We have all heard of the “killer” salesperson or manager. They are the greatest, Right?

We are not talking about the sharp 21st-century salesperson/manager – the one who understands that the world has changed, selling has changed, information parity – we sell to people who are influenced and make decisions based on the social and psychological sciences.

We are talking about the “killer” salesperson/manager who will destroy your business. The “inside track” on these personalities is that they achieve where others fail. The dark side is that it is with a “no matter what the cost” mentality. Every client we engage with wants to improve their sales results. Unfortunately, many times there is the at “no matter the cost” mentality in their sales manager and or sales team.

We desire intelligent, emotionally mature, forward-thinking, social sciences-based methodologies, managers, mentors, and achievers from our leadership.

Desperate for improvements in their sales results, we see otherwise logical, grounded business leaders opt for the “sales at any cost” option, many times unknowingly. They are blinded by the “bright light” of the promise of results. They look to the social proof found in reviews like LinkedIn’s “recommendations” instead of doing the hard work of aligning their sales needs to their company, clients, and market.

The competitive field is littered with the decaying bodies of companies “visited” by the “killer’ sales person/manager. These personalities are not your friends and need to be avoided at all costs. They are “neanderthalic”, pre-historic, unintelligent, uninformed, “old school” self-serving, self-focused, narcissistic human beings. They will destroy your business. You will lose your clients, revenue, and any sales talent with respect for themselves.

How do you avoid the “killer” salesperson/manager? Here are some areas to consider:

1. Spend time during the hiring process. Talk to anyone you can about a candidate, not just their performance, but also how they interact with colleagues and clients.
2. Don’t rely on a resume or LinkedIn fodder. Studies have shown that most resumes are inflated, and LinkedIn profiles are typically written by the candidate themselves. It is highly unlikely that they will point out their shortcomings.
3. Search on the web. Look for the data points, collect and connect them.
4. Don’t rely on just the recruiter’s evaluation. We have worked with a number of great recruiters, and most attempt to vet their candidates well. With additional work on your behalf, you can either confirm or question the information your recruiter is providing.
5. Ask good interview questions. Predicting performance is always what is at stake when you hire someone. Just because they did a great job at their last company is no guarantee that they will do a great job for you. There are too many variables involved; many of which you cannot reproduce in your operation. Focus a large part of your questions on behavior. How they like to be managed and situational questions are designed to uncover the real person you are hiring.
6. Weight and evaluate all of the information you have gathered. This is an alone exercise. Be honest with yourself and be certain that not only will the results be there, but that your sales “machine” will not be damaged in the process.
7. Seek the opposite of you. Scientific studies on human decision making indicate that we are subject to escalating commitment when we make a decision. Seeking the opposite will help you see your blind spots and may point out a destructive personality trait you missed.

Finally, keep in mind that aligning your sales team to your ideal client and market is critical to optimizing your results. Drop the “I can fire them, if it does not work out…” mentality. This is not the mentality of an aligned operation. Hiring and firing are a disruptive endeavor. Distracting disruptions cause misalignment.

Do your homework. Hire right and avoid the “killer” sales manager/person.