One way to boost sales is to hire a seasoned sales pro who has multiple connections and years of experience in your industry. But bringing in a superstar can be disruptive and create unique management concerns, so bear these points in mind:
1. Engage the team in the selection process. Pick one or two reps to be part of the selection and interview process. Involving team members in hiring can raise the performance bar for the entire team and remove the confrontational aspect of the assimilation phase. The team interview can also determine whether “positive chemistry” is apparent. Hiring a stellar seller using a top-down management strategy has been compared by those in the know to “throwing a live grenade in the middle of the team”.
2. Establish ground rules with the new recruit. When someone has a fabulous sales track record, some bragging is to be expected. But large egos can unleash havoc in a team and sales superstars may be hard to manage. According to Harry Mills, author of The Rainmaker’s Toolkit: Power Strategies for Finding, Keeping and Growing Profitable Clients, genuine superstars have a right to be treated differently. Says Mills: “A true expert should be given free rein whenever possible. ”However, some superstars feel they can make their own rules, so it’s best to establish expectations for the rep, such as pipeline/forecast reporting and conference call participation, before hiring him or her.
3. Work on that team fit. Experts caution that no matter how impressive he or she is, the new salesperson will “destroy the culture” if they don’t fit the team. Hire people who fit into the company’s belief system.
4. Avoid the superstar label. Your staff may already be a bit jaded about the new guy, so avoid gushing. If the new rep is truly a superstar, his results will be obvious. Mills advises keeping the introduction low-key and welcoming the new rep in exactly the same way as other new staff members. “Be matter-of-fact when talking about the sales star’s previous accomplishments and don’t use the word ‘star’.”
5. Use the rep to build a stronger team. Since sales reps thrive on competition, having a great deal-closer in the next cubicle can be a great motivator. Make it a condition of the new rep’s employment that he or she will counsel other team members. Business owners who encourage sales managers to align the new hire with a “diamond in the making” rep, explain that the benefits are two-fold: “The star learns the company ropes quickly, and the up-and-comer gleans expertise from a proven performer.”