Recommend: Tim Wackel, Sales Consultant & Trainer

While attending the AA-ISP conference in Boston a couple of months ago, I had the pleasure of taking a session from Tim Wackel, sales consultant and trainer, on “Stop Pitching, Start Solving.”

(For some bad salespeople, I would have renamed the session, “Stop Bitching, Start Working.”)

Mr. Wackel’s presentation was one of the best sessions I attended during the conference. Everyone I spoke to after the session had the same opinion. My only regret was his session was only 30 minutes long. I wish they had scheduled more time for him. But fortunately for all of us, he did squeeze a lot of good information for us.

I’m not going to reveal too much detail of his session because I want to encourage you to ask your company or organization to hire him to train your sales team. Instead, I’m only going to offer you some sample nuggets.

One of the most surprising takeaways I got from his session is that the number one reason why most prospects buy from you isn’t because of price, product or the solution you are offering – it’s because of you. That’s right, you! The more effective you are as a salesperson, the better chance you have to increase your sales.

(Mr. Wackel obtained his information from Success Magazine).

Think about that for a second. How often have you heard prospects say they would love to buy your product or service, but the price is too high, or they need to check with their boss, or they will call you back when they are ready to purchase. Sure, some of the reasons are legitimate. But you know in your gut sometimes the reasons are none of the above – the real reason is that they just don’t trust or like you.

For example, in one of my previous jobs, I was working with a Florida hospital that was seeking a more robust password security program. The decision came down to me and a major competitor. My client was getting a lot of push-back from his boss and colleagues to purchase from the competitor. However, even though the competitor’s price was lower, my client bought from me.

Why? Because he trusted me. I went through several hoops to close the sale. For example, I quickly and honestly responded to all of his questions and concerns. I outlined some of the key differences between our products vs. the competitor. I did this without bad mouthing our competitor.  At the client’s request, I conducted two separate online tours rather than one tour because I wanted to show our product not only to him but also to his colleagues.

After nearly four weeks, I closed the sale.

My client told me that the biggest reason he bought from me because I was willing to spend more time working with him than my competitor. He added that I showed the more enthusiasm and willingness to work with him than most salespeople he had worked with in his career.

So what is the solution to get more sales? Mr. Wackel outlines four principles.

They are –

Principle #1 – Prescription before Diagnosis is Malpractice!

Principle #2 –Make Fewer Statements, Ask More Questions.

Do you want to know the next two principles? Do you want to learn more? Contact Mr. Wackel. Hire him. You will not regret it.

Here is his contact information:

3415 Westminster Ave. Ste. 207A
Dallas, Texas 75205
(214) 369-7722

Below is a video of “Who is Tim Wackel?” –


20 Questions to Ask during a Sales Position Interview, Part 2

This is part 2 of my post on questions to ask during a sales position interview.

sales cycleQuestion 11). What is the average sales cycle?

This question is important because it will tell you when you will start earning commission or bonuses. If a company has a long sales cycle, chances are it may be weeks or months before you earn any commission. If that’s the case, is the base salary high enough to sustain you until you receive your first commission check? I’ve worked in sales jobs where it can take up to two months to two years before companies make buying decisions. This is especially true when you are dealing with large corporations. Can you afford to wait that long before receiving a commission? Make sure you have a clear idea of how you are expected to build up your pipeline, and the time frame for achieving that goal.

customersQuestion 12). Who within those companies will I be selling to?   

The purpose of this question is to determine the types of clients you will be expected to deal with. This will give you a sense of how comfortable you will be working with certain groups of prospects. If you have been selling mainly to small business owners, and are now expected to sell to C-Level officers who are more powerful and influential, can you handle that? Only you can answer that question, but at least you will have some idea what you are walking into.

In relation to this, you may want to find out which is the most profitable group of clients the company is selling to. Many companies sell to different market segments, and some do better than others. For example, if you are told that law firms are the most profitable, compared to the nonprofit organizations for which there’s a sales opening, is this a job you want to pursue? Now granted, maybe the compensation package is different to make up for the fact that you are selling to a less profitable group. If that’s the case, now would be a good time to find out.

hurdles of sellingQuestion 13). What are some of the common hurdles or challenges your sales team is facing right now?

Your goal is to find out what problems the sales team is facing and what management is doing about it. For example, if their competitors are kicking their butts, how is the company addressing that problem? If the sales team is spending thirty minutes or longer processing simple orders, is the company planning to streamline the order entry system?

who is your boss?Question 14). Who do I report to?

Chances are, one of the people doing the interview will be your sales manager. But beyond him or her, will you need to report to others? If yes, now would be a good time to find out.

I once worked for a sales manager who was extremely weak. He had the title, but not the backbone to do his job. I found out the hard way that the real boss was an outside consultant who burst into our office about once or twice a week. While our sales manager pretended to be the decision maker, it was the consultant who really called the shots.

And if you are lucky enough to be interviewed by the sales manager, now would be a good time to ask your prospective boss a few questions: Why did you decide to work for the company? How would you describe your management style? Can you give me a little background on your sales career? If you did your homework, you probably read the manager’s LinkedIn profile, but it wouldn’t hurt to show some interest in the career of someone you hope to work for.

A related question would be:

“What is my sales manager’s leadership style like?”

a successful saleswomanQuestion 15). What are you looking for in a salesperson?

This is good to ask early in the interview process because it will signal what type of candidate they are trying to hire. Are they seeking a road warrior who will travel a great deal throughout the year? Are they seeking a cold caller who will be banging the phones all day? Are they seeking someone who has a consultative sales style, or a hunter who persistently seeks new leads and doesn’t take no for an answer?

Once you find what type of salesperson they are looking for, you can either tailor your answers to match their questions, or realize you made a mistake applying for the job, and politely walk away from the interview. My advice is to walk away if you’re not a good fit. In the short run, you may get the job, but in the long run you will be miserable trying to be someone you’re not.

If you like this post, please read my book Advice for New Salespeople: Tips to Help your Sales Career for more help.

resources for salespeopleQuestion 16). What resources do you have available to help salespeople accomplish their jobs?

Are they using the latest and greatest CRM (Customer Relationship Management) tool to manage your accounts and sales, or are they still using Excel spreadsheets? Do they have an ample inventory of office supplies, or do you have to run to Staples or Office Depot every time you need new pens? If you are dealing with overseas clients, are there any restrictions on making long-distance phone calls?

I have worked at companies where I had to buy thank-you cards out of my own pocket. I’ve even bought my own pop-up Post-It notes because the company considered the product too expensive to buy and stock.

marketing teamQuestion 17). Can you describe to me what your Marketing Department is doing to help the sales team?

This question is important because it will give you a good insight into how sophisticated the company’s marketing efforts are in generating leads for the sales team. Is the Marketing Department generating leads or are salespeople expected to generate most of their own? Are they following a good social media plan? Or better yet, do they have someone on staff devoted exclusively to maintaining the company’s social media? How well is the Marketing Department working to promote the company’s brand? Are they planning to attend a lot of trade shows?

In short, the better the Marketing Department is at helping you, the better you should do in sales.

Related questions would be:

“What type of marketing does the company do?”

“Is the marketing department helpful to the sales team?”

“How does the company obtain leads?”

competitionQuestion 18). Can you please tell me more about your competitors? Which ones are you most worried about?

Ideally, you did your homework and you already know who some of the competitors are. You may even want to impress the interviewer by mentioning a few during the interview. The purpose of this question is to get the potential employer’s perception of who his competitors are and the strength and weaknesses of the major ones you will do battle with. I actually had one owner who lied to me when I asked if his company had any competitors. I didn’t find out until after I accepted the job that I was facing at least four competitors in the market. So don’t make the same mistake I did. Do your homework.

Here are some related questions to ask:

“What are your competitors doing that your company is not doing?”

“What advantage does your sales team have over the competition?”

Don’t feel that you are offending your potential employer by asking these questions. You may have done your homework, and know some of the answers, but it’s better to hear it from the horse’s mouth. All companies face competition. Your goal is to get the potential employer’s spin on the competition and determine if their perceptions match reality. If not, don’t jump on their fantasy bandwagon. Go to another interview.

knowledge and information sharingQuestion 19). How is information shared among the sales staff and various groups within the company?

The purpose of this question is to determine whether you are working in a transparent or secretive company. This is important to you because it could determine how successful you are. Working in an open environment means you have access to what is going on in other departments. As a salesperson, it would be extremely helpful to know what the marketing and production teams are doing. In marketing, what new campaigns are they planning to release this year? Are they planning to obtain new leads? Are they planning more trade shows for you to attend? About production, what new products are they planning to release this year? Are any new enhancements or upgrades to this year’s roadmap? Are they planning to discontinue any products?

Working in a secretive environment is unhealthy and counterproductive. If you have no idea what other departments are doing, or where the company is heading, it’s going to be tough to sell confidently. You don’t want to be caught off guard or look foolish to your customers if a product is suddenly discontinued, or enhancements are made without any advance warning. You will benefit when you remain in the loop.

I actually worked at one small publishing company that would not internally announce any job openings. One day you walk in, and suddenly a new employee is sitting close by. At one of my previous jobs, a saleswoman was shocked to find that another salesperson had been hired without her knowledge and that her sales territories would be divided up.

The more secretive a company, the more difficult it is to share and offer suggestions. When ideas flow, a company grows. If there is little willingness for employees to collaborate and exchange ideas, your sales efforts could be crippled.

I have worked with both transparent and secretive companies. Transparent companies are more healthy places to work. People trust each other and are more willing to work together. Secretive companies tend to make people suspicious and wary of one another.

job interview for salesQuestion 20). If you were me, what would you do differently now that you didn’t do when you started working here?

Potential employers are always surprised when I ask this question. Apparently, it’s one of those questions that job candidates rarely ask. The purpose of the question is to gain insight into the mistakes your potential employer made so that you don’t follow in his footsteps. It also puts your potential employer in your shoes for a second by reminding him of what it was like to start a new job at his company.

The questions I’ve suggested above are not in any particular order. You don’t have to ask them all. Since most interviews are normally one hour-long, you probably won’t have time to ask most of them anyway. That’s OK. Just select which questions are most important to you and be prepared to ask them.

I would encourage you to create your own list of questions. However, I hope you get the point that you need to take responsibility for your career and financial future. Put your fear and anxiety aside and ask tough questions. I guarantee that most potential employers will respect you for it. This shows you have done your homework, you are prepared, and that you take sales seriously. That’s exactly the type of salesperson most companies are looking for.

Please let me know if you have any comments.

Note: The above questions were published in my e-book Advice for New Salespeople: Tips to Help your Sales Career.


20 Questions to Ask during a Sales Position Interview, Part 1

Questions to ask during a sales job interviewWhen it comes to job interviews, asking questions is a two-way street. In fact, most career counselors encourage you to ask questions during an interview. Why? Because it shows the potential employer that you are interested in the position and that you’ve done your homework.

Below is a list of questions that I recommend you ask. I will explain why each question is important and help you determine if the answers you receive are red flags.  Part 2 of this post will be published next week.

Question 1). I notice based on my research that there appears to be a high turnover of salespeople in your company. Is that true and could you explain to me why that is the case?

If an employer admits turnover is high, that’s actually a good sign. At least he’s being honest with you. I actually had one potential employer tell me up front there was high turnover. He had just taken over the department a few months earlier and felt it would be better, to be honest, and let me know what I was getting myself into.

But few of us are that lucky to have a potential employer tell us the truth. So in most cases, you need to dig deeper and find out what is causing the high turnover. Some companies may tell you turnover is high because they have “high expectations” of salespeople; if they don’t achieve their goals, they are asked to leave.

What they are really telling you is that the quotas are extremely or unrealistically high, and frankly may be out of reach for most salespeople. That’s not necessarily a bad thing. Some companies are looking for the crème de la crème. If you can’t hack it, don’t let the door hit you on the way out. Selling is hard work. Maybe they are not looking for glorified order takers, but real hunters and aggressive closers. Maybe they are looking for salespeople to work late hours or be road warriors and travel to all parts of the country or world. Just know that if you accept this job, you had been warned up front about the high turnover. Be prepared for a major sales workout.

If a company doesn’t admit it has high turnover or brushes off the question, they are not telling you the truth. If a company isn’t honest with you on that question, they may not be honest with you about your other questions. My advice: don’t work for them. Politely leave the interview and don’t look back.

Of course, there may be other reasons for high turnover. Sometimes bad management plays a major role in people leaving. Some companies may be reluctant to fire a bad manager because he has strong relationships with major accounts, or he’s married to the boss’s daughter. Whatever the reason, companies may look the other way.

Other reasons for high turnover may be a bad compensation plan, or a poor allocation of accounts, or territories that are not paying out well. We all get dealt a bad hand of cards in life. It happens. You may be good at your job, but no matter how many sales calls you make, or how thoroughly you know your product line, you’re not cutting it. As they say in poker, you have to know when to hold ’em and when to fold ’em.

As I mentioned earlier, turnover may be high because companies are not successfully qualifying job candidates, or not setting the right expectations for a sales position. For example, I worked for a cruise vacation company that would cast a wide net to bring in several salespeople at once. After a two-week training program, you had three months or less to prove yourself. The turnover rate was so high that after a few months maybe one or two employees were left standing. The rest either quit or were fired. There were situations where entire training classes were gone in a few months.

Why did this happen? Because the company believed quantity was more important than quality when hiring salespeople. If they had invested the time to screen job candidates more carefully during the interview process, they may have hired fewer salespeople but would have had lower turnover.

slicing up or dividing prospects or sales leadsQuestion 2). How are accounts and leads assigned or divided up?

Unless you are coming on board with a stellar resume, or left a competitor to work for a new employer and can bring your old accounts with you, chances are you will not be assigned large accounts or prime leads right away. Until an employer believes you are thoroughly knowledgeable about the product line and have demonstrated good sales skills, you will be assigned old expired leads and smaller accounts. Don’t be offended by this. You are on your training wheels right now. Before you can start contacting and working with the big boys, you have to prove yourself to a new employer. This is true even for someone who has been in sales for a while. Don’t walk into a job expecting large accounts and great leads to be handed to you on a silver platter. It’s not going to happen. With every new job, you have to prove yourself all over again. However, if you know what you are doing, and can demonstrate solid sales skills, a good employer will move you to the fast track right away.

With assigned accounts, you are looking at the projected sales. While this is not always very scientific, if an employer has been managing those accounts for a while, they have a pretty good gauge of their potential. They may at first assign you to smaller accounts. As you develop and demonstrate good sales skills, they may gradually assign you larger and more profitable accounts.

Sometimes smaller accounts or leads can yield surprises because the previous account manager didn’t work those accounts or leads thoroughly enough. I once worked for a company where a new sales rep was assigned a “double zero” account. That means a prospect that had never placed an order. The account was transferred to him by a senior sales rep. A few weeks after the transfer, that account ordered more than $5,000 worth of products, a big order by our standards. What happened? The customer got fed up waiting for back orders from a competitor and decided to order our products. Lucky? Maybe. But this underscores why you shouldn’t thumb your nose at smaller accounts or leads. Because in sales, sometimes luck is all you have to keep you going until you build your pipeline.

Besides luck, sometimes it’s all about timing.

I know a young saleswoman who started her first real sales job at a publishing company. She was selling and managing accounts for an online subscription service. She wasn’t making much money and was becoming discouraged. However, within a few months, a senior account manager resigned, and she was assigned all the departing manager’s large accounts with better sales potential. The manager decided it was easier to assign her the large accounts while the outgoing account manager was available to help her than to replace her. (In fact, many sales managers are reluctant to post help wanted ads for new hires. If they can hire someone internally for the position, or get a good referral, they will move quickly to fill the open spot).

When it comes to finding out how accounts and leads are assigned, don’t be afraid to get down to specifics. Are accounts assigned by market segmentation? Are accounts assigned by geographic territories? Account assignments by market segmentation normally are based on the revenue size of the account in a specific industry. Generally speaking, smaller accounts are assigned to new sales representatives and the larger accounts to the more senior ones. Market segmentation accounts may also be assigned by the account’s field. For example, some salespeople will focus only on law firms, while others will focus on non-profit organizations or medical facilities. It comes down to what type of services and products your company is selling.

If the accounts are assigned by geographic territories, then you probably will get a mixed bag of small and large customers.

Some companies do not rely on territories at all but divide up accounts based on the percentage of leads you currently have. One way to think of this is that each salesperson has a lead bucket. If your lead bucket is too full, you will get fewer or no leads for a while. Conversely, if you have very few leads, you will receive more leads until your bucket is almost full. Usually, the most senior salespeople have the highest number of leads because they have been with the company the longest. A few new leads will trickle in from time to time, but those top performers are expected to devote most of their time to managing what’s already in their large buckets.

This system of allocating leads works well when you are selling products with a long sales cycle, and where not having a territory really doesn’t dramatically affect your sales.

Regardless of how accounts are assigned, you need to have a thorough understanding before accepting a job offer. You don’t want to get burned or be caught by surprise.

paid training for sales peopleQuestion 3). Do you offer paid training? If so, for how long? What type of training is involved?

Are they going to throw you into the fire, or offer you some good product training? Generally speaking, the more complex the products or services you sell, the more training you will undergo. If you are selling software or cars, you will probably take extensive in-person and self-study courses before you meet your first customer or prospect. If you are selling subscriptions or advertisements, your training will be shorter and not so extensive.

Before I sold durable medical equipment and software, I went through two weeks of paid training. Some of my training was class work, but most of it was from reading the company’s product and sales material. I had to study the company’s catalog inside and out. I also had hands-on training by working in the company’s warehouse. For example, I would work with a specific product one day like hand rims and then work in the shipping department the next day. I found this to be very helpful and gave me a better appreciation of the shop employees’ work.

Before I sold any software, I would also take some coursework. But most of what I learned was from studying online material, watching demos, and listening and watching other salespeople work.

While product training isn’t going to make you a better salesperson per se, at least you will start out with a strong grounding in the products you are selling.

After my formal training, my studies did not stop. I continued to learn more about my employer’s product line on my own time. I also spent time studying the competition and the industry in general.

are you hitting your quota?Question 4). Is there a quota? If yes, how is that quota determined?

I’ve discussed quotas before in a previous post.  You should always know up front what type of quotas you are expected to meet. Are quotas measured on a weekly, monthly or quarterly basis? This could be a good measuring stick on whether the company has realistic expectations or pie-in-the-sky goals.

For example, I know an old-school salesman who once sold cars for a very popular dealership in Maryland. His sales manager had a very strict quota system: Every month the salesperson with the lowest numbers would be fired. It made no difference what his sales had been year-to-date, or his level of seniority. In fact, a five-year veteran car salesman was fired because he had the lowest sales one month. He cried at his desk because he was afraid his wife would divorce him for being unemployed.

When my friend asked his boss why he has such a strict quota system, his reply was, “I want to keep everyone on their toes.”

Nice guy.

The salespeople tolerated the strict quota system because the dealership offered good benefits and a good compensation plan.

No matter what type of quota system you work under, just know up front what you are getting yourself into.

Related to this, you may ask what percentage of salespeople meet or exceed their quota. This will give you a good indication of how realistic or doable the quotas are at your prospective employer. Obviously, if only a small percentage of salespeople are meeting or exceeding their quotas, this may be a bad sign that the turnover rate is high, and you may find yourself working in a “churn and burn” sales department.

If you like this post so far, please check out my book Advice for New Salespeople: Tips to Help your Sales Career for more help.

improvements in products or servicesQuestion 5). What plans do you have to improve your products or services down the road?

Most interviewers like to ask what you plan on doing in the next five years. Well, you can turn that question around and ask what the company plans on doing in the next five years. This question shows you want to know if the company has a good roadmap for developing its product line. And more important, it shows whether you are hooking on to a company with a bright future, or one with static business plans.

If you have done your homework, you may already know about a company’s plans. You may want to bring this up during an interview, and ask a potential employer to provide you with more details. However, some privately owned companies may not be very public with their plans. In that case, you will have to dig a little deeper. You are not trying to be nosy. Your goal is to see if the company is growing and if your income will grow with it.

did a salesperson leave the company?Question 6). Why is this sales position open? Are you expanding or did someone leave?

If you have done your homework, you may already know the answer to this question, but it doesn’t hurt to ask anyway. Your goal here is to see if the employer is telling the truth. But you also want to get a sense of what direction the company is going, and if hitching a ride with a potential employer will help you with your financial success.

As I mentioned earlier, a high turnover rate is not necessarily a bad thing. You just need to be prepared for a hectic ride. If the position is open because someone found another job, no big deal. It happens. If the company is truly expanding its sales staff because they can’t keep up with all their leads, and they expect more sales in the near future, then you could be in the catbird seat to rake in some big bucks.

Be careful if you are told you are replacing someone currently employed but who may soon be fired. While it may be your ideal job, be prepared initially to deal with some cold shoulders and evil eyes from the previous employee’s friends and co-workers. While they may not blame you for your predecessor’s downfall, you will feel their wrath at his boss’s decision to terminate him. If you find that you are replacing a current employee, find out why. You have to right to know if you are walking into a minefield. If you do replace a terminated employee, stay cool, keep your nose to the grindstone and do your job. After a while, your colleagues will come around and respect you. We all have to make a living.

Even if you are not told that you are replacing someone who will be fired, you can pick up on certain signs. For example, I was once asked to go to two interviews for a company: one at 7:00 a.m. on one day and one at 6:00 p.m. the next day. It was very clear to me that they were trying to replace an existing employee and didn’t want him to see me walking in wearing my interview suit.

Related questions would be:

“How many salespeople do you have on your staff?

“Has the number of salespeople increased or decreased during the past few years?

This is a good question because it will give you a sign of whether the company is experiencing growth or has been downsizing its sales team.

“Are you planning to hire more than one salesperson at the same time?”

The answer to this question will determine if you are walking into a “churn and burn” sales department. I once knew someone who moved to California after accepting a job selling digital advertisements. When she arrived at her new job, to her amazement, she found herself joining several other new salespeople who had accepted the same job offer. It turned out she was part of a class of newly hired salespeople who were all going to do the same work. She quickly realized that she was being roped into a high-turnover sales department with tough quotas. After working for a few weeks, she quit and found another job.

Sometimes owners will be sneaky and hire two new salespeople at the same time without telling you. The goal is to pit one against the other and see who wins. Right out of the front gate, you find yourself competing with another new hire, crawling and scratching your way to obtain only one sales job. In a few weeks or months, the best person wins while the loser is licking his wounds and taking the long walk

typical day of a salespersonQuestion 7). Can you describe for me the typical day of a salesperson at your company?

The goal with this question is to get a sense of what you are getting yourself into. You want to find out what the workload is like, learn how you are supposed to set your priorities and get a better understanding of what your potential employer expects you to do. How much time are you expected to be on the phone or making outside sales calls? How much administrative work are you expected to do each day? How many sales meetings are you expected to attend?

This is a good time to get down to specifics here. How many outbound phone calls are you expected to make? How long does it take to enter orders? Are you expected to do your own research for prospects, or not? Do a lot of sales reps work overtime? Is there a lot of traveling involved?

Also, try to find out if any tasks will require your immediate attention once you come on board. This will give you an idea of whether you are coming aboard a well-run ship or a rat’s nest of problems.

For example, when I applied for an exhibit booth sales position for a non-profit organization, I found out the person I was replacing had been fired. Her supervisor was trying to clean up the mess she had left behind while selling booths for a major trade show. In short, her mess was going to become my mess. I didn’t mind that too much, but then I found out it would take more than a month before they would even consider me or others for the second round of interviews. That meant more of a mess piling up that I would have to deal with when I joined the company. I politely took myself out of the running and declined to come back in for a second interview.

when are commissions paid outQuestion 8). When are commissions paid out?

Although most career interview advice books discourage you from bringing up salary until you get an offer, or at least until you feel you are close to getting a job, in sales, it is almost expected that compensation will be on the forefront of your mind.

Some employers may already tell you up front how much you will be expected to make. They may even give you detailed (and sometimes confusing) charts to show you how and when you will earn a commission.

My point is: don’t be shy about asking about commission up front. The better you understand how commissions are paid, the better off you are in making an intelligent decision about accepting a job offer.

I once worked for a publishing company that created a new advertising position for our bi-weekly newsletter. Most of us thought the job was an uphill battle. We believed the new position wouldn’t generate enough advertising revenue to support a salesperson. We were right. They hired a young woman with little sales experience who quickly became discouraged. She became even more frustrated when she realized she wouldn’t get paid any commission until the company collected the revenue. To make a long story short, she lied about getting paid by advertisers so she could collect her commission. When this was discovered, she was fired.

The moral here is simple: she didn’t ask in advance how commissions would be paid. If she had known from the beginning, she may not have accepted the job.

(By the way, after she was fired, the position was never filled. The publisher quickly dropped the idea of selling ads for the newsletter.)

Related questions would be:

“How much is an average sale?”

“How many salespeople achieve bonuses for a high level of sales?”

If only a handful of salespeople are achieving a high level of sales, ask why. What makes them better than the other salespeople? What are they doing differently than the average or less than average salespeople? Or do the salespeople achieving the most bonuses have better territories or account assignments? Dig deep here. You have a right to know.

advancement opportunities in salesQuestion 9). What kinds of advancement opportunities, if any, are available?

Are you eager to move ahead in your career at the company? Most companies have only one sales manager. Some may have an assistant sales manager or two. But beyond that, if you want to remain in sales, your advancement opportunities may be limited. It depends on the type of sales environment. If you are working in the Inside Sales department, and you decide to work in outside sales, this may offer greater opportunity for advancement and more income. It doesn’t hurt to ask this question. It shows ambition.

However, if you want to move up the corporate ladder and become a VP or director of something, working slavishly in the sales department may not be your ticket to the top. Some companies like to promote from within while others hire from the outside. Ask the right questions and do some research and you will find your answer.

ramp up time to do well in salesQuestion 10). What is the ramp-up time before I’m expected to meet my quota or earn commission or bonuses?

The purpose of this question is to determine how much breathing room you have before you are expected to earn your “keep” in the company. Most companies expect you will go through a learning curve before hitting your stride.

At one company, I earned a higher than expected base salary for the first two months on the job, but my base salary was lowered once I began earning sales commission.

At another company, I was actually paid a small fee for every trial I generated from a prospect. This was on top of the commission I earned for my sales. This fee was paid during my first five months on the job.

If you are working for a company that pays straight commission, in some cases it may pay you a small base salary for the first two or three months to give you time to build up your pipeline.

Some companies may not give you any breathing room at all, and you are expected hit the ground running. If that’s the case, ask yourself if it is the right job for you. If not, move on to the next interview.

Look for Part 2 of this post next week. 

Note: The above questions were published in my e-book Advice for New Salespeople: Tips to Help your Sales Career.

photo credit: 178/365 – Don’t Be Blinded via photopin (license) (cash in hand photo)