Precision Sales Recruiting Knowledge Hub
Last Updated: November 18, 2025
Helpful Videos
Being Clear Before Hiring Sales Talent
TranscriptOne of my favorite parts of being a recruiter is the client intake call. During this call, I ask detailed questions about exactly what our client is looking for. We go beyond standard surface-level things like PTO and other benefits. What is this salesperson expected to do?
The reason this is my favorite is that our clients leave the call feeling so much better. A lot of times, clients decide what they are looking for on the call. Factors such as salary, commission, on-target earnings, and growth goals are sometimes predetermined.
Now, this doesn’t mean that every company needs a recruiter. Many leaders I speak with already have a good hiring framework in place; they just need a little help. Regardless of whether you use a recruiter or not, my advice to anyone hiring for a sales role is to gather all necessary decision-makers. Please clarify exactly what you are looking for. Visualize it, define it, then work to find the salesperson.
If you already have a hiring process in place, we'll review it for you for free and give you honest, strategic feedback. No strings attached.
If you already have a hiring process in place, we'll review it for free and give you honest, strategic feedback. No strings attached.
Peer Interviews
TranscriptIf you’re a hiring manager, you may be considering whether to conduct peer interviews—having someone in the same role as the candidate explain things from their perspective. If so, there are several factors to consider.
Involving a peer can make the role feel more real. The candidate hears what it’s actually like on the ground, beyond the job description. They can build trust and help both sides decide if it’s a fit.
However, it’s essential to establish clear expectations and boundaries with the person asking the questions. One reason is that if they are not properly trained, they might ask an unlawful question. Another reason, especially for sales positions, is that they may feel threatened by new talent. This might cause them to intentionally or unintentionally undermine the process. This could look like downplaying the opportunity or exaggerating the negatives.
I personally saw this recently. A candidate rejected an offer because the peer on his interview was overly negative.
Peer interviews can be powerful—but only if the team member is fully engaged, well-coached, and aligned with the hiring goal.
Logistics Companies and Noncompete Clauses
TranscriptI had a transportation and logistics client that needed an account executive, but many of the candidates we encountered had non-compete clauses. So, I faced a decision: find someone outside the industry with experience and train them in logistics, or find someone with logistics experience and train them in sales.
We chose to find someone with the necessary logistics experience and assessed their potential for sales. We trained them to sell through our partner company, Forrest Performance Group. Now, our client has an account executive who doesn’t have a competitor and is excelling in sales.
If you are an owner or hiring manager, consider hiring based on someone’s potential. Just because they don’t have sales experience doesn’t mean they won’t be the best fit for your team.
The PRECISION Method™ — Defining Your Sales Process
TranscriptMost owners want an A-player on their sales team. But some think that A-players are plug-and-play. I mean, it makes sense—they’ve been successful in the same industry, so they should just be able to come in and start selling. But a lot of businesses don’t provide an environment where that’s likely to happen.
Salespeople are like athletes. Tom Brady is arguably one of, if not the greatest, quarterbacks of all time. So he’s definitely an A-player. He won six Super Bowls with the Patriots, but then decided to leave New England for Tampa Bay. But what was it about Tampa that was so appealing to him? One reason was Tampa Bay’s offensive scheme. In football, the offensive scheme defines how a team moves the ball. That’s their process.
A salesperson’s offensive scheme is their sales process. It’s how they move their customer through the sales funnel. Culture and coaching are important, but it’s difficult for a salesperson to be successful without a repeatable sales process.
Many owners will say that they don’t use a specific sales process, and they are able to sell. Salespeople must be able to establish credibility to be successful. Owners can do this naturally. They were there from the beginning. They created the product or service. But hiring a salesperson would be like that same owner going to another company and selling their product. They would likely struggle without a repeatable sales process.
One of the biggest traits I look for in a sales candidate is coachability. This tells me whether or not they will follow the sales process. A-players learn the process first. They use it religiously and then make small changes to the process as they go. If they lose a deal, they don’t sulk about it. They go back to the process and make small, necessary changes.
So if you want an A-player, ask yourself: do you have the environment that an A-player would thrive in?
There’s a reason why I chose the name Precision. We define and look for the precise candidate a company needs. We help the company define a repeatable sales process that an A-player can use, and then we train the process to their new hire, saving leaders time. That is how an A-player can be plug-and-play.
If you’re hiring for a sales or sales leader role, send me a message and let’s talk.
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