When Should I Hire for Potential Over Experience?

At a certain point, companies can make the shift from hiring to fill immediate gaps/need immediate results to hiring for potential, at least in some way. What I mean is that the leaders have time to invest — both in ramp/training before a sales rep should be generating expected revenue and in their own schedule to train them as a priority. 

Here’s the question that often starts that conversation: 

Are we placing too much emphasis on past experience rather than assessing a candidate’s potential to learn and adapt in our results-oriented industry?

Here’s what I counsel my clients in answering this:

1. Make your decision on a case by case basis. Don’t go seeking potential, let it come to you. One of the ways you’ll see it is in how a candidate approaches/follows up/etc. 

2. Don’t hire someone with potential that you, as their direct manager, don’t personally enjoy working with. Their potential will be shaped by working closely with you, so you need to enjoy them as a person! 

3. Prioritize the business/team. Make sure the team is strong and operational first. Consider an NFL team. They don’t stick unproven Wide Receivers as their WR1. They work them into different situations, sometimes just to spread coverage (business setting: they’re observing the deal. They’re there on the field but not getting the ball). But over time, with development, those players sometimes make it to leading the league. 

4. Practice the Shark Tank model. The Sharks often pass on deals because they don’t see themselves as a value-add to that business. Approach developmental hires similarly. Understand what you see in them and what you know they need. Be confident you’re the right person to provide it. 

We all start somewhere, and no one becomes great without great coaching and mentorship. But not everyone is the right fit for your team. Use these tips to figure out when to hire a developmental sales rep or not.