I'd say the one thing that winning candidates have in common is based on how easy they are to talk to. When an interview goes right its. 1. Focused 2. Educational 3. Inpsired 4. Interesting 5. Flows well So, the best candidates tend to have enough knowledge about me or my business that they are dropping references to things that are familiar and show a genuine curiosity that helps me visualize them on a call with a prospect. The best candidates typically have the following in common: 1. Tenacious 2. Curious 3. Executive presence 4. Creative in their thinking/problem solving/story telling 5. Positive, Excited

The biggest reality of sales is that you are as good as your current quarter. No matter how well you may have done in the previous quarter, the meter comes back to zero at the beginning of the new quarter/new year. I have been in sales for more than 2 decades and have seen numerous quarter ends/month ends. The trick to avoid burnout is to ensure that you disconnect from work every now and then. I try to take 5 days off every quarter to re-energize myself and get back on the grind. I also keep on taking up a new hobby which also is a great way to destress yourself without having to go on a week long holiday. At present, I am learning how to play the guitar :) 

The most important skills for account executives are also the most important skills for many roles. I believe a successful AE needs to be great at the following: 1. Active listening: first rule of sales is to listen to your buyer and truly comprehend what they are saying and what they need 2. Problem solving: handling the many challenges, distractions and roadblocks that come up in the sales process 3. Storytelling: relaying information in an engaging, authentic manner that drives the point across 4. Mentalizing: understanding non-verbal queues, empathizing, emotional intelligence, etc. Process and product can be taught by the company that you sell for - but the above skills, no matter the company or the role, will be invaluable in your career.

One of the key attributes I like to test for in interviews is the candidates self awareness and grit. My favorite question to ask here is "What is the most difficult feedback you've received professionally? How did it shape your career?" The quality of the answer demonstrates the candidates ability to internalize feedback and take action.

So much of the sales KPI tracking has been automated (# meetings, Pipeline generated, funnel progression) so I find the manual ones more difficult to track, but move the needle the most. ie: how many on-sites did a rep conduct this quarter? It's a manual process for reps to log into a CRM and update a meeting field as "in person" and often gets over looked in an organization. There is no substitute for in person meetings. Another example that's difficult to track things like how many new business units or contacts from other business units you broke into in a month, quarter, or year.

Some questions I like to ask are: * Tell me about a time you missed your goals. What happened? (Answer should explain why the person missed goal, what lessons they learned from it and how they've been performing since) * What is a piece of critical feedback you've received from a client, colleague or manager in the past? (Answer should show the person's ability to be coached and take action on feedback) * Tell me about a time you had to re-motivate yourself during a difficult time. How did you do it? (Answer should show the interviewer what the person is motivated by and how they continue to keep themselves motivated when they encounter roadblocks in the role) * What approach would you take in the first 30/60/90 days to ramp up? (Answer should show how the person is thinking about setting themselves up for success. Are they just depending on onboarding and training to get them there? Do they have other ideas on how to prepare for success?) * What is something you don't enjoy doing? Can you give me an example of what your pitch for this thing would be? (How the person reacts to this spur-of-the-moment exercise is very telling. Are they able to go with the flow and think on their feet? Are they able to reframe their thinking?) 

I enjoy companies that operate from a set of core values & principles. Step one is to call out learning as core to the business's success. Next, you should consider: * Praising knowledge sharing * Driving a learning culture from the top-down * Offering easy ways for people to share their learnings * Embedding learning where sellers & leaders need it most

There's a few different ways to gauge a candidate's autonomy in a sales interview. 1. Behavioral Questions: Ask situational questions that require candidates to describe times where they had to work independently to achieve sales targets or overcome challenges. For example one of my go to questions is, "What's the most creative, out of the ordinary, or above and beyond thing you’ve done to win a customer?" 2. Past Experience: Review the candidate's resume and ask about specific examples where they demonstrated autonomy in previous sales roles. Inquire about their sales process, strategies they implemented independently, and decisions they made autonomously. 3. Problem-solving Scenarios: Present examples of current sales scenarios and ask how the candidate would approach them. Evaluate whether they demonstrate the ability to think critically and make decisions independently in real life situations that arise. 4. Role-play Exercises: Conduct role-playing exercises where the candidate must handle a sales scenario independently. We ask candidates to run a discovery call and give them basic information on the team. Observe how they handle the situation and objections without much assistance or input.

I stole the idea of “WGLL” from Kevin Dorsey, who works across his leadership structure in sales teams to be maniacally focused on what good looks like, and work backwards from there. As such, I’ve rooted our metrics in support of WGLL - not from the perspective of “Amy & Bobby are the best, let’s have everyone do what they’re doing!”, but rather in using WGLL activities across my sales leaders to understand specific wins from the sales funnel and the supported customer experience to drive those metrics of success. For an example: we found that Amy is delivering a lot of value in the on-sites she’s running in her territory, let’s equip the team with her model (How far out she schedules, targeted personas, decks + sequences to set the meeting) and then hold them accountable to a number that Amy has driven to: 2 on-site meetings per month. Bobby is doing fantastic work top of funnel, and so we’ll capture what personas he’s engaging, what content and sequences he’s sharing, and communicate that as the KPI to the rest of the team.

As important as any KPI is why the metric is being measured, how you intend to reliably collect and review the data and the frequency you will get together to review the trend good or bad. In entering new markets, however difficult and unpredictable, you need to establish what you do believe to be true: size of the TAM, ICP definition and owners of each stage and target conversion of part of the funnel. Once you commit to the process - and give enough time for the work to show meaningful results, perhaps then can discuss what might feel arbitrary. If after all that there is still uncertainty about what goals might be realistic then commit simply to make improvements each week until there is enough data to set the right goal. Or take a leap of faith, set the goal and over communicate how and why you set it and what you'll do and why if you need to adjust at some point.