Smart hiring for sales success

By Cotney Consulting Group.

Hiring a salesperson isn't just about finding someone who can close deals. It’s about finding someone who represents your business. 

When running a company, wearing multiple hats comes with the job. Early on, that often means handling sales yourself. You know the product, understand the customer and learn how to get the job. But there comes a point where doing it all starts holding your business back. To grow, you need someone focused solely on bringing in the work. That means hiring a salesperson. 

Hiring your first or even your next salesperson is a serious decision. This person will be the face of your company to potential customers, and their performance will directly shape your revenue. If you are done right, this move can unlock growth and let you finally step out of the day-to-day selling role. It can cost you valuable time, money and reputation if done wrong. The difference between those two outcomes is how well you prepare before hiring. 

You actually start with a significant advantage. Even if you don’t consider yourself a career salesperson, you’ve been selling your services, talking to customers, closing deals and learning what works. That firsthand knowledge gives you a clear understanding of what kind of person will succeed in your company. Before you start writing a job post or asking around, take the time to define precisely what you’re looking for. Years of experience are one thing, but what really matters is the kind of projects they’ve sold, the deal sizes they’ve worked with, how they manage the sales process and whether they understand the rhythm and reality of your business. 

A strong candidate profile goes deeper than resume numbers. You want someone with solid sales performance, but also someone who brings resourcefulness, the ability to learn and the right attitude. You might not see that on paper. You’ll have to look for it during interviews, how they describe their past work or by calling references and asking the right questions. Make a list of the qualities that matter most to your company so you stay focused and don’t get distracted by someone who sounds impressive but might not actually fit your business. 

You also need to have your hiring process nailed down before you start. Too many contractors rush into hiring because they need help fast, only to regret it later. Take the time to map out a process that works for you. Start with a clear job description. Be upfront about expectations, sales goals, compensation, reporting structure and how performance will be measured. Include whether the role involves CRM use, estimating software or maintaining a social media presence. The goal is to attract people who know exactly what they’re walking into. 

Once that’s done, define how you’ll evaluate candidates. Consider multiple stages, like an initial application review, a phone screen, one or two interviews and a final conversation with team members they’ll be working with. That gives you a complete picture of their skills, attitude and how well they’ll fit into your company culture. You don’t need a corporate hiring machine to run a good process; you need consistency and clarity. 

Where you find candidates matters just as much as how you evaluate them. Recruiters can save you time, but come at a premium. Job boards can give you volume, but require sorting through a lot of noise. Some of the best sales hires come through referrals, networking or even contacting someone you admire in the industry. Great salespeople are often already working and not actively looking. If you spot someone who would be a strong fit, make the first move. A personal message can go a long way. 

When it comes time for interviews, focus less on rehearsed answers and more on how they sell. Ask about deals they’ve won and lost. Get them to walk you through how they qualify leads, handle pushback and follow up with prospects. Please find out how they manage their pipeline, how they use tools and how they stay motivated when deals get tough. You’ll learn more from their process than from any polished pitch. 

You may need to interview more candidates than you expected. That’s normal. Don’t cut corners. Always check references. Sometimes the final detail that helps you make the right call or avoid the wrong one comes from a short conversation with a past employer or manager. And don’t feel like you need to make a quick offer just because you’re tired of interviewing. It’s better to hold off than to hire someone who isn’t a good match. Cleaning up the damage from a bad hire can take months, and the revenue lost adds up fast. 

Hiring a salesperson is one of the most important decisions you’ll make as an owner. It’s not just about finding someone who can close deals. It’s about finding someone who represents your brand, connects with your customers and fits your way of doing business. That kind of person won’t just bring in work — they’ll create trust and build long-term relationships that pay off for years. 

You don’t need to be a professional recruiter to make a great hire. You must be honest about your business needs and methodical about how you find it. Combining that with your field experience lets you know when the right person shows up. And when they do, they’ll help carry your business to the next level so you can spend more time working on the company instead of inside the sales grind daily.