I am Not Your Guy

Before HAMMER Consulting, I first owned a search firm that specialized in placing other headhunters. Unless you are in the search business, this is probably just about the wackiest niche you could imagine. My point in bringing it up today is not to reminisce, but because there was a similar theme I encountered there that still prevails today. Headhunters and Sales Executives are notorious for being out of touch about their interviewing skills (present company included!). It is a perishable skill and one that, regardless of how exceptional a sales professional you are, you should never assume is sharp, honed and ready for battle. Just like pitching a solution to a new prospect, you need to plan and rehearse. In this blog we are going to share pitfalls and successes alike that we see daily. Here is one of my most recent.

A client of ours was interviewing for a Federal Sales Executive. Like any first round interview, both the company and the individual interviewing want to peel back the layers of the onion to see what is there. This one candidate, like so many, had a list of what he wanted in his next opportunity and what he did not want. Unfortunately, he decided to focus on the negative – what he didn’t want. This manifested itself by him repeatedly saying to the CEO, “If you are looking for (insert goal/description/objective here), I am not your guy.” After about the third time of giving examples of what he would not do, the CEO had this phrase ringing in her ears. As a result, she determined he was not “their guy” and passed on him.

While I am a firm believer that the interview process is a two-way street, there is one goal alone for the first interview: get to the second interview. Granted he had some concerns, but he would have been better suited building rapport, creating a sense of the value he would bring the company versus giving a list of things he would not do. The first interview is not the time to negotiate. The interviewee is there at the will of the employer and has very little leverage. Perceived value (great sales record, a recommendation/referral, etc.) is what brings the candidate to the table. So, emphasizing the positive is what is paramount. Negotiation and framing the position to be a good (if not great) fit must be left for later when there is mutual interest. While both sides have to agree there is some level of interest to continue, the company hiring always holds ultimate veto power here.

My recommendation: for the first interview have a list of three to four examples (minimum) of why you are a good fit for the opportunity at hand. Make these quantifiable events in your track record. For example, you understand that the position for which you are interviewing is looking to increase sales within a certain vertical market. Give an example of how you did just that in a previous position, increased market share – give numbers (percentage of quota, ranking against other sales professionals, ROI, etc.). Once you have established your value and rapport, you can then tweak the details of the position away from what you do not want from a position of leverage.

Sales is the one of the only jobs in which you demonstrate your skill set during the interview. Here you are your own solution. So, make the fit by detailing how your prior success will translate into future success (sales and market share) when you are hired.