Stop Hiring Bad Sales Reps (Ask This Instead)

The most resilient people aren’t the ones who never fail. They’re the ones who know how to get back up. Resilience isn’t about perfection. It’s about persistence. So how do you build it when life knocks you down? Here are 3 things that helped me through the toughest times: Put your “why” in front of you every day. Write it down. Put it where you’ll see it when you don’t feel like showing up. Record it and listen first thing in the morning and last thing at night. Protect your health. You’re no good to anyone — including yourself — if you’re drained. Walk. Lift. Meditate. Rest. Whatever keeps your body and mind sharp. Learn from others. Every successful person has been through setbacks. Talk to them. Study how they bounced back. Borrow their strength until you find your own again. Resilience isn’t something you’re born with. It’s something you practice. Every. Single. Day. The 3 Biggest Takeaways Optimism is a Leading Indicator of Sales Success The question "On a scale of 1 to 10, how lucky are you?" sounds fluffy, but it is tactical. You aren't looking for a philosophical answer; you are looking for a "10." People who believe they are lucky are inherently optimistic. In sales, where rejection is the default state, optimism is the fuel that keeps a rep dialing. If they rate themselves a 5 or 6, they view the world as something that happens to them, not something they create. You can't afford that victim mindset in a closing role. Filter for Relevance, Not Biography When you ask, "Tell me about yourself," most candidates launch into a chronological history of their life starting in grade school. That is a red flag. A top-tier candidate knows that time is money. They should immediately pivot to their professional successes and how those successes relate to your business. You are hiring a revenue generator, not a biographer. If they can't sell themselves efficiently, they can't sell your product efficiently. Hire Slowly or Fire Quickly A bad hire is not just a neutral event; it is a negative multiplier. It costs you money, time, and team morale. The questions outlined in this video, specifically probing for luck (optimism) and relevance (focus)—are designed to weed out the "average" candidates early. As a founder, you do not have the infrastructure to carry dead weight. If they don't pass the mindset test in the first interview, do not pass them to the second. Frequently Asked Questions (FAQs) Q1: What if a candidate says they aren't lucky because they worked hard for everything? A: That is a common answer, but it often signals a chip on their shoulder. While hard work is essential, the best salespeople usually acknowledge that they were in the right place at the right time and capitalized on it. You want someone who sees opportunities (luck), not just struggle. Q2: Isn't asking about "luck" a bit unscientific for a hiring process? A: Sales is psychological. The science is in the data: optimistic salespeople outsell pessimists. This question is a behavioral psychology shortcut to assess their worldview. Do they see the glass as half full (opportunity) or half empty (scarcity)? Q3: How long should the "Tell me about yourself" answer be? A: Two minutes, maximum. If they ramble for ten minutes, they lack self-awareness and the ability to be concise. In sales, brevity is confidence. If they can't get to the point in an interview, they will bore your prospects to death. Q4: What is the biggest mistake founders make in the first interview? A: They talk too much. The founder often spends 20 minutes selling the vision of the company instead of listening to the candidate. Ask the question, shut up, and listen. The candidate should be doing 80% of the talking. Q5: Should I hire for skills or attitude? A: Hire for attitude, train for skill. You can teach someone your CRM or your pitch deck. You cannot teach someone to be optimistic, resilient, or hungry. The "luck" question tests for attitude, which is the unteachable trait.