The Question That Ends Most Sales Interviews

If you can’t tell me about me… I already know you can’t sell to them. When I'm interviewing salespeople, either managers or sales reps, one of the first questions I ask them is, what can you tell me about me? And they say, well, I really don't know that much. The interview's almost over because I'm looking for, and everyone else is looking for, a salesperson, especially these days when information is abundant through LinkedIn and AI and all different places, who has taken the time to prepare for their interview. Doing their research not only on the company, but on the person who is hiring them, who may also end up being their manager. You will do nothing greater to impress someone, other than past results and success, than showing that you've done your research and you're in there as a professional who can deliver results. Because that's how you want to act when you're out prospecting new business and that's what they want to see. The 3 Biggest Takeaways Stop Hiring for the Past, Start Hiring for the Future When you ask "Tell me about yourself," most candidates recite their resume chronologically starting from grade school. This is useless data. As a founder, you don't care about their first grade teacher; you care about their wins. You need to flip the script immediately. If they can't pivot to talking about their specific successes and how those wins translate to your business, they aren't the right fit. The "Luck" Litmus Test Asking "On a scale of 1 to 10, how lucky are you?" sounds like a throwaway question, but it's actually a psychological filter. You are looking for a "10." Why? because people who believe they are lucky are optimistic. In sales and startups, optimism is a survival skill. People who say "3" or "5" often view themselves as victims of circumstance. You can't build a business with victims; you build it with people who believe the ball bounces their way because they put themselves in the right position. Optimism is a Revenue Driver The video underscores that optimism isn't just a "nice to have" personality trait—it's a performance metric. Optimistic salespeople recover faster from rejection. Optimistic leaders inspire teams during lean months. If you hire a pessimist (someone who thinks they are "unlucky"), you are inviting friction into your culture. Hire the person who thinks they won the lottery just by waking up today. Frequently Asked Questions (FAQs) Q1: What if a candidate says they are a "5" on the luck scale because they are "realistic"? A: That’s a red flag for a sales role. "Realism" in an interview is often code for cynicism. In sales, you need delusional optimism to pick up the phone after the 50th "no." A "5" will quit when the going gets tough because they believe the universe is indifferent to their success. Q2: Isn't asking about "luck" unprofessional? A: Not at all. It's a behavioral question disguised as small talk. You aren't asking about superstition; you are asking about their locus of control. Do they see the world as a place of opportunity (lucky) or a place of struggle (unlucky)? Q3: How do I stop candidates from reciting their whole life story? A: Interrupt them politely but firmly. Say, "That's great background, but I'd love to fast forward to your top three professional wins in the last five years." If they can't make that jump, they lack executive presence. Q4: Can you teach an "unlucky" person to be optimistic? A: As a founder, you don't have time to be a therapist. You are running a business, not a rehabilitation center. Hire for attitude, train for skill. It is infinitely harder to rewire someone's worldview than it is to teach them your CRM. Q5: What is the "Bad Hires Kill Businesses" concept? A: It refers to the opportunity cost. A bad hire doesn't just cost you their salary; they cost you the sales they didn't make, the morale they drained from the team, and the time you spent managing them. It’s better to have an empty seat than a toxic one.