Why do some people interview exceptionally well but struggle once they’re hired?
They communicate confidently, have relevant experience, and seem to know how to sell.
Yet when it’s time to prospect, handle rejection, and consistently produce results, they fall short.
The problem is that interviews and experience alone don’t reveal everything that determines sales success.
To make better hiring decisions, sales leaders need to evaluate five important dimensions.
1. Character
Character is the foundation of a dependable salesperson.
It includes integrity, work ethic, responsibility, and how someone treats others.
Character influences whether employees follow through on commitments, take ownership of their performance, and do the right thing when no one is watching.
2. Attitudes
How does someone feel about selling?
Do they believe selling is a valuable profession? Do they believe in the products and services they’ll represent?
Someone who views selling negatively may struggle to commit to the activities necessary for success.
The right attitude helps support consistent effort.
3. Motivations
Sales can be demanding.
It requires persistence, discipline, and a willingness to work through difficult situations.
Does the candidate have meaningful financial goals? Are they motivated to achieve more? Will they continue working when results are disappointing?
Strong motivation helps sustain the effort required for consistent performance.
4. Personality
Personality influences how someone naturally responds to people, pressure, rejection, and challenging situations.
Some individuals are more comfortable initiating conversations, handling resistance, and asking for decisions.
Understanding these tendencies helps determine whether a candidate is suited to the demands of the position.
5. Sales Skills
Most sales leaders focus on skills first.
Can the candidate present effectively? Handle objections? Close a sale?
Those abilities matter, but skills are only one part of the equation.
Product knowledge, sales techniques, and presentation skills can be developed through training and coaching.
The other four dimensions influence whether someone will consistently apply what they’ve learned.
The Bottom Line
When you hire a salesperson, you’re not simply hiring their current skills.
You’re hiring their character, attitudes, motivations, personality, and ability to develop and execute sales skills.
A structured hiring process, supported by tools such as the CTS Sales Profile, can help sales leaders evaluate important characteristics beyond interview performance.
Because finding someone who knows how to sell is different from finding someone who will consistently do what selling requires.