Q: What motivates you to sell?

If you’re seeking a role in sales, you’re probably already a productive, conversational, confident person with sound networking and negotiation skills. But, as humans, we naturally possess an extensive list of qualities that we might not know how to convey in an interview.

If you’re interviewing for a sales position, the main thing you’ll need to do is show your interviewer that, essentially, you know how to ‘sell’ yourself, your skills and who you are.

Your prospective employer wants to know that you hold the motivation, the drive and the passion to succeed within the sales industry, so they’re likely to ask you: what exactly motivates you to sell?

This question is broad and can be explored along a number of different avenues, therefore it can be easy to misinterpret. When our candidates ask us for advice, we always tell them that it’s vital to convey themselves honestly and truthfully. An employer will be able to sense if you’re not being authentic.

Here are some guidelines that will help you articulate yourself better – but remember, they should always relate to you personally.

Potential answer responses:

Here are a few pointers that may help you to answer these questions honestly and truthfully. Consider and think about what you truly thrive on prior to the interview, because then you can express yourself authentically, in a very natural way. The following guidelines will help you articulate yourself well, but they should always relate to you personally.

  • “The challenge of a sceptical customer” – as it enables you to provide them with the knowledge and understanding to help them learn why the product would benefit them.
  • “The desire to beat your own personal records” – because competing with yourself is the best way to improve how you work. The goal of making bigger deals will always drive you.
  • “The idea of innovation.” Each prospective customer brings a new opportunity, a new personality to work with and therefore a chance to utilise new ideas.
  • “Helping clients.” Selling a product or service that is a resolution to their problem builds positive relationships and leaves room for growth.
  • “Devising creative ideas.” In sales, business development is crucial, and it takes spirit to build a relationship before closing a deal.
  • “Results.” Making large sales and seeking out new clients is exciting because it keeps a rotation of opportunity and incentive.
  • “Building relationships.” The chance to converse with a client and discover whether you make a good fit is the first stage. Once that is established, you can really start to form the trust.

If you fancy a chat with team enable about your thoughts on “What motivates you to sell” or to chat about our latest roles, get in touch.

Q: How would you establish trust in sales?

If you’ve reached interview stage for a sales role, first up – congratulations! Now, your prospective employer wants to feel confident that you have the drive and desire to grow their business through driving sales, so they may ask you something along the lines of: how would you establish trust with a client?

Although the question is broad, it’s not a trick. They’re not trying to catch you out, they’re trying to find out exactly how you would build trust with a client. No hidden agendas. Remember: the format of an interview always depend on the employer, but it’s good to consider any possible questions beforehand.

Team enable’s top tip: relate the question to your personal life…

When thinking about your response, think beyond the context of working life. Consider how you build trust in your personal relationships, as the same sorts of elements will apply. This way – your answer will be perceived as honest, because it will be.

The following pointers will help you express yourself, remember to think about what you’d truly do to make the client confident in you prior to the interview, because then you can express yourself authentically, in a very natural way.

Potential answer responses:

  1. “I will be genuine and consistent.” Although it might be tough to build trust in a two-minute cold call, show your employer that you’re willing follow up on any promises that you made, that you’ll check in with the client to see how they’re getting on with the product. Prove to the interviewer that you want to represent the brand in the best way by establishing a rapport and you’ll do what it takes to make that happen.
  2. “I will do my research.” Showing the interviewer that you will be a proficient sales person by explaining that you’ll carry out pre-call research by crafting thoughtful answers prior to the call and listening to the buyer to understand their behaviours and conversing with them accordingly.
  3. “I will know the product inside out.” Explaining that you are willing to put the work in to understand the product or service as a second nature. Show them that you will “live and breathe” it. By doing this, you will convey it honestly, and will be able to establish how it could benefit a particular customer.
  4. “I will not act as a robot.” Showing your prospective employer that you know what not to do is very important – this will give them a clear view of how you understand the role. You will show them that you know that people buy into people. A genuine conversation goes a long way, and if it doesn’t end in a close, at least you’ll be confident in the fact that you showcased the brand in a human, approachable manner.

If you fancy a chat with team enable about your thoughts on “How would you establish trust in sales?” or to chat about our latest roles, get in touch.

Improve employee engagement and productivity – Employee Reviews

It’s great to hear it more and more often during our conversations with clients: Employee Reviews seem to become more common practice. Great to see as they can prevent common reasons for employees to start looking elsewhere, for a better opportunity.

We have baked them into our processes and based on our experience they can truly make a difference, here is how:

Establish a relationship – No need to second guess what people are feeling or thinking. It’s just too easy to get it wrong. If you ensure to make time for regular one to one meetings, they can be an opportunity to create an open and transparent relationship, leading to a deeper understanding of each other and employees that are feeling valued and loyal and less open to being tempted away by an alternative employer.

Communicate your vision – This kind of catch up can be your opportunity to share your business’s vision face to face, ensuring that it’s communicated clearly and is understood, including key milestones along the way – allowing the time and space for specific questions and concerns, finding a way to discuss what the employee’s role is as part of this how their specific career ties in and what’s ahead.

Time to measure Performance & cross ref with Behaviours – As the name suggests, Performance Reviews” are the time and place to review how an employee is performing, the chance to identify if there are development opportunities. We here use the format that follows and is based on our company’s values and behaviours (check out our article on Cultural Fit) – we find it’s an effective way to create a unified team.

The frequency that works for us are weekly one to ones between Managers and each member of their team, painting a picture of what has been and to set goals for the week ahead – ensuring to identify if support is needed. This ensures and collectively as a team, as a business but also as individuals we remain on track.

The next layer are quarterly planning sessions and reviews with each employee. They are all about overarching objectives and growth and ensuring that all activity is aligned – so employees as well as the company are on track to achieve their ambitions.