.


Bridgeport

Once a thriving industrial center, Bridgeport, Connecticut is in the process of reinventing itself after years of economic hardship. The biggest city in the state, it’s home to nine of the top employers in Connecticut, with dozens more in surrounding communities.

Manufacturing still drives the economy here despite a significant drop in available factory jobs. Sikorsky Aircraft Corporation employs 8,300 people right outside of Bridgeport’s downtown. Neighboring cities Stamford and New Haven also provide opportunities. In fact, our research shows that there was a 13 percent increase in requests for senior account executives in the Bridgeport area over the last 24 months.

Non-profits are in the process of rejuvenating Bridgeport’s ailing downtown with the hopes of sparking creative and tech industries. This September, the city hosted its first hackathon. By working with the neighboring Stamford Innovation Center and a grant from Connecticut Main Street Center, the city intends to shift in a renewed direction.

Bridgeport offers a slightly lower median income than Houston at $85,000. Its cost of living is 34 percent lower than New York City, despite the short distance between the two commercial centers. By train, it’s only an hour and a half ride to midtown Manhattan from downtown Bridgeport. B2B salespeople looking to work and live in the Northeast in an area with a lower cost of living should definitely explore the opportunities in Bridgeport.


Boulder

Boulder is a city teeming with entrepreneurs. In 2013, the Kaufmann Foundation reported that it has the highest density of tech start-ups in the country, with twice the number of start-ups per capita as San Jose. In the first three quarters of 2015, $150 million of venture capital funding went to Boulder-based companies, with 41.5 percent supporting software companies and 39.3 percent allocated to biotech companies.
Tech firms employ the greatest percentage of Boulder residents with large employers like IBM and the aerospace contractor Ball Corporations anchoring the economy. However, according to University of Colorado Boulder, the strongest job growth will occur in professional and business services. Their research also suggests that the state’s concentration of professional, scientific, and technical services are 33 percent higher than the U.S. as a whole. These statistics signal that Boulder-based firms rely on talented salespeople to close deals, outperforming the country in its concentration of sales employers.

Like Boston, Boulder is home to many higher education institutions and research organizations. Residents are well-educated and technically skilled, which makes it a competitive hiring environment. Although this city offers a booming tech scene, available jobs hover around 108 because qualified young professionals who flood the market. It may take extensive networking and an aggressive job search to find the ideal sales role.

The median pay for salespeople in Boulder is strong, at $85,000. Because of a moderate cost of living, 300 days of sunshine a year, and a mountain environment, sales roles in Boulder are coveted positions.



Dallas-Fort Worth

Dallas-Fort Worth is the economic epicenter in North Texas. Home to 21 companies on the Fortune 500 list, this region has a gross metropolitan product, or GMP, of $504.36 billion. If this region were its own state, it would be the ninth biggest economy in the United States after North Carolina. Top employers include American Airlines, Lockheed Martin, Bank of America, and Alcon Laboratories.

With a thriving, diversified economy, Dallas-Fort Worth offers B2B salespeople opportunities in defense contracting, professional services, aviation, financial sectors, and information technology. As with the other cities on this list, Dallas has benefited from strong ties to the technology sector. Known as Texas’ “Silicon Prairie,” it is gaining traction as a great ecosystem for entrepreneurs.

Salespeople who choose to build a career in Dallas make an average of $84,000. They benefit from a strong job market with 252 jobs available per 100,000 residents — a ratio that’s higher than New York, Los Angeles, and San Francisco. Combined with the affordability of homes and low cost of living, Dallas’s hot job market and thriving economy make it a great place to be.



Seattle

Situated alongside Puget Sound, Seattle is home to marquee companies Starbucks, Microsoft, Amazon, and Nordstrom. Some of its top industries — technology, advanced manufacturing, aerospace, green technology, and information communication technology — are ideal for B2B salespeople.

Most notably, 238,900 people in Washington state work in tech. Recruiters can attest that it’s a job candidate’s market, especially for technical sales roles. It’s rated the third-best city in the nation for job growth, with over 100,000 available jobs. Seattle’s also boasts strong salaries with compensation for sales roles averaging at $84,000. Salespeople can find even higher salaries at big tech companies.

Start-ups that can’t compete with Seattle’s biggest companies on compensation incentivize job candidates with a culture-first approach. With a supportive sales culture, extra flexibility, and significant perks, these start-ups offer their sales reps additional ownership over their work and an exemplary experience. If a salesperson values a fun, dynamic environment, there’s bound to find an abundance of options here.


Raleigh-Durham

Known as the Research Triangle, this part of North Carolina includes Raleigh and Durham, as well as Chapel Hill. Thanks to significant investments in the private sector and numerous universities, the Research Triangle is a center for aerospace and aviation, automotive, biotech and pharmaceuticals, energy, information, and communications technology.

Raleigh-Durham’s hiring landscape offers a full range of options for salespeople. Mid-size companies and start-ups in R&D’s emerging tech scene both offer sizable opportunities to salespeople who want to be a part of a growing firm. A large pool of multinational corporations that include GlaxoSmithKline and Bayer Crop Science offer corporate opportunities for salespeople who are interested in pursuing a career in a large organization.

Peak Sales has seen an increase in requests for senior salespeople both from Raleigh-Durham’s technology and professional services organizations. Specifically, the Research Triangle has seen a 12 percent increase in sales job growth in technology and science sectors over the last five years. Companies in this booming area need B2B salespeople with in-depth industry knowledge and the ambition to grow their careers.

Our research found that the average income for sales managers in Durham and Chapel Hill is $142,320 and $130,800 respectively. Glassdoor reports that the median income for non-managerial sales jobs is $84,000 total, including commissions. This area also offers affordable housing, a thriving sense of community, and access to three of North Carolina’s best cities.


Atlanta

Atlanta is one of the largest metropolitan areas in the Southeast, second only to Miami-Dade County. An affordable cost of living, low housing costs, and state and local incentives have helped drive Atlanta’s economic boom. For every new job created, the state of Georgia gives the employer a $2,500 to $5,000 tax credit.

Atlanta remains firmly rooted as a key area for pharmaceuticals and life science industries while making gains in technology, transportation services, and professional services. Specifically, the region’s professional and business services sector has outpaced the U.S. economy at 5.3 percent job growth.

The tech scene in Atlanta also continues to gain traction. DataFox named it one of the best places to create a start-up outside of Silicon Valley and New York. The city also recently benefited from the opening of a $100 million venture capital fund Leaders Fund that will further support the city’s SaaS companies.

Atlanta’s thriving economy is ideal for salespeople in every stage of their career. In particular, Peak has seen requests for senior salespeople in Atlanta grow by 24 percent since 2014. Salaries for sales professionals in this region are above the country’s average. Glassdoor reports that the average salesperson makes $82,500 while our data suggests that sales engineers make a median wage of $106,700 and managers make an average of $117,160.

Although Atlanta offers lower salaries than the other cities on the list, as in Raleigh-Durham and Dallas, its low cost of living make this region an ideal place to put down roots. With an average home cost of $178,900 compared to $809,400 in San Francisco, your salary provides much greater buying power.


Sacramento

Sacramento is often overlooked when compared to San Francisco and Silicon Valley, but it’s still a top city for sales jobs. This region is the seat of state government, but it also built a varied economy, with thriving clean technology, life sciences, transportation, and aerospace industries.

This year, The Sacramento Bee reported that the region’s economy has grown at the fastest pace in 10 years, reaching a 3.5 percent growth in GDP. Household incomes also grew by 5 percent between 2014-2015, showing promise for continued prosperity.

According to Glassdoor, Sacramento-based salespeople make a median income of $82,000. Although this salary is significantly lower than sales positions in other commercial centers in Northern California, Sacramento offers much lower housing costs. Rent prices are 227.84 percent less expensive than in neighboring San Francisco.

Sacramento companies also exhibit an increased need for talented sales reps. Peak Sales has seen a 10 percent increase in the number of requests for enterprise reps selling complex, multi-stakeholder solutions in the Sacramento area.


Hartford

Hartford is home to seven major insurance companies: Aetna Inc., Travelers Property Casualty Corp., MassMutual, The Hartford Financial Services Group, CIGNA, The Phoenix Companies, and The United Healthcare Company. As the epicenter for the insurance industry, it offers the best opportunities for B2B salespeople who specialize in this sector.

Hartford’s appeal doesn’t stop there. In addition to a strong presence in the insurance and financial services industries, Hartford benefits from a thriving manufacturing sector led by Fortune-500 companies United Technologies Inc. and Stanley Black & Decker

This year, Hartford is poised to make significant investments in creating a local tech hub.

CTNext, which offers state-funded grants for entrepreneurs, set aside $90 million to boost entrepreneurialism in Connecticut. Their goal is to turn Hartford, and other cities in the state, into centers for innovation. As Connecticut makes significant investments in the technology sector, salespeople can expect a growing need for their talents moving forward.

Hartford-based salespeople also benefit from a 120-mile radius that includes Boston, New York, New Haven, Springfield, and Albany. In other words, they have access to clients in the Northeast’s biggest economies, all within a day’s drive. With salaries at a median of $82,000, sales professionals in Hartford make a good living in a city that offers long-term career potential.

relpost-thumb-wrapper

Related posts

Top 5 Ways to Prepare for Your Next Sales Interview [Infographic]
Beyond Smiles & Dials: 5 Sales Coaching Techniques That Work
Personal Branding: The Key to Success for Salespeople on LinkedIn

close relpost-thumb-wrapper

Handling Counter Offers when Sales Recruiting

Handling Counter Offers

Having to deal with counter offers is one of the most difficult challenges facing successful companies looking to grow and attract great talent.

Great employees are hard to find, highly sought after and almost always gainfully employed. No employer wants to lose people like this without a fight, so when an employer learns that one of the their best employees is intending to resign, in all probability there is going to be a strong effort to prevent them from going.

In our business, which is based entirely on finding elite level sales people, counter offers arise regularly. Over the years, however, we have developed useful ways of mitigating their impact on our ability to recruit the people our customers need to hire. Some of these tactics can be used in isolation, or combined to increase the chances of landing the desired candidate:

Be an Employer of Choice

The best defense against counter offers is to offer things that no other employer can offer. Market leaders explicitly understand that becoming known as a great place to work and build a career significantly lessens the impact that a counter offer has on a highly desirable candidate. Any employer can offer more compensation, but a company that is known as an employer of choice can offer not only a great financial opportunity, but also a great career opportunity – which is always very difficult for other employers to match.

Stay Close to the Candidate

When someone decides to interview for a new position, they are likely seeking something they are not receiving from their current employer. The recruiting employer has the advantage of discussing these matters with the prospective hire and offering a career opportunity that caters to the candidate’s current objectives, needs, and mindset. When a mutually agreeable offer is made and the candidate informs their current employer that they will be resigning, the current employer may well be caught off guard and not be able to offer all the things that the competing employer is offering. This makes it imperative to not only fully understand the candidate’s real career objectives and motivations for making a change, but also to stay in very close contact throughout the recruiting process so as to be aware of any issues or mood changes as they arise.

Trial Resignation

During advanced stages of engaging a target candidate, have a discussion about the likelihood that they will receive a counter offer from their current employer. Ask the candidate whether they expect a counter, how they will feel about this and how they will respond. Consider conducting a role play where you present a counter offer to the candidate to assess the degree to which they have thought through their response, and how emotionally committed they are to leaving their current employer. At worst, this will help identify any addressed obstacles that may stand in the way of hiring this person away from their current job.

I recall the negotiations with one particular highly coveted candidate. We met the candidate’s financial requirements, and although money is always a factor in making career moves, the candidate had expressed that their primary motivation for making the change was to take advantage of the career opportunity that was being offered. They claimed that no amount of money would make them pass up this opportunity. To see where we were really at, I role played a resignation conversation between the candidate and their current employer, with me assuming the part of the latter. It went something like this:

Candidate: I would like to inform you that I am resigning.

Me/Current Employer: I am sorry to hear that. Is your decision final?

Candidate: …Yes

Me/Current Employer: Can you tell me why are leaving?

Candidate: I feel it is time for me to move on.

Me/Current Employer: Is there anything I can do to make you change your mind?

Candidate: I am sorry, not really.

Me/Current Employer: If I raise your base salary by $20k and add a new 10% bonus, would you be open to reconsidering?

Candidate: Uh…wow…well…uh…yes.

Boom! I knew right there we had not yet fully secured the candidate’s commitment to make a move and more work was required to understand the candidate’s real motivations.

Get Compensation Right

While there is a school of thought that money is not the most important aspect in attracting great talent, we see time and time again that even small differences in compensation have an enormous impact on a candidate’s desire to change employers.

Yet a surprising number of companies will spend a lot of time finding and courting the ideal candidate, discussing a financial offer and then making a formal offer which includes compensation that is lower than the candidate is currently making. Hiring employers that make these kinds of offers either overvalue the career opportunity that they are offering or assume that a candidate will want to negotiate. Big mistake. In many such cases, the candidate, having been insulted by the recruiting employer, will go back back to their current employer, let them know they are contemplating resignation, and ask for a raise in exchange for staying. Many employers will comply and the candidate is off the market.

even small differences in compensation have an enormous impact on a candidate’s desire to change employers.”

An approach with a better chance of success involves knowing what a targeted candidate wants, and making a great first offer that meets or even exceeds their expectations. This takes compensation off the table as a potential issue in the offer negotiation and allows the discussion to focus on other aspects of the unique career opportunity that is being offered. It also doesn’t hurt to have some budget flexibility in order to sweeten the compensation offer if required to close the right candidate.

Out Counter the Counter

At some point later in the process of courting a particular candidate,  have a discussion with them about the likelihood that they will get counter offer from their current employer. Be upfront and inform the candidate that you would like a chance to speak after the counter is received in case there is chance to make a better offer. While an employer generally wants to avoid a bidding war for talent, there is no escaping the reality that by targeting the best talent in the industry, you are already in a bidding war.

De-risk

Anyone that leaves an employment position to join another company is assuming risk. This is particularly true with high achieving people who have an unblemished track record of success. Recruiting employers often underestimate this risk and the power of the status quo. Even if a great career opportunity is presented to a potential hire, they may be inclined to pass on the opportunity and accept a counter offer in order to stay with their current employer since they have a reasonable likelihood of continuing their success.  This reality makes it incumbent on the recruiting employer to thoroughly map out how the candidate will be successful and how every detail has been taken care of including contingencies for unexpected events.

To your success!

Photo Credit: JD Hancock via Compfight cc

relpost-thumb-wrapper

close relpost-thumb-wrapper

Connect:

Eliot Burdett

CEO at Peak Sales Recruiting
Before Peak, Eliot spent more than 20 years building and leading companies, where he took the lead in recruiting and managing high performance sales teams. He co-founded Ventrada Systems (mobile applications) and GlobalX (e-commerce software). He was also Vice President of Sales for PointShot Wireless.

Eliot received his B. Comm. from Carleton University and has been honored as a Top 40 Under 40 Award winner.

He co-authored Sales Recruiting 2.0, How to Find Top Performing Sales People, Fast and provides regular insights on sales team management and hiring on the Peak Sales Recruiting Blog.

Connect:

Didn’t Get the Sales Job? Here Are 10 Reasons Why

optimized-istock_000031844570_small-1260x840In today’s hyper-competitive sales hiring landscape, the interview process can quickly become a daunting and drawn out process. Candidates are required to complete multiple interviews, behavioral assessments, and  psychometric testing. While it’s frustrating when you don’t get the sales job, understanding why you didn’t is your path to future success. Key Takeaways? Know your numbers, come prepared, and communicate with your references.

Here are the top ten reasons why you didn’t get the sales job, and what you can do about it:

1. You didn’t know your numbers

In sales, numbers reign supreme. Simply put, it’s rarely possible to ace an interview without knowing the specifics of your performance metrics. Top sellers know their performance metrics, so be specific in your knowledge. Before attending your next interview, ensure you are able to answer the following questions:

  •         What was your quota?
  •         How much of your quota was new sales versus repeat business?
  •         What was the average deal size?
  •         How much of your quota was made up of up-sells?
  •         How long was your average sales cycle?
  •         How many leads were given to you versus hunted?
  •         What percentage of your targets did you achieve in the last year

2. You failed to come prepared

We live in a job market where each open corporate position is met with 250 resumes on average. Hiring managers are too pressed for time to allow for second chances if you fail to come prepared. It becomes clear to an interviewer when a candidate doesn’t know the product, market, industry, or challenges facing an organization. Often, they will be quick to cease communication with a candidate who has failed to commit at the most basic level of spending time to know the company.

The best sales candidates research the history, structure, and competitors of a given company. They go deeper by understanding the corporate strategy, key markets, ideal customer base, and corporate growth targets.

Come prepared with facts, statistics, or your own insights on how the company can surpass their sales goals and you will demonstrate your commitment to the role.

3. You weren’t the right cultural fit

While skills and experience are the first things to be analyzed in an interview process, it’s also important that the organization deems you a good fit for the company culturally. Generally, employers can judge whether or not a salesperson will be a cultural fit by asking you about your personal values and communication style, your understanding of the company’s values, and how you approach conflict, coaching, and feedback.

It can be hard to determine whether or not a candidate will be a good fit with a potential organization solely through the interview process, but employers need to ultimately determine if a candidate will integrate well with the current employees. While it’s frustrating to lose out on a sales job due to lack of cultural fit, studies have shown that 89% of hiring failures are due to cultural fit.

Read more about how to determine if you will be a good cultural fit here.

4. You didn’t use your resume as a selling tool

Your resume should be tailored to the specific skills, experience, and selling environment of each and every job you apply for. Because employers are only interested in hiring A players, you do not have the luxury of coming across as an “almost perfect” fit. You need to display from the first point of contact why you are an exact match for the position available, how your selling history matches this, and how your sales performance makes you a “can’t miss” candidate.

Read here for the best tips on how to construct a standout resume employers can’t say no to.

5.   Your cover letter was not targeted for the position

Much like a resume needs to be tailored for each sales role you apply for, your cover letter needs to add depth and texture to the basic information of your resume. Use your cover letter to tell a compelling story about your work experience. Instead of simply describing how you are a “motivated, driven, or ambitious individual,” give a succinct example about a time when you displayed these characteristics.

A cover letter is used as a way to evaluate a candidates ability to communicate. The best letters address the employer’s requirements in the position they are hiring for. Highlight key sales accomplishments, awards/accolades, sales methodology training, and industry experience.

6.   Another candidate was more qualified

Unfortunately, this is the reality of any job candidacy. Ask the hiring manager for the specific reasons why another candidate was considered a more qualified candidate. It will ultimately aid your job search going forward and provide you insight into what skills and experiences you need to build upon.

Some of the most common reasons another candidate attains a sales job candidacy are because they have:

  • More experience selling in the required verticals
  • Built out a larger book of business
  • A longer proven track record of success
  • More experience in a hunting role/developing new business
  • Sold into the C-Suite

7. You lacked professionalism when speaking about past employers

Owning responsibility for your performance is a quality top salespeople fully embrace.  While it is possible that your departure from a previous company was under less than ideal circumstances, this should not factor into how you speak about a previous employer in an interview.

If the reason for separation between you and your last employer was due to personal differences or conflict, ensure you speak only to professional differences in the interview. Refrain from speaking badly about a former boss. Maintain a respectful demeanor and keep it professional.

Keep emotions out of any conversations regarding former employers, and always guide the conversation back to what you learned from the experience.

8. You failed to differentiate your value

As we have explained, top performing salespeople are different. The key to value differentiation in the interview process is to display your value early, and display it often. Above and beyond knowing your numbers and demonstrating a successful track record, demonstrate your ability to effectively communicate and build rapport. This is a competency employers need to see in their sales force. From the first point of contact, exhibiting your people skills and ability to establish relationships will gain any employer’s attention.

9. You didn’t leverage your network properly

It’s common knowledge that networking often leads to a job interview. In fact, hiring expert Lou Adler conducted a study which found that well over half of sales roles are filled through networking efforts. Candidates are successful at using networks to learn about positions, but overlook attaining information that will provide an edge in the interview process.

Think through what you would like to know about the culture of the sales team: the scope and expectations of the job, sales methodologies used, unique aspects of the interview process, or any specific requirements the sales team has.

Privately reach out to your professional networks, such as LinkedIn, and you will find the information you need. Be specific rather than general in your questions. You are getting information, not asking how to get the job.

10. Your references didn’t check out

According to a CareerBuilder survey, 62% of employers said that when contacting a reference, the reference didn’t have favorable things to say about the candidate. This is significant because prior to an offer of employment, reference checks are often the last step in the interview process. 

Ensure you have spoken to each reference in advance. Instead of hoping they will provide positive information on your behalf, ask them if they would recommend you to a potential employer. This is a clear way to determine if they will provide a positive reference. Inform your references that they should expect a call from your prospective employer. Remind them of any past accomplishments you had with them. Prepare them to speak to how you performed in your role with them.

Learn from your experience and advance your career

Rejection at some point of your hiring experience is to be expected given the competitive landscape of the sales workforce. While some aspects of job attainment are out of your control, understanding why you didn’t get the sales job will allow you to avoid making the same mistakes in the future. Pay attention to the details of your resume and cover letter, be proactive in your communication with references, and know your numbers.

Looking for more insight on your next sales interview? Read this and ace it.

relpost-thumb-wrapper

close relpost-thumb-wrapper

Chicago’s Sales Hiring Landscape

Chicago Sales Hiring

Even in the midst of some serious fiscal problems in Chicago – the city is facing a budget crisis and so is the state – the outlook for job growth in Chicago is positive. Chicago is welcoming new Fortune 500 businesses as they bring their headquarters to the city. There is a boom in the technology sector and in health care. Unemployment is down, and wages maintain a healthy bump over the national average. While some sectors – particularly manufacturing – are experiencing economic challenges, there is a great deal of growth for jobs in general, which is good news for sales professionals and employers who want to locate themselves in a growth region with plenty of opportunity.

“Unlike New York, and its connection to the financial sector or Los Angeles with the entertainment sector, Chicago’s economy is built on its diversity. That allows us to be a world leader in many different areas all at once.” – Rahm Emanuel, Mayor of Chicago

The big picture in Chicago

This past May, Crain’s Chicago Business, the business journal of record in the city, reported in their article  ‘Chicago Economic Growth Slowed in First Quarter‘, that “Chicago, like the rest of the country, hit some economic bumps in the first quarter but is still likely to be expanding its economy a year from now.” The article also noted that Chicago now ranks 18th of 20 large cities – up from 19th last quarter – in odds that its economy will be growing in a year. This prediction is echoed by the latest Chicago business analysis from the Regional Economic Applications Laboratory (REAL) at the University of Illinois at Urbana-Champaign which noted, “given Illinois’ economic performance of late, recovery to the prior peak (adjusted for changes in labor force participation and population growth) within five years would seem feasible.”

More recently, the Bureau of Labor Statistics, Midwest Region office reported in its Chicago Area Economic Summary, updated September 1, 2015, that “unemployment is down from 7.3 percent in 2014 to 5.9 percent in 2015 in the Chicago area, and trending down for the Greater Chicago Unemployment Rate 2015Chicago area.”

A potential driver lowering the unemployment rate could be due to the fact that Chicago has a well-educated population that employers can draw from when recruiting. The University of Chicago, The University of Illinois, and Northwestern University serve as three of the city’s higher education anchors, along with institutions like DePaul, Loyola, the Illinois Institute of Technology and a host of mid-sized colleges and junior colleges.

Chicago is also a popular destination for recent graduates from all over the Midwest – Ohio University and the University of Michigan both report that Chicago is a primary destination for large numbers of alumni. It’s a great place for employers to find candidates with MBAs, with the Kellogg School of Management and the Booth School of Business offering executive MBA programs as well as internationally recognized executive leadership and training courses on an ongoing basis. Northwestern’s executive leadership programs, for example, offers several of study that zone in on specific skill sets for sales leaders such as how to accelerate sales force performance, how to lead high impact teams, and how to leverage customer insights to drive sales.

What is propelling the growth?

A mix of Fortune 500 companies choosing to locate their headquarters in the city combined with a tech and healthcare boom is spurring growth. The Metro Economic Outlook: Chicago report published by the Society for Human Resources Management (SHRM) in 2015 notes, “among the locally-headquartered members of the Fortune 500 list are aerospace interest Boeing, technology company Motorola, fast food restaurant giant McDonald’s, and agricultural processor Archer Daniels Midland, which moved to Chicago in 2014.” Other major names like Kraft Foods Group, The Allstate Corporation, and Baxter are also headquartered in Chicago. For a full list, visit World Business Chicago and download their curated list of Chicago-based companies on the Fortune list.

Rick Mattoon, Senior Economist and Economic Advisor for the Federal Reserve Bank of Chicago notes in his report, The U.S., Illinois, and Metro Chicago Economic Outlook for 2015, that Chicago is attracting more big companies. “Since 2011, 27 companies have chosen to locate headquarters in Chicago. Thirty-one Fortune 500 firms in the metropolitan statistical area (MSA) and eight in Chicago.” Google is also making waves by building new offices in the city’s West Loop neighborhood, and the business boom is attracting more real estate developers. “JLL (formerly Jones Lang LaSalle) ranked Chicago 8th in the world for commercial real estate investment in 2014 (9.1 billion),” Mattoon notes.

The SHRM report observes that technology jobs, in particular, are increasing in Chicago. “The local tech sector is anchored by Internet marketing company Groupon, which has more than 2,000 people working at its Chicago headquarters,” notes the report, adding, “San Francisco-based online review website Yelp is expanding locally throughout the remainder of 2015 and will bring 300 jobs to the city.”

Chicago 1871 TechSources, including SHRM, credit Chicago’s strong commitment to technology as a harbinger of growth in the community. The city sponsors a technology incubator called 1871 that’s located in Chicago’s legendary – and gigantic – Merchandise Mart building. The incubator is now credited with being “the home to almost 400 startup companies, and 40 companies have graduated from 1871 to create 500 local jobs.”

In addition to technology, the Federal Reserve Report notes that “the Chicago (city) economy has expanded by an estimated 12,445 private-sector jobs since September 2013, mostly attributed to professional and business services, transportation and warehousing, and education and health services sectors.”

As the city builds on its reputation for innovation, investors are taking notice and earmarking funds for Chicago-based companies. According to the Federal Reserve report, “venture capital investment in the metro area increased to $210.2 million during the third quarter of 2014, a 42.2% improvement over the same time period last year.”

Some complain that there aren’t enough angel investors and venture capital funders looking at Chicago, but the city is attracting attention.

“The missing link has always been venture capital, a problem that in the past not only forced companies but individuals to chase capital to the East and West Coasts. We have reversed that direction and today, money is chasing companies here to the Third Coast.” – Rahm Emanuel, Mayor of Chicago

The ChicagoInno blog keeps tabs on the startup community in the Greater Chicago area, and reports on events such as The Chicago Venture Summit. Anchored by venture capitalist and Chicagoan J.B. Prtizker, this event is meant to draw the attention of investors everywhere to showcase what’s happening in Chicago. And more recently, the Venture Capital Post predicted that Chicago is in the lead to become the next Silicon Valley. “Chicago is considered to be a haven for VC funding,” notes the publication. “The average salary in Chicago technology sector is over 65 percent higher than other industry verticals. The real estate sector is also huge and affordable for the industry as the price is increasing over 10 percent annually. All these positive factors put together make the Affordability Index of 182.3 for Chicago city on ULI report.”

Opportunities for employers targeting sales professionals

The kind of news being reported about Chicago by economists impacts employers looking to grow their sales force. The city is experiencing growth in high-earning-potential sectors such as technology and healthcare, with a mix of enterprise companies and innovative startups, which is driving demand and increasing the competition over rare, top performing salespeople, which represent only 10-15% of the entire sales population.

“(A bad hire) to me is what’s most risky.” If you even get a few people that are wrong for any number of reasons, be it they are just not great people, they’re political, they’re bureaucratic, they’re not good at their job, yet they advance. It cascades dow very quickly.” – Al Goldstein, CEO of AVANT

REAL reports that “Chicago’s employment rate in May 2015 was 103.21 of its pre-recession level,” and adds, “the 12-month forecast shows that Illinois is likely to experience an employment growth between 26,600 and 44,200. The greatest increase is likely to occur in professional and business services (23,100 more jobs) while the largest decline will happen for manufacturing (5,800 less jobs).” Peak Sales Recruiting CSO, Brent Thomson, notes that demand in the region has skyrocketed over the past 2 years, particularly in the technology and professional service verticals.

“The biggest challenge Chicago tech should tackle is finding ways to drive large, scaled and sustainable revenue streams. And this is no easy task. If I were to make a recommendation to all tech entrepreneurs for 2015 it would be to start consuming books on selling and marketing.” – Shawn Riegsecker, CEO & founder of Centro

Economic Forecast Chicago SalesNaysayers will caution that the fiscal problems at the city and state level threaten long-term growth. The State of Illinois Economic Forecast, January 2015 published by State of Illinois Commission on Government Forecasting & Accountability, Moody’s Analytics, Economic and Consumer Credit Analytics noted in its summary that “Illinois’ economy has improved over the last year, but progress has been slow and the state has underperformed the region and nation in key gauges such as jobs, income, and output.” The report adds, however, that over the “longer term, Illinois has a lot of what businesses need to thrive — talent, access to customers and capital, transportation — but painful fiscal reforms are needed before it can fully capitalize on these strengths.”

Employers in the manufacturing sector should approach expanding its Chicago sales force with caution. Each of the major reporting bureaus noted some real problems in the manufacturing sector. The State of Illinois Economic Forecast, notes “a dramatic weakening of sales concentrated in the resources segment, and mining in particular, has led to significant downsizing that has spilled over into other parts of these economies.”

The impact on sales salaries

Companies looking at Chicago should note that the upturn in the economy is having an effect on wages. “The mean wage for sales and related jobs is 14 percent higher in Chicago than the national average,” notes the Bureau of Labor Statistics, Midwest Division. Over the past 3 years, we have seen the median base salary for senior technology sales representatives, those with 5+ years experience selling SaaS, Software, and/or Hardware, rise 8%, from $75,800.00 in 2012 to $82,000.00 in 2015. Similarly, the base salary for territory managers in the software vertical has risen 9%, from $125,000 in 2012 to $139,000 in 2015. Compensation plans have remained steady with a 50/50 base commission split, however, technology start-ups in the Greater Chicago Area have introduced more lucrative draws – up approximately 10% from the past two years – in an attempt to reduce the impact that long sales cycles have on first year earning potential.

High-growth companies looking to hire top performers in the Chicago market should therefore be prepared to find ways to economize on the higher-priced labor. Introducing new technology that can reduce rep travel requirements or administrative functions, for example, can mitigate the impact on rising wages over the long term. Firms can also pass on the cost increases to their customers by raising the product/service price. This outcome, however, is more likely in industries where demand for the product or service is relatively insensitive to price increases.

Chicago’s a smart choice for employers

Good wages and lots of opportunity are important, but top performers like to lead the charge for a company from a perch in one of the world’s leading metropolitan areas. If you’re considering opening an satellite office or a new headquarters, consider that Chicago is big enough to offer the sales challenge that top performers demand while delivering a lifestyle that’s family-friendly. It’s also centrally located so that sales people with significant travel requirements can navigate distance and time zones with more ease than those on one or the other coasts. A growing job base, a good economic outlook, and all the trappings of big city life with a dose of Midwestern charm makes Chicago a top choice for employers looking to expand their sales force.

If your organization requires Chicago’s top sales and sales management professionals, contact Peak’s Chicago recruiters today.

relpost-thumb-wrapper

close relpost-thumb-wrapper

Common Denominators of Top Sales Organizations

If you had the opportunity to survey a wide range of top sales organizations and the top performers that support their winning sales teams, you’d find some steady trends. Top organizations are organized, disciplined, and results oriented. They approach business in a structured fashion and develop and support processes that help employees maintain high standards. Top employees, in turn, excel at what they do, and thrive in an environment that recognizes their talents while holding them accountable for success.

Two recent surveys provide deep insight into the characteristics of top performing sales organizations. Steve W. Martin provides an overview of his recent study on high-performing sales organizations in the Harvard Business Review, and two colleagues at CSO Insights, Jim Dickie and Barry Trailer, review their research findings in a white paper titled The Anatomy of a World-Class Sales Organization 2015. Each paper has interesting and original insights, but there is common ground: [bctt tweet=”Leading sales organizations have a sound structure, strong processes, and strict accountability measures for their salespeople.”

Top companies maintain a strong structure

Martin’s study was a 42-part survey with 786 sales professional from various levels of achievement within their organizations and from various industries. He found that 50% of study participants from high-performing sales organizations, those where annual revenues increased significantly year-over-year, responded they had sales processes that were closely monitored, strictly enforced or automated, compared to just 28% from underperforming sales organizations.

Dickie and Trailer’s research focused on data pulled from 1,000 participating companies. The study, like Martin’s, found that structure was critical to building and maintaining a world-class sales organization. Once top talent is identified and hired, the author, like us, stresses the importance of providing sales reps with training and the right sales tools in order to help these top performers optimize their efficiency.

Both studies also recognized – in slightly different ways – how important it is for departments outside of sales to participate in helping the sales team achieve success, particularly when it comes to adapting to market fluctuations, or helping to train managers on how to better adapt to changing times. Here are a few ways HR and the sales department can work more closely.

Process-driven organizations achieve more market share

Optimizing sales processes by maintaining a structured approach for engaging and working with clients helps companies outsell their competitors, note Dickie and Trailer. The CSO research took a deep dive into process, showing four levels of the sales process. Level 1 is a random process, Level 2 is an informal process that’s loosely defined but not monitored. Level 3 is a formal process that is reviewed and measured, and Level 4 is a dynamic process that goes through cycles of feedback and modification. As companies moved up through the levels of process, Dickie and Trailer found, their performance improved.

Matching sales process with the various types of relationships salespeople have with clients, (approved vendor, preferred supplier, solutions consultant, strategic contributor, and trusted partner) the CSO research team created a matrix that shows how process drives achievement in sales:

When a process is in place, is followed by everyone, and leadership is able to adjust the processes as needed to account for market fluctuations or other factors inside or outside of the organization, salespeople can focus on selling. Why? Because the sales team understands what’s expected of them, work more efficiently and accomplish more. Similarly, Martin’s study found that 48 percent of the participants from underperforming sales organizations indicated they had non-existent or informal structured sales processes compared to only 29% from high performing sales organizations.

Accountability leads to higher performance

Martin found that high-performing sales organizations hold their team members to a higher level of accountability. “High-performing sales organizations are not afraid to aggressively raise year-over-year annual quotas,” notes Martin, adding that 75 percent of high-performing sales organizations raised 2014 annual quotas more than 10 percent over the previous year.

High expectations and quotas should also reflect in high rewards. Dickie and Trailer note that successful salespeople at top performing firms should have compensation programs that are more enhanced, and Martin, like us, advocates a strong bonus and commission structure.

Accountability is arguably the most powerful tool for getting reps to perform and Martin notes that [bctt tweet=”high-performing sales organizations are typically quicker to terminate underperforming salespeople”] – 18 percent of high-performing sales organizations indicated that salespeople will be terminated for poor performance after one quarter. This contrasted dramatically with average companies – only 2% reported they would terminate underperforming employees after one quarter.

Overall, these researchers found new ways to verify assumptions that many sales leaders may have been making all along. “The results from this study,” notes Martin, “quantify that the best sales organizations have strong leaders who exercise control, monitor team performance, and establish internal processes that all team members must abide by.”

Staying at the top requires a mix of talent, structure, process, and people that’s very difficult to balance correctly. The researchers suggest companies work hard to make the most of the tools available to them – including a wide range of sales pipeline and CRM software which can greatly support and enhance performance and growth. “It is not easy. It is not fast. It is not cheap,” write Dickie and Trainer, noting with a bit of a warning that, “It is not optional.”

Two recent surveys provide deep insight into the characteristics of top performing sales organizations. Steve W. Martin provides an overview of his recent study on high-performing sales organizations in the Harvard Business Review, and two colleagues at CSO Insights, Jim Dickie and Barry Trailer, review their research findings in a white paper titled The Anatomy of a World-Class Sales Organization 2015. Each paper has interesting and original insights, but there is common ground: [bctt tweet=”Leading sales organizations have a sound structure, strong processes, and strict accountability measures for their salespeople.”]

Top companies maintain a strong structure

Martin’s study was a 42-part survey with 786 sales professional from various levels of achievement within their organizations and from various industries. He found that 50% of study participants from high-performing sales organizations, those where annual revenues increased significantly year-over-year, responded they had sales processes that were closely monitored, strictly enforced or automated, compared to just 28% from underperforming sales organizations.

Dickie and Trailer’s research focused on data pulled from 1,000 participating companies. The study, like Martin’s, found that structure was critical to building and maintaining a world-class sales organization. Once top talent is identified and hired, the author, like us, stresses the importance of providing sales reps with training and the right sales tools in order to help these top performers optimize their efficiency.

Both studies also recognized – in slightly different ways – how important it is for departments outside of sales to participate in helping the sales team achieve success, particularly when it comes to adapting to market fluctuations, or helping to train managers on how to better adapt to changing times. Here are a few ways HR and the sales department can work more closely.

Process-driven organizations achieve more market share

Optimizing sales processes by maintaining a structured approach for engaging and working with clients helps companies outsell their competitors, note Dickie and Trailer. The CSO research took a deep dive into process, showing four levels of the sales process. Level 1 is a random process, Level 2 is an informal process that’s loosely defined but not monitored. Level 3 is a formal process that is reviewed and measured, and Level 4 is a dynamic process that goes through cycles of feedback and modification. As companies moved up through the levels of process, Dickie and Trailer found, their performance improved.

Matching sales process with the various types of relationships salespeople have with clients, (approved vendor, preferred supplier, solutions consultant, strategic contributor, and trusted partner) the CSO research team created a matrix that shows how process drives achievement in sales:

” alt=”Relationship Sales Process” width=”452″ height=”251″ sizes=”(max-width: 452px) 100vw, 452px” data-src=”https://www.peaksalesrecruiting.com/wp-content/uploads/2024/01/Sales-Relationship-Process.jpg” data-srcset=”https://www.peaksalesrecruiting.com/wp-content/uploads/2024/01/Sales-Relationship-Process.jpg 452w, https://www.peaksalesrecruiting.com/wp-content/uploads/2024/01/1_Sales-Relationship-Process-300×167.jpg 300w” />

Source: The Anatomy of a World-Class Sales Organization – 2015, CSO Insights.

When a process is in place, is followed by everyone, and leadership is able to adjust the processes as needed to account for market fluctuations or other factors inside or outside of the organization, salespeople can focus on selling. Why? Because the sales team understands what’s expected of them, work more efficiently and accomplish more. Similarly, Martin’s study found that 48 percent of the participants from underperforming sales organizations indicated they had non-existent or informal structured sales processes compared to only 29% from high performing sales organizations.

Accountability leads to higher performance

Martin found that high-performing sales organizations hold their team members to a higher level of accountability. “High-performing sales organizations are not afraid to aggressively raise year-over-year annual quotas,” notes Martin, adding that 75 percent of high-performing sales organizations raised 2014 annual quotas more than 10 percent over the previous year.

High expectations and quotas should also reflect in high rewards. Dickie and Trailer note that successful salespeople at top performing firms should have compensation programs that are more enhanced, and Martin, like us, advocates a strong bonus and commission structure.

Accountability is arguably the most powerful tool for getting reps to perform and Martin notes that [bctt tweet=”high-performing sales organizations are typically quicker to terminate underperforming salespeople”] – 18 percent of high-performing sales organizations indicated that salespeople will be terminated for poor performance after one quarter. This contrasted dramatically with average companies – only 2% reported they would terminate underperforming employees after one quarter.

Overall, these researchers found new ways to verify assumptions that many sales leaders may have been making all along. “The results from this study,” notes Martin, “quantify that the best sales organizations have strong leaders who exercise control, monitor team performance, and establish internal processes that all team members must abide by.”

Staying at the top requires a mix of talent, structure, process, and people that’s very difficult to balance correctly. The researchers suggest companies work hard to make the most of the tools available to them – including a wide range of sales pipeline and CRM software which can greatly support and enhance performance and growth. “It is not easy. It is not fast. It is not cheap,” write Dickie and Trainer, noting with a bit of a warning that, “It is not optional.”

relpost-thumb-wrapper

Related posts

Top 7 Characteristics Essential to Sales Success [Infographic]
Boosting Sales Team Morale When No One is Buying
21 Reasons Why Your Best Sales Reps Are Leaving [Infographic]

close relpost-thumb-wrapper

Connect:

Eliot Burdett

CEO at Peak Sales Recruiting
Before Peak, Eliot spent more than 20 years building and leading companies, where he took the lead in recruiting and managing high performance sales teams. He co-founded Ventrada Systems (mobile applications) and GlobalX (e-commerce software). He was also Vice President of Sales for PointShot Wireless.Eliot received his B. Comm. from Carleton University and has been honored as a Top 40 Under 40 Award winner.

He co-authored Sales Recruiting 2.0, How to Find Top Performing Sales People, Fast and provides regular insights on sales team management and hiring on the Peak Sales Recruiting Blog.

Connect:

What’s In a Name? Job Titles and Your Sales Career

optimized-6460819_lIn a world where labels reign supreme, how important is your job title? We explain the surprising and sometimes unexpected effects job title can have on your work performance, job satisfaction, and career trajectory.

When it comes to job titles and their impact on salespeople, there are two general schools of thought Sales VP’s, Sales Managers, and HR leaders tend to embrace. One suggests there are risks to inflating or distorting one’s job title. For example, if you are a Customer Guru it can be difficult to determine if your experience lies in handling customer issues or in initiating sales. Conversely, others see creative and imaginative job titles as simple yet powerful ways to increase employee productivity and creativity. This is known as reflective job titling and has been proven to alleviate job burnout and results in employees feeling more connected to and in control of their work life.

The divide on job titling is substantial: for every article on how creative job titles can increase employee engagement, increase retention, and psychologically motivate employees, there are just as many that argue job title inflation is a senseless and impractical practice. Some experts suggest creative or exaggerated job titles are a meaningful and cost free way to reward employees, leading to a higher performance level. However, just as many qualified dissenters believe that simplicity and consistency are best when it comes to employee job titles.

Here, we investigate the question of job title significance as it pertains to the sales world, where job titles can be particularly arbitrary and subjective. Account Managers, Sales Professionals, Business Development Specialists, Client Growth Consultants, and Telemarketers are all effectively salespeople, yet their titles signify a vast array of roles and responsibilities. Whether you recognize it or not, your job title impacts how you view your role in sales.

Responsibilities

When it comes to the responsibilities that your job title denotes, size and scale of your company are key indicators of the accountabilities of your role. You may serve as a Director of Sales at a company of thirty people, but at a Fortune 500 company, your sales role might best be described as a Regional Sales Manager. If you’re in the tech industry, well known for it’s inventive and outside-the-box operating principles, you may find yourself in a Guru Sales Hacker or Growth Expert role. Descriptive and imaginative job titles have been proven to significantly transform employee attitudes and perceptions about their job after retitling. This can lead to greater emotional job satisfaction and company engagement. Conversely, retitling can create unease because the responsibilities of your position might not translate well to other industries, or not be recognized in the same way that more traditional job titles are.

Laszlo Bock, head of People Operations at Google, explains in his book Work Rules! that he was hesitant to assume his current job title because he felt it failed to accurately portray his human resources expertise. Now, however, he appreciates the way the title signifies his connections to the people that make Google run. Ultimately, your job title will be specific to your industry and company, but you also want it to accurately portray your responsibilities, job functions, and the value you deliver to your organization.

Promotion Opportunities

When thinking about promotion opportunities, both within and outside of the company you currently work for, it’s important to have a clear idea of what metrics your current or future employer will use to measure your adequacy for the role. Think through how you can leverage your current job title as a way to strongly position yourself during an interview or performance review. For example, how has your work as an Account Associate set you up to be a great Account Manager? What are you currently doing as an Associate that will serve you as a Manager? The more directly you can draw links between job titles, the more authoritative you will be in your candidacy for the more senior role.

While job titles may appear to be only one small facet of your role in an organization, job title effects who applies for a role and influences who is attracted to the job. In fact, companies use job titles as a recruitment strategy, assuming that candidates who aren’t a cultural fit for their organization will self select out of the job opening. Someone who isn’t interested in being a Sales Guru, who views that job title as too frivolous or jokey, probably won’t fit into the other aspects that comprise the corporate culture. This is something you should consider when researching organizations as a potential employee.

companies use job titles as a recruitment strategy, assuming that candidates who aren’t a cultural fit for their organization will self select out of the job opening

Performance Measurement

The markings of uncommonly good sales organizations are that they are organized, disciplined, and results oriented, with high levels of employee accountability—all of which include well defined rubrics of performance measurement. According to the Peter Principle, however, eventually employees will reach a position where they lack specific competencies. While they will likely not receive further promotions, they will operate in a position where they are inadequate to the demands of the job.

Your job title is what ultimately defines your work accountabilities

Naturally, there is a direct relationship between the Peter Principle and job title because your job title is what ultimately defines your work accountabilities. This makes it even more important to be clear about job title when entering an interview or performance review.

Job Satisfaction

There are strong relationships between organizational commitment and job satisfaction. Organizational commitment can be understood as an individual’s desire to remain part of the same company, even in the face of new job opportunities. It also represents how closely you personally align with the company’s culture and vision.

Evangelia Katsikea et al. published a study explaining that a company’s ability to influence the attitudes and satisfaction levels of its employees is critical to an organization’s success. It further explains that this is particularly true for the sales division of an organization because sales serves as the primary way in which to generate revenue. This is important to job titling because it means that employers will generally be open to how you as an employee want to title your role. In fact, we have seen at Peak that employers are very flexible when it comes to job titles. Hiring Managers often ask us for advice in terms of titling positions because they understand that they can be, again, depending on size, somewhat arbitrary to an organization but also highly important to an employee.

The study also found that the more autonomy, variety, and feedback you receive from your job, the more likely you are to experience job satisfaction. In their research on export sales managers (the primary subjects of their study), job autonomy, variety, and feedback are positively correlated to job satisfaction: a key indicator of employee commitment to a company. One factor in job satisfaction rests on your attitude and feeling toward your job title. The more connected you feel to your title, whether as Account Executive or Sales Guru Extraordinaire, the more likely you are to be engaged in your role.

Irrespective of your level of seniority or industry, your job title influences your perception of yourself, your stress levels in the workplace, and your company to a significant degree.

So How Important Are Job Titles in Sales?

There are those who believe in the psychological benefits of creative and inflated job titles, and others who see value in levelling the playing field and creating an environment of employees driven by factors other than hierarchy.

As an employee, job titles are an integral part of how you understand and differentiate the workforce. They are powerful social symbols and have a surprisingly high effect on emotional stress levels. Whether or not you deem your job title as particularly important or worthy of thought,  they are an essential building block of a company’s culture and will ultimately effect how you view your role.

When evaluating how important job title is to you, consider:

  • Your job title should accurately reflect the responsibilities you hold and display the value you add to an organization
  • Job titles influence who applies for open positions: there are links to cultural fit and job title
  • The best sales organizations have clear performance rubrics that directly tie to your job title
  • There are strong relationships between job satisfaction and how accurately you feel your job title reflects your role

To advancing your sales career!

relpost-thumb-wrapper

close relpost-thumb-wrapper

60 Sales Team Names: A Comprehensive List

While it’s easy to dismiss sales team names as a nonessential element of team membership, the fact remains that a relevant and unified sales team name creates alignment and helps foster a sense of unity within a group dynamic. Ultimately, the sense of belonging that comes from being in a group is a powerful component of success, and attaching a name that instills a sense of unity is an important element that sales leaders can leverage. In light of this, we’ve assembled a comprehensive list of over 50 sales team name ideas you can use within your sales department.

In fact, Peak’s Chief Sales Officer and Managing Partner Brent Thompson knows first hand the value that can come from a cohesive sales team name. In the early days of his career, Brent was employed at Fast Lane Technologies. He was a member of the sales team the Hounds in the Pound: read on to explore the comprehensive list of the best sales team names we have seen at Peak since, and to learn how the name the Hounds in the Pound came to be.

60 Sales Team Names:

A-Team
Ask to Answers
Aggressive Achievers
Business as Usual

Business as Usual

Business Bulldogs
B2B Bandits
BD Bulldozers
BD Dominators
Captains of Commerce
Cold Call Captains
C-Suite Sellers
Commissioners of Cold Calling
Dynamite Dealers
Earning Eagles
Eliminators
Elite Group
Empty Coffee Cups
Fast Talkers
Fast & Furious
Fear This
Fans of the Boss
Hawk Insights
Hounds in the Pound
Hot Shots
Hungry Hunters
Hunting Hounds
It’s Business Time
Ker-Pow!
Keep Calm & Sell On
Leaders of the Hunt
Money Makers
Miracle Workers
Over Achievers
Product Pushers
Power Sales
Power Grabbers
Prospect Persuaders
Prospecting Powerhouses
Peak Performers
Quality Control
Revenue Revelers
Risky Business
Sales R Us
Sales Express
Sales Xpress
Spin Sellers
Sons of Strategy
Sale on a Sail
Super Sellers
Solution Sellers
Sultans of Sales
Team Prosperity
The Target Markets
The Sellouts
The Value Propositions
Territory Tyrants
We Are Dynamite
Wheeler Dealers
Qualifying Leaders
Quota Crushers

As for the story behind the Hounds in the Pound, the company Brent worked for was a software start-up that was expanding fast, and the organization was simply outgrowing the tenth floor office space it occupied. The founders were in the midst of expanding and carving out their team and, simply put, the sales team went from an airy tenth floor open concept to no windows in a dingy basement in the span of an afternoon.

What Brent and his fellow sales reps discovered was that they didn’t require a fancy office—or really, an office at all—to be successful and enjoy their work environment. They had t-shirts made up for their team, set up a hockey net, aptly named themselves The Hounds in the Pound, and excelled as the number one team in their organization.

When their office space finally expanded, the basement dwellers didn’t want to leave. There was a strong sense of alignment and a cohesive team identity that they wanted to protect. “It was the best team I’ve ever been on because we all cared and we were all in it together,” he explains. The accomplishments of the Hounds in the Pound remains his favorite team to this day.

Out of our top 10 sales team names, which is your favorite?

A Team
B2B Bandits
Cold Call Captains
Empty Coffee Cups
Hounds in the Pound
Hot Shots
Keep Calm & Sell On
Money Makers
Sons of Strategy
The Sellouts
Other
Please Specify:

Sales team names can be one of the foundations of a great sales organization. What sales team names have you comes across? Leave them in the comment section below! 

relpost-thumb-wrapper

Related posts

Common Denominators of Top Sales Organizations
3 Steps to Boost Team Morale Today
The Top 25 Reasons Why Great Salespeople Are Leaving Your Company

close relpost-thumb-wrapper

5 Keys to Writing a Winning Sales Resume [Infographic]

You are a top performing salesperson, so it is in your DNA to sell. And, best of all, you know how to sell yourself. However, before you can get the opportunity to sell a future employer on the reasons why their company needs you to achieve their aggressive growth goals, you need to attract them through a winning sales resume.

According to Inc., every corporate job opening will receive 250 resumes, however, only 4-6 of those resumes will receive an interview opportunity. Therefore, it is essential to develop a resume that stands out from the crowd and establishes you as a top performing salesperson.

That is why we at Peak have compiled the 5 keys to writing a winning sales resume that will you your dream job:

Want to save this infographic? Fill out the form below to download a PDF version:

relpost-thumb-wrapper

close relpost-thumb-wrapper

The 5 Things Sales Candidates Want to Know About You

When customers approach us to find great salespeople, the focus, as it should be, is on the candidates we present. Key questions about each candidate’s past sales performance, their selling methodology, book of contacts, experience selling within the industry, traits, and likelihood of success within our client’s unique selling environment must be investigated and answered before a candidate could even qualify to know who our client is.

Given the fact that Peak only approaches passive candidates who are actively and gainfully employed, these candidates are often not willing to go through our rigorous sales assessment process without asking our recruiters some important questions about the employer.

Since successful sales recruiting is about win-win outcomes for both our customers and the candidates they hire, world class employers know the importance of being able to properly answer the following 5 key questions when hunting for new talent.

Here are the 5 things sales candidates want to know about you:

1. What sets your company apart from the rest?

Top sales professionals don’t want to work for just any company. In the war over sales talent, it is critical for employers to establish some significant differentiators from not only the competition, but against the stereotypical 9-5 grind that many salespeople face on a daily basis. Peak advises clients to utilize approaches including: highlighting their on-boarding program to demonstrate the significant investment your company will be making in the new hire to set them up for success; highlighting their view of maintaining a real work-life balance, including investing in their professional interests (ie. paying for 3rd party training, attending conferences, etc); and demonstrating a commitment to hiring world class people and avoiding inferior salespeople.

2. What opportunity is there to move up the corporate ladder?

A key characteristic of top performing salespeople is that they possess a level of drive and ambition that is much higher than that of their peers. Hence the reason why it makes perfect sense for them to inquire about their opportunities such as a move into a management role from a rep, or into the VP or director spot if already in a management position.  Being able to articulate, using examples from your organization, the advancement opportunities within the company enhances an employer’s ability to attract top sales talent.

3. How is the compensation package structured, how much more can I make, and how often are commissions paid?

While offering a compensation package that is at the top end of the market is always key to attracting top sales talent, a big, and sometimes overlooked aspect relates to the base vs commission structure. Is there a cap? Is there a draw? Are there accelerators that kick in at a certain level? How are these paid – quarterly, at the end of the fiscal year in a lump sum, or can the candidate choose? Top salespeople expect to be compensated well and know that the best employers have well planned comp packages that enable both the organization and the candidate to be financially successful.

Need assistance putting together an effective compensation package for your new hire? Check out these 6 tips

4. Are there any accounts handed over to maintain upon accepting an offer?

Sure the candidates you meet will be hungry to go out and land new accounts.  Some also appreciate working a few existing clients to get used to their new product/service/solution. This also gives them an opportunity to experience, first hand, the processes, objections and challenges potential new clients would encounter once they sign off on a deal. Put simply, great salespeople are well-rounded and want to understand and experience first-hand how existing clients view their company.

5. What is the financial standing of the company?

While salespeople are typically more comfortable with exposure to risk than non-sales types, making a move from a stable employment situation and income represents a huge risk. In a seller’s market (the top salesperson being the seller facing excess demand for their services), the onus to prove financial security is on the employer. Just saying revenues are ‘solid’ isn’t good enough for ‘A’ level sales talent; they want to know specifics. If you are not a marquee brand, you must be able to demonstrate consistent growth, or have strong financial backing.

Failure to have compelling answers to these five questions compromises sales recruiting efforts. On the other hand, comprehensive answers to these questions will pay huge dividends in the level of talent an employer can attract and more importantly, retain.

When customers approach us to find great salespeople, the focus, as it should be, is on the candidates we present. Key questions about each candidate’s past sales performance, their selling methodology, book of contacts, experience selling within the industry, traits, and likelihood of success within our client’s unique selling environment must be investigated and answered before a candidate could even qualify to know who our client is.

Given the fact that Peak only approaches passive candidates who are actively and gainfully employed, these candidates are often not willing to go through our rigorous sales assessment process without asking our recruiters some important questions about the employer.

Since successful sales recruiting is about win-win outcomes for both our customers and the candidates they hire, world class employers know the importance of being able to properly answer the following 5 key questions when hunting for new talent.

Here are the 5 things sales candidates want to know about you:

1. What sets your company apart from the rest?

Top sales professionals don’t want to work for just any company. In the war over sales talent, it is critical for employers to establish some significant differentiators from not only the competition, but against the stereotypical 9-5 grind that many salespeople face on a daily basis. Peak advises clients to utilize approaches including: highlighting their on-boarding program to demonstrate the significant investment your company will be making in the new hire to set them up for success; highlighting their view of maintaining a real work-life balance, including investing in their professional interests (ie. paying for 3rd party training, attending conferences, etc); and demonstrating a commitment to hiring world class people and avoiding inferior salespeople.

2. What opportunity is there to move up the corporate ladder?

A key characteristic of top performing salespeople is that they possess a level of drive and ambition that is much higher than that of their peers. Hence the reason why it makes perfect sense for them to inquire about their opportunities such as a move into a management role from a rep, or into the VP or director spot if already in a management position.  Being able to articulate, using examples from your organization, the advancement opportunities within the company enhances an employer’s ability to attract top sales talent.

3. How is the compensation package structured, how much more can I make, and how often are commissions paid?

While offering a compensation package that is at the top end of the market is always key to attracting top sales talent, a big, and sometimes overlooked aspect relates to the base vs commission structure. Is there a cap? Is there a draw? Are there accelerators that kick in at a certain level? How are these paid – quarterly, at the end of the fiscal year in a lump sum, or can the candidate choose? Top salespeople expect to be compensated well and know that the best employers have well planned comp packages that enable both the organization and the candidate to be financially successful.

Need assistance putting together an effective compensation package for your new hire? Check out these 6 tips

4. Are there any accounts handed over to maintain upon accepting an offer?

Sure the candidates you meet will be hungry to go out and land new accounts.  Some also appreciate working a few existing clients to get used to their new product/service/solution. This also gives them an opportunity to experience, first hand, the processes, objections and challenges potential new clients would encounter once they sign off on a deal. Put simply, great salespeople are well-rounded and want to understand and experience first-hand how existing clients view their company.

5. What is the financial standing of the company?

While salespeople are typically more comfortable with exposure to risk than non-sales types, making a move from a stable employment situation and income represents a huge risk. In a seller’s market (the top salesperson being the seller facing excess demand for their services), the onus to prove financial security is on the employer. Just saying revenues are ‘solid’ isn’t good enough for ‘A’ level sales talent; they want to know specifics. If you are not a marquee brand, you must be able to demonstrate consistent growth, or have strong financial backing.

Failure to have compelling answers to these five questions compromises sales recruiting efforts. On the other hand, comprehensive answers to these questions will pay huge dividends in the level of talent an employer can attract and more importantly, retain.

Related posts

Sales Force Sizing in New Markets: The Ultimate Guide
Firm Keytree Taps Senior Sales Leader for North America Expansion
What Every Great VP Sales Wants in a Job

Connect:

Eliot Burdett

CEO at Peak Sales Recruiting
Before Peak, Eliot spent more than 20 years building and leading companies, where he took the lead in recruiting and managing high performance sales teams. He co-founded Ventrada Systems (mobile applications) and GlobalX (e-commerce software). He was also Vice President of Sales for PointShot Wireless.Eliot received his B. Comm. from Carleton University and has been honored as a Top 40 Under 40 Award winner.

He co-authored Sales Recruiting 2.0, How to Find Top Performing Sales People, Fast and provides regular insights on sales team management and hiring on the Peak Sales Recruiting Blog.

Connect:

How to Get Promoted to Sales Manager: 20 Tips from the Experts

Optimized-iStock_71438907_MEDIUM

As a sales rep, you may aspire to move into a management position. And, this career goal comes as no surprise – data from Payscale.com indicates that the promotion to sales manager averages an OTE increase by nearly two times that of what a sales rep earns.

However, working your way up through the ranks is no a simple task. “Getting promoted to sales manager is particularly challenging, especially for top performers,” says Samantha Carr, Account Executive at Handshake Corp. Why? Firstly, companies don’t want to give up their top performer and secondly, the majority of the time sales reps make bad managers. In fact, more than 75% of reps promoted to sales manager will not last 2 years in the role. 

That is why we have combined the tips from the industry’s leading sales experts, authors, trainers, and executives on what you can do to get that promotion to a leadership position.

Here are 20 tips from Sales Experts on how to get promoted to Sales Manager:

 

1. Develop your leaderships abilities and resume

Mike-WeinbergMike Weinberg

Principal of The New Sales Coach and Author of Sales Management. Simplified. and New Sales. Simplified.

Leadership skills are significantly more important than sales ability to succeed in a sales management role. If you’re looking to make yourself more attractive as a potential candidate for a sales leadership role, spend more time developing your leadership abilities and resume than your sales acumen. Take on a tough project at work. Join a board of a nonprofit or ministry. Come up with solution to a vexing problem at your company. The harsh truth is that there is very little similar about an individual producer sales role and a sales management role. It seems counterintuitive, but getting better at your existing job isn’t preparing you to get promoted.”

 

2. Understand the skills, traits, and behaviors required for success

Dave-SteinDave Stein

Principal of Dave Stein Inc. and Author of Beyond the Sales Process: 12 Proven Strategies for a Customer-Driven World

“In order to get promoted to a management position, a sales rep must first understand the skills, traits, and behaviors required for success. Sales managers must have skills in hiring, territory assignment, conflict resolution, forecasting, career development, and, among others, working with managers from other functions. A sales rep who wants to get promoted should come up to speed in these areas through reading, attending webinars, participating in programs, and availing themselves of coaching and mentoring opportunities inside and outside their companies.”

 

3. Establish yourself as a lifelong learner

Mark-CoxMark Cox

Managing Partner at In the Funnel – Sales Consulting

“If a sales rep wants a promotion to the management team, they will need to establish themselves as a lifelong learner. Leaders are intellectually curious. Read a book (or 5) on sales. Apply new approaches to what you do. Leverage your knowledge of your industry AND the industries that you sell to increase your effectiveness. Share what you have learned with the team. Only those that have the ability to learn and adapt will make the leap successfully.”

 

4. Start thinking and acting like a sales manager

Jill-KonrathJill Konrath

Speaker and Author of SNAP Selling, Selling to Big Companies and Agile Selling

“To get promoted to a sales manager, start thinking and acting like a sales manager. If a colleague is struggling, how can you help? If you have plateaued reps, how will you re-ignite them? Read about sales leadership and take action — before you get the job.”

 

5. Go above and beyond what is expected

Mark-BirchMark Birch

Founder of Enterprise Sales Meetup

“Sales reps need to go above and beyond what is expected to get into management. That means being willing to actively share sales tactics, set up lunch and learn sessions or a sales book club, volunteer to coach and mentor newer reps, etc.  When you demonstrate a willingness to coach and an investment in the success of your peers, you demonstrate your ability to manage and lead a team.”

 

6. Demonstrate your ability to coach and scale effectively

Gary-SmythGary Smyth

Founder and CEO of Sales Elite, LLC

“Getting promoted to Sales Manager means more than just hitting and exceeding your number. Shadow your current manager or management team and identify tasks that you can assume as an informal Team Leader/Manager, these tasks should help demonstrate your ability to coach and scale effectively. Take the opportunity to lead a team meeting or help reinforce a key sales area by leading a team huddle or call shadowing session. Start assuming the key attributes of a successful Sales Manager now to separate yourself from peers and make that next step in your career as seamless as possible.”

 

7. Be a leader within your organization

Brent-ThomsonBrent Thomson

CSO of Peak Sales Recruiting and Author of Sales Recruiting 2.0 – How to Find Top Performing Salespeople, Fast

“Getting a promotion is not easy. If you want to put yourself in the best position for becoming a sales manager, you need to be a leader within your organization. It’s all about the little things – knowing your metrics, having a structured approach to your day, leveraging your CRM, teaching others, hitting your numbers, forecasting accurately, and being a great corporate citizen.”

 

8. Develop a unique level of knowledge

Kelly-RiggsKelly Riggs

Founder of Business LockerRoom

“One of the ways that salespeople get noticed and considered for sales management positions is to develop a level of knowledge that is uncommon in their peers. Typically, this becomes apparent because they provide more value to their clients than their counterparts — new or varied applications for a product or service, more insight into the industry they serve, or a more significant understanding of the customer’s business. This will often lead other salespeople to seek them out and ask for help. If they demonstrate an inclination to help out and to coach other salespeople, that’s often a leading indicator of a potentially successful sales manager.”

 

9. Demonstrate the ability to execute the sales process

Tibor-ShantoTibor Shanto

Principal at Renbor Sales Solutions Inc.

“To be promoted to Sales Manager, a rep needs to demonstrate the ability to execute the sales process; as managers they will need to leverage the process in a number of ways to ensure execution and success. If they demonstrate an understanding of the process, and are examples of how to make it work for the rep and their buyers, they will be seen as someone who can lead others to do the same.”

 

10. Exhibit leadership behavior

Steven-RosenSteven Rosen

Founder of Star Results

“The key to getting promoted to a sales manager is not sales results. What I have seen is two types of salespeople, one who exhibits leadership behavior and the other who exhibits rep behavior. Leadership behavior is about finding solutions, it’s about showing your colleagues the way when they are stuck, and it’s about keeping an open mind and being open to change. On the other hand, rep behavior is about whining, only seeing problems and saying things like “we can’t do that” or “we have tried it and it doesn’t work”. Yes, good sales is a positive but we all know the best sales reps don’t always make the best managers. If you want to get promoted to a leadership role than you need to behave like a leader!”

 

11. Improve your ability to motivate

Oscar-MaciaOscar Macia

CEO and Co-Founder of ForceManager

“Salespeople who want to take that next step in their career need to focus on improving their leadership skills and ability to motivate. This can be done through self-education, reading books, sales management courses, etc. However, there is nothing better than learning on the sales floor – weighing up the challenges within the real-life setting of the business and seeing how they can be solved, effectively preparing them for their new role.”

 

12. Never stop learning

Dan-PerryDan Perry

Principal at SBI Sales Benchmark Index

“The key is continuous education. Salespeople who get promoted never stop learning. We call it new capability acquisition. We are fanatics about it at SBI and judge ourselves on what we are learning. Promotable people never stop ‘gaining new capabilities’.”

 

13. Get out of your comfort zone

Nick-van-der-KolkNick van der Kolk

Head of Enterprise Benelux & Nordics at Hubspot

“If you want to get promoted to Sales Manager, go above and beyond in your current role. Get out of your comfort zone and proactively ask to help your boss with more important projects, help your colleagues who currently hold the role you want, and introduce new technology to your boss that improves the sales force’s effectiveness and efficiency.”

 

14. Take on new responsibilities

Sam-CapraSam Capra

Founder of SalesTechStack

“Demonstrate you are cut out to be a manager by taking on new responsibilities. Volunteer to organize sales training, lead team meetings, take on an open sales territory, etc. In addition to the business of actual selling, demonstrate you can also handle the admin side of the business.”

 

15. Prove yourself as a leader on your team

Christopher-CronerDr. Christopher Croner

Principal of SalesDrive

“Sales reps should not get promoted on numbers alone. In order to get promoted into a leadership position, a sales rep must prove themselves as a leader within their sales team. Reps can do so by continuously resolving conflict, demonstrating confidence, and regularly suggesting new, creative promotions or incentives.”

 

16. Prepare for both asking for a promotion and interviewing for the position

Thomas-PhelpsThomas Phelps

Sales Career Expert at About.com

“Make sure you have your ducks in a row. If you are ready and your desired position is available, make sure you spend plenty of time preparing for both asking for a promotion and interviewing for the position. You’ve done way too much work getting yourself in a position to confidently ask for a promotion to waste your opportunity by going into a meeting with your supervisor ill prepared.”

 

17. Demonstrate your communication skills with co-workers and customers

Vivek-Thomas
Vivek Thomas

President of Maximizer Software Inc.

“Managers with the power to promote look for people who communicate well with co-workers and, more importantly, with customers. Patient, polite, determined, and confident are adjectives that describe a solid communicator who understands the keys to getting promoted to management – someone who demonstrates these qualities on a daily basis during customer interactions and business transactions.

 

18. Bring new solutions to the team
Steven-BensonSteven Benson

Founder and CEO of Badger Maps Inc. and former Regional Sales Manager at Google

“Be the person who brings new solutions to the team. A key thing that sales leaders do is take responsibility for the results of others. Even at Google, the best way I’ve seen this done is by introducing new technology that will improve team performance. A sales rep that champions new technology is proving they care about, and can be responsible for, the results of the team. That’s the most important criteria for a manager – driving performance and owning results.”

 

19. Be a top producer

university-of-san-fran
University of San Francisco

“Regardless of your readiness to assume sales management responsibilities, the reality is that sought-after sales manager positions generally go to top producers. To be considered for a sales management role, you have to exhibit a consistent ability to meet and exceed sales quotas. You’ll also need to demonstrate a solid work ethic, as sales managers are expected to serve as an example and inspiration to their teams.”

 

20. Become a tour guide for new salespeople

Jeff-WestJeff West

President and Founder of The Sales Tour Guide

“If you’re a salesperson wishing to earn that promotion into management, I recommend you become a tour guide for new salespeople. Jump in and help with the on-boarding of new salespeople. Make sales calls with them and encourage their success. The best entries on your resume for any promotion into sales leadership are the names of those whom your mentorship has played a part in their success.”

 

Put these 20 tips to use and visit the Peak Sales Career Blog for the latest actionable insights on how to advance your sales career.

relpost-thumb-wrapper

close relpost-thumb-wrapper