Sales Hiring Method
On this episode of jobTopia, discover the proven 4 step method to hire sales people.
Meet Travis Janko, GSD Coach and Recruiting, a Denver-based SaaS entrepreneur who helped scale Trulia to a $3.5 billion exit, joins Tony to introduce his Four W’s framework, a structured method for hiring sales leaders to ensure strategic, effective hires.
Why: Identify the purpose of hiring a sales leader, whether to solve a pain (e.g., a founder stretched thin) or achieve a gain (e.g., market expansion).
Application: A startup founder selling but needing to focus on product development hires a sales leader to take over client acquisition, enabling strategic focus.
Pitfall: Hiring reflexively without defining the problem, leading to a misfit role, like hiring a VP when a manager is needed.
When: Establish the timeline for hiring and onboarding, typically 3–6 months, though Travis’s process can streamline to 28–35 days.
Application: A company planning Q3 growth starts recruiting in January to have a sales leader in place by May, ensuring readiness.
Pitfall: Underestimating the timeline and rushing, resulting in poor candidate selection or hiring someone unavailable due to counteroffers.
What: Define the role’s responsibilities and success metrics, such as building processes, leading teams, or hitting revenue targets.
Application: A startup specifies a sales leader must create a sales playbook within six months, measured by a documented, repeatable process.
Pitfall: Overloading the role with conflicting tasks (e.g., selling and building infrastructure) tied to commission-only pay, causing focus on deals over strategy.
Who: Specify the ideal candidate’s profile, including must-haves (e.g., SaaS experience), nice-to-haves (e.g., industry contacts), and deal-breakers (e.g., large-company mindset).
Application: A 50-person SaaS firm seeks a leader with 5–10 years scaling startups, ensuring they thrive in a hands-on, fast-paced environment.
Pitfall: Chasing an unrealistic “unicorn” or hiring from a mismatched company size (e.g., a Salesforce exec for a small startup), leading to cultural or operational disconnect.
