Alicia Lewis

The most successful AEs that I've worked with have a long list of key attributes that set them apart from the rest. These attributes include * responsiveness * curiosity * resilience * authenticity * collaboration * rapport building * not being afraid to fail * thriving on challenges Important tactical skills which I see in top reps are around strong sales execution behaviors. Skills such as thorough preparation, stakeholder management, ability to multi-thread, drive urgency, and create contingency plans are how Account Executives consistently win deals. They also make sure to never take their foot off of the gas when it comes to prospecting. They know its the only way to ensure they have the pipeline needed to execute. It’s this combination of sales execution skills and the attributes associated with a relentless drive to exceed goal and build strong relationships which enable reps to consistently be at the top of the leaderboard.

Being in sales, we experience challenges on a daily basis. One of the bigger frustrations is having a great quarter or year and then seeing the dial goes back to zero, knowing you need to start all over again. It’s what we all sign up for, but that doesn’t make it any easier of a pill to swallow. As a sales leader, one of the biggest challenges can be motivating reps to maintain consistency. Keeping reps motivated to successfully climb the mountain each quarter is not a one size fits all approach. For some reps, it’s providing growth and development opportunities that keep them driving, for others it’s SPIFs and recognition that helps them get where they need to be. Finding a way to effectively manage your time can be another big frustration. At times, the sheer number of responsibilities on our plate can feel overwhelming. It’s hard when everyone seems to need something from you and there aren't enough hours in the day. I’ve found that it’s important to be as highly organized as possible, prioritize tasks, learn your productivity patterns, block out calendars to complete important activities and schedule breaks to refresh.

To be an effective sales leader, you must have strong communication skills and be driven by data and process. Strong communication, especially a coach-like mindset, is extremely important in terms of supporting reps to achieve quotas. Positive and effective communication between a leader and their reps allows for a smooth flow of information, which creates an environment that motivates the team to work towards achieving goals. More than ever, being analytical and process driven is key to creating and scaling a high performing team. It’s important that leaders understand the story in the data, make impactful decisions based upon it and motivate their team with data. In terms of nice to haves, having an eye for great sales talent is something that can take time to develop as a sales leader. I’ve been in sales my entire career and being able to identify great talent is something I'm always working on. If early on in their tenure a sales leader can hone in on a candidate's desire to learn and succeed, they are set up for success.

When determining whether someone should receive a pay increase, it's important to ask three key questions. 1.) Is the rep displaying the golden side of our values and behaviors? 2.) Did the rep achieve or exceed 100% of their target? 3.) Is the rep actively learning and applying lessons from their manager and sales enablement in their sales activities? The piece around values and behaviors is critical. Reps should not be eligible for a raise, no matter how much they’ve exceeded their goal, if they are not consistently showing up in a way that aligns with the values.

One of our company’s core values is having the courage to be vulnerable. This behavior is key to being successful at Culture Amp and within a sales role. In order to better understand someone’s ability to lean into this value, I like to ask the question “What are you currently working on professionally or personally to develop yourself?” I also ask this question because the best talent never rest on their laurels. Top performers are always looking for ways to improve. The most common answers I receive are around reading sales books or applying new sales tactics. The strongest answer that I ever received was someone who shared that they were working with a therapist and shared how their committed approach to mental health had made a positive impact on their life. It's an example of taking on hard things and not being afraid to show their genuine self.

The best sales candidates are able to demonstrate their curiosity, coachability and empathy in the interview process. These are three attributes that we see in our most successful Account Executives and here's why they are important. * Curiosity enables sales reps to uncover valuable insights that can inform their sales approach and tailor solutions to meet the customer's specific needs effectively. Their thirst for continuous learning enables sales reps to stay ahead of the curve, competitors and adapt to changes in the market (especially now). * Coachable sales reps are open to feedback, learn from experiences, and are receptive to new ideas and perspectives. They actively seek out opportunities for growth and ask for feedback to enhance their approach. * Empathetic sales reps build trusting relationships, understand customer needs, communicate effectively, and can more easily resolve objections. Through Gong we are able to track when Account Executives demonstrate empathy and those reps with high levels of empathy are almost always at the top of the leaderboard.

In order to get a better understanding of what you could be walking into, I suggest asking the question "What is your biggest problem and can I help solve it?" It shows genuine interest in the interviewer's pains/goals and enables you to see how you can make an impact. Aside from this key question, always make sure to check out these resources before stepping into the interview. 1. Company Website: Familiarize yourself with the company's products or services, mission, values, financials and recent announcements. 2. LinkedIn: Research the hiring manager and other key stakeholders to gain insights into their backgrounds and professional interests. 3. Glassdoor or RepVue: Read reviews from current or former employees to learn about the company culture, interview process, and potential interview questions.

The biggest mistakes that we see from candidates are related to not being prepared for the interview. Failing to research the company, role, or industry before an interview can signal a lack of genuine interest and initiative. Thoroughly research the company, its products or services, industry trends, and competitors, and come prepared with thoughtful questions to demonstrate engagement and enthusiasm. We expect candidates to do their homework on the role, the interviewer and the company, just like we expect of our Account Executives prior to a prospect meeting. Asking questions when the answers could have been easily found online and not showcasing knowledge when they should have studied up on the company is a clear sign of not being prepared.

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.

* Lack of Relevant Experience: It’s concerning if a candidate's resume lacks relevant sales experience or is not tailored in a way to showcase how their experience is relevant to the open role. Including a personalized cover letter or tailoring the summary/objective of the resume to highlight relevant skills and achievements is important to show alignment. * Inconsistent Job History: A history of short tenures at previous companies can raise concerns about a candidate's commitment and reliability. Aim to demonstrate stability and longevity in your roles, and be prepared to explain any job changes or gaps in employment during interviews. Additionally, always make sure that your resume aligns with the roles on your LinkedIn profile. It’s not a good sign when either the resume or LinkedIn is inaccurate. It’s surprising how often we see misalignment. * Not closing the interviewer: When it comes to a sales interview, not being prepared to ask for the next step in the process or get buy-in on their candidacy is a huge miss. As a sales professional in a sales interview, you are expected to close. It shows you investment in the role and your ability to move a conversation forward. * Skipping thank you notes: It may seem a bit old school, but the best reps I’ve ever hired have all written extremely thoughtful thank you messages during the interview process. Take the time to reiterate your interest in the role and thank the interviewer for their time and insights. It’s a sign of strong follow up and rapport building skills and can further set you apart from the candidate pool.