Welcome to the comprehensive interview guide for the Deal Desk Senior Manager role. This guide has been carefully crafted to help you effectively assess candidates and make informed hiring decisions. It provides a structured approach to evaluating the key competencies, skills, and experiences necessary for success in this critical position.

How to Use This Guide

This guide is designed to be a flexible tool that can be adapted to your specific hiring needs. It includes a series of interviews and a work sample exercise, each focusing on different aspects of the role. Here's how to make the most of this guide:

1. Review the entire guide before beginning the interview process to familiarize yourself with its structure and content.
2. Customize the questions and scenarios as needed to align with your company's specific requirements and culture.
3. Use the provided scorecards to objectively evaluate candidates across various competencies and goals.
4. Conduct each interview as outlined, following the guidance for interviewers and sharing the appropriate directions with candidates.
5. After completing all interviews and the work sample, use the debrief meeting guide to discuss findings with your hiring team and make a collective decision.
6. If proceeding with a candidate, use the reference check guide to gather additional insights from previous employers or colleagues.

For additional ideas and alternative interview questions specific to the Deal Desk Senior Manager role, you may want to explore our Deal Desk Senior Manager interview questions. This resource can provide supplementary material to enhance your interview process.

Remember, this guide is a starting point. Feel free to adapt it to best suit your organization's needs and the specific nuances of the role you're filling. By following this structured approach, you'll be well-equipped to identify the best candidate for your Deal Desk Senior Manager position.

Job Description

📋 Role Overview

[Company] is seeking a Deal Desk Senior Manager to join our Revenue Operations team. This role will be critical in supporting our high-growth Sales and Customer Success organizations by managing complex enterprise contracts and serving as a strategic advisor on deal structures.

🔑 Key Responsibilities

• Serve as a subject matter expert on deal policies, pricing, contract terms, and compliance requirements
• Quarterback non-standard deals through the contracting cycle and internal approval processes
• Strategically consult with Account Executives at the deal proposal stage
• Monitor and manage the Deal Desk queue, addressing requests thoughtfully and urgently
• Identify process improvements to increase sales productivity and ensure compliance

🌟 What Success Looks Like

• Consistently structuring mutually beneficial deals for [Company] and its customers
• Building strong partnerships across Sales, Legal, Finance, and Product teams
• Improving deal cycle times and increasing average deal size
• Implementing scalable processes that support rapid growth

📊 Qualifications

Must-Have

• 7+ years of experience in Deal Desk, Finance, or Sales Operations roles within the Enterprise Software industry
• Strong problem-solving skills and business acumen
• Excellent communication and interpersonal skills
• Proficiency with Salesforce and advanced Excel skills

Nice-to-Have

• Experience with financial modeling and pricing strategy
• Familiarity with contract law and negotiation tactics

💪 Core Competencies

• Strategic thinking
• Cross-functional collaboration
• Adaptability
• Attention to detail
• Customer focus

📍 Location

[Location options]

💰 Compensation

[Salary range and benefits overview]

Ideal Candidate Profile (Internal)

🎯 Role Overview

This position requires a strategic thinker who can balance the needs of the sales organization with financial and legal considerations. The ideal candidate will be comfortable operating in a fast-paced, high-growth environment and have the ability to influence stakeholders across multiple departments.

Essential Behavioral Competencies

1. Strategic Problem-Solving
2. Stakeholder Management
3. Business Acumen
4. Adaptability
5. Communication

Example Goals for Role

1. Reduce average deal cycle time by 20% within first 6 months
2. Implement a new deal approval matrix that reduces escalations by 30%
3. Achieve a 95% satisfaction rating from internal stakeholders
4. Increase average deal size by 15% through strategic deal structuring

Ideal Candidate Profile

• Proven track record of success in enterprise software deal management
• Strong analytical skills with the ability to translate complex data into actionable insights
• Experience working with executive leadership and influencing decision-making
• Demonstrates a growth mindset and continuous learning approach
• Thrives in a collaborative, fast-paced environment
• [Additional company-specific requirements]

‍

Screening Interview

Directions for the Interviewer

This initial screening interview is crucial for quickly assessing if a candidate should move forward in the process. Focus on work eligibility, cultural fit, performance history, and key skills. Getting details on past performance early is essential. Ask all candidates the same questions to ensure fair comparisons.

Directions to Share with Candidate

"I'll be asking you some initial questions about your background and experience to determine fit for our Deal Desk Senior Manager role. Please provide concise but thorough answers. Do you have any questions before we begin?"

Interview Questions

1. Are you legally authorized to work in [country] without sponsorship?

Guidance for Interviewer:Areas to Cover:

• Confirm work eligibility status
• Any visa or work permit requirements

Possible Follow-up Questions:

• When does your current work authorization expire?
• Are there any restrictions on your ability to work?

2. Can you briefly describe your experience in Deal Desk, Finance, or Sales Operations roles within the Enterprise Software industry?

Guidance for Interviewer:Areas to Cover:

• Years of relevant experience
• Types of companies and industries
• Key responsibilities in previous roles

Possible Follow-up Questions:

• What was the size of the sales organization you supported?
• How did you interact with other departments like Legal and Finance?

3. Tell me about a complex deal you recently managed. What made it challenging, and how did you approach it?

Guidance for Interviewer:Areas to Cover:

• Complexity of deals handled
• Problem-solving approach
• Cross-functional collaboration

Possible Follow-up Questions:

• What stakeholders were involved in the process?
• How did you balance the needs of different departments?
• What was the outcome of the deal?

4. How do you typically approach improving deal cycle times?

Guidance for Interviewer:Areas to Cover:

• Process improvement mindset
• Analytical approach to identifying bottlenecks
• Experience implementing changes

Possible Follow-up Questions:

• Can you give an example of a specific improvement you implemented?
• How did you measure the impact of your changes?
• How did you gain buy-in from other teams for your improvements?

5. Describe your experience with Salesforce and Excel. How have you used these tools in your previous roles?

Guidance for Interviewer:Areas to Cover:

• Proficiency level with required tools
• Practical application in deal management
• Any advanced features or customizations used

Possible Follow-up Questions:

• Have you created any custom reports or dashboards in Salesforce?
• What types of financial modeling have you done in Excel?
• Are you familiar with any other CRM or financial analysis tools?

6. How do you stay current with industry trends and continuously improve your skills?

Guidance for Interviewer:Areas to Cover:

• Learning agility
• Industry knowledge
• Self-motivation for professional development

Possible Follow-up Questions:

• What recent industry changes have impacted deal structuring?
• Have you attended any relevant conferences or training sessions recently?
• How do you apply new learnings to your work?

Interview Scorecard

Work Eligibility

• 0: Not Enough Information Gathered to Evaluate
• 1: Not eligible to work without sponsorship
• 2: Eligible with significant restrictions
• 3: Eligible with minor restrictions
• 4: Fully eligible without restrictions

Relevant Experience

• 0: Not Enough Information Gathered to Evaluate
• 1: Less than 5 years of relevant experience
• 2: 5-7 years of relevant experience
• 3: 7-10 years of relevant experience
• 4: 10+ years of highly relevant experience

Deal Complexity

• 0: Not Enough Information Gathered to Evaluate
• 1: Limited experience with complex deals
• 2: Some experience with moderately complex deals
• 3: Significant experience managing complex enterprise deals
• 4: Expert in handling highly complex, strategic deals

Process Improvement

• 0: Not Enough Information Gathered to Evaluate
• 1: Little evidence of process improvement experience
• 2: Some experience with basic process improvements
• 3: Strong track record of implementing effective improvements
• 4: Innovative approach to process optimization with measurable results

Tool Proficiency

• 0: Not Enough Information Gathered to Evaluate
• 1: Basic familiarity with required tools
• 2: Proficient in basic functions of required tools
• 3: Advanced proficiency with required tools
• 4: Expert-level proficiency, including customization and advanced features

Learning Agility

• 0: Not Enough Information Gathered to Evaluate
• 1: Little evidence of ongoing learning or industry awareness
• 2: Some effort towards skill development and industry knowledge
• 3: Consistently focuses on improvement and staying current
• 4: Demonstrates exceptional commitment to learning and thought leadership

Overall Recommendation

• 1: Strong No Hire
• 2: No Hire
• 3: Hire
• 4: Strong Hire

Work Sample: Deal Analysis and Recommendation

Directions for the Interviewer

This work sample assesses the candidate's ability to analyze a complex deal scenario and provide strategic recommendations. It evaluates their problem-solving skills, business acumen, and ability to communicate effectively. Provide the candidate with a realistic deal scenario and supporting data. Allow them time to prepare their analysis and recommendation.

Best practices:

• Give the candidate 30-45 minutes to prepare
• Limit the presentation and Q&A to 30 minutes
• Take notes on specific insights and recommendations
• Provide a brief opportunity for the candidate to self-reflect after the exercise

Directions to Share with Candidate

"For this exercise, you'll analyze a complex deal scenario and prepare a recommendation. You'll have 30 minutes to review the provided materials and prepare your analysis. Then, you'll have 15 minutes to present your recommendation, followed by 15 minutes of Q&A. Your goal is to provide a strategic recommendation that balances the needs of the sales team, the customer, and the company. Do you have any questions before we begin?"

Provide the candidate with:

• Deal scenario overview
• Customer profile and needs
• Pricing and product information
• Relevant company policies and guidelines
• Any other pertinent data (e.g., competitive landscape, industry trends)

Interview Scorecard

Analysis and Problem-Solving

• 0: Not Enough Information Gathered to Evaluate
• 1: Superficial analysis with major gaps
• 2: Basic analysis covering main points
• 3: Thorough analysis with well-supported insights
• 4: Exceptional analysis revealing unique insights and considerations

Strategic Thinking

• 0: Not Enough Information Gathered to Evaluate
• 1: Tactical focus without strategic considerations
• 2: Some strategic elements but lacking depth
• 3: Clear strategic approach balancing multiple factors
• 4: Innovative strategic recommendation with long-term vision

Business Acumen

• 0: Not Enough Information Gathered to Evaluate
• 1: Limited understanding of business implications
• 2: Basic grasp of key business considerations
• 3: Strong business acumen informing recommendations
• 4: Exceptional business insight driving value-creation

Communication Skills

• 0: Not Enough Information Gathered to Evaluate
• 1: Unclear or disorganized presentation
• 2: Clear but basic presentation of findings
• 3: Well-structured, persuasive presentation
• 4: Exceptionally compelling and polished presentation

Stakeholder Management

• 0: Not Enough Information Gathered to Evaluate
• 1: Fails to consider key stakeholder needs
• 2: Acknowledges stakeholders but doesn't fully address needs
• 3: Effectively balances needs of multiple stakeholders
• 4: Masterfully aligns diverse stakeholder interests

Goal: Reduce average deal cycle time by 20% within first 6 months

• 0: Not Enough Information Gathered to Evaluate
• 1: Unlikely to Achieve Goal
• 2: Likely to Partially Achieve Goal
• 3: Likely to Achieve Goal
• 4: Likely to Exceed Goal

Goal: Implement a new deal approval matrix that reduces escalations by 30%

• 0: Not Enough Information Gathered to Evaluate
• 1: Unlikely to Achieve Goal
• 2: Likely to Partially Achieve Goal
• 3: Likely to Achieve Goal
• 4: Likely to Exceed Goal

Goal: Achieve a 95% satisfaction rating from internal stakeholders

• 0: Not Enough Information Gathered to Evaluate
• 1: Unlikely to Achieve Goal
• 2: Likely to Partially Achieve Goal
• 3: Likely to Achieve Goal
• 4: Likely to Exceed Goal

Goal: Increase average deal size by 15% through strategic deal structuring

• 0: Not Enough Information Gathered to Evaluate
• 1: Unlikely to Achieve Goal
• 2: Likely to Partially Achieve Goal
• 3: Likely to Achieve Goal
• 4: Likely to Exceed Goal

Overall Recommendation

• 1: Strong No Hire
• 2: No Hire
• 3: Hire
• 4: Strong Hire

Hiring Manager Interview

Directions for the Interviewer

This interview focuses on the candidate's relevant work history and performance. Ask the following questions for each relevant previous role, adapting as needed for time and the number of relevant roles. Ask all questions on the most recent or most relevant role. Probe for specific examples and quantifiable results. Pay attention to the progression of responsibilities and achievements across roles.

Directions to Share with Candidate

"I'd like to discuss your relevant work experience in more detail. We'll go through each of your previous roles, focusing on your responsibilities, achievements, and lessons learned. Please provide specific examples and metrics where possible."

Interview Questions

1. What were your main responsibilities in this role?

Guidance for Interviewer:Areas to Cover:

• Scope of role
• Types of deals managed
• Team structure and interactions

Possible Follow-up Questions:

• How did your responsibilities evolve over time?
• What was the most challenging aspect of the role?
• How did this role prepare you for your next career step?

2. What were your key performance metrics and how did you perform against them?

Guidance for Interviewer:Areas to Cover:

• Specific targets and KPIs
• Performance relative to peers
• Consistency of achievement

Possible Follow-up Questions:

• What strategies did you use to consistently meet/exceed your targets?
• How did you recover from any periods of underperformance?
• What tools or resources were most helpful in tracking and improving your performance?

3. Tell me about your most significant achievement in improving deal cycle times or efficiency.

Guidance for Interviewer:Areas to Cover:

• Specific process improvements implemented
• Stakeholders involved
• Measurable impact on efficiency

Possible Follow-up Questions:

• What obstacles did you encounter and how did you overcome them?
• How did you gain buy-in from other teams for your changes?
• How have you applied lessons from this achievement to subsequent roles?

4. Describe a time when you had to balance conflicting priorities from different stakeholders in a deal. How did you handle it?

Guidance for Interviewer:Areas to Cover:

• Stakeholder management skills
• Negotiation and conflict resolution
• Strategic decision-making

Possible Follow-up Questions:

• How did you communicate with the various stakeholders throughout the process?
• What trade-offs did you have to make, and how did you decide on them?
• What was the outcome, and what would you do differently in hindsight?

Interview Scorecard

Relevant Experience

• 0: Not Enough Information Gathered to Evaluate
• 1: Limited relevant experience
• 2: Some relevant experience but gaps in key areas
• 3: Strong relevant experience aligned with role requirements
• 4: Extensive highly relevant experience exceeding role requirements

Performance History

• 0: Not Enough Information Gathered to Evaluate
• 1: Consistently underperformed against targets
• 2: Occasionally met targets with inconsistent performance
• 3: Consistently met or exceeded targets
• 4: Consistently top performer, significantly exceeding targets

Process Improvement

• 0: Not Enough Information Gathered to Evaluate
• 1: Little evidence of process improvement initiatives
• 2: Some involvement in process improvements with limited impact
• 3: Strong track record of implementing effective improvements
• 4: Exceptional ability to drive transformative process enhancements

Stakeholder Management

• 0: Not Enough Information Gathered to Evaluate
• 1: Struggles to manage conflicting stakeholder needs
• 2: Can manage straightforward stakeholder situations
• 3: Effectively balances complex stakeholder dynamics
• 4: Masterfully aligns diverse stakeholder interests to drive optimal outcomes

Goal: Reduce average deal cycle time by 20% within first 6 months

• 0: Not Enough Information Gathered to Evaluate
• 1: Unlikely to Achieve Goal
• 2: Likely to Partially Achieve Goal
• 3: Likely to Achieve Goal
• 4: Likely to Exceed Goal

Goal: Implement a new deal approval matrix that reduces escalations by 30%

• 0: Not Enough Information Gathered to Evaluate
• 1: Unlikely to Achieve Goal
• 2: Likely to Partially Achieve Goal
• 3: Likely to Achieve Goal
• 4: Likely to Exceed Goal

Goal: Achieve a 95% satisfaction rating from internal stakeholders

• 0: Not Enough Information Gathered to Evaluate
• 1: Unlikely to Achieve Goal
• 2: Likely to Partially Achieve Goal
• 3: Likely to Achieve Goal
• 4: Likely to Exceed Goal

Goal: Increase average deal size by 15% through strategic deal structuring

• 0: Not Enough Information Gathered to Evaluate
• 1: Unlikely to Achieve Goal
• 2: Likely to Partially Achieve Goal
• 3: Likely to Achieve Goal
• 4: Likely to Exceed Goal

Overall Recommendation

• 1: Strong No Hire
• 2: No Hire
• 3: Hire
• 4: Strong Hire

Behavioral Competency Interview

Directions for the Interviewer

This interview assesses the candidate's behavioral competencies critical for success in the Deal Desk Senior Manager role. Ask all candidates the same questions, probing for specific examples and details about the situation, actions taken, results achieved, and lessons learned. Avoid hypothetical scenarios and focus on past experiences.

Directions to Share with Candidate

"I'll be asking you about specific experiences from your past that relate to key competencies for this role. Please provide detailed examples, including the situation, your actions, the outcomes, and what you learned. Take a moment to think before answering if needed."

Interview Questions

1. Tell me about a time when you had to develop a creative solution to a complex deal structure problem. What was your approach, and what was the outcome? (Strategic Problem-Solving, Business Acumen)

Guidance for Interviewer:Areas to Cover:

• Complexity of the problem
• Analytical process used
• Creativity in solution development
• Impact of the solution

Possible Follow-up Questions:

• How did you gather the necessary information to develop your solution?
• What alternatives did you consider, and why did you choose your final approach?
• How did you present your solution to stakeholders, and how was it received?

2. Describe a situation where you had to influence decision-makers across multiple departments to gain approval for a non-standard deal. How did you approach this challenge? (Stakeholder Management, Communication)

Guidance for Interviewer:Areas to Cover:

• Stakeholder mapping and analysis
• Communication strategy
• Negotiation tactics
• Outcome and lessons learned

Possible Follow-up Questions:

• How did you identify and prioritize key stakeholders?
• What objections did you encounter, and how did you address them?
• How have you applied what you learned from this experience to subsequent situations?

3. Give me an example of how you've adapted your approach to deal structuring in response to changing market conditions or company priorities. (Adaptability, Strategic Thinking)

Guidance for Interviewer:Areas to Cover:

• Awareness of external factors
• Proactive vs. reactive approach
• Strategic alignment with company goals
• Results of the adaptation

Possible Follow-up Questions:

• How do you stay informed about market trends and industry changes?
• How did you communicate the need for change to your team and stakeholders?
• What challenges did you face in implementing the new approach, and how did you overcome them?

Interview Scorecard

Strategic Problem-Solving

• 0: Not Enough Information Gathered to Evaluate
• 1: Struggles to address complex problems effectively
• 2: Can solve straightforward problems with guidance
• 3: Consistently develops effective solutions to complex problems
• 4: Exceptional problem-solver, creating innovative solutions with broad impact

Stakeholder Management

• 0: Not Enough Information Gathered to Evaluate
• 1: Difficulty managing stakeholder relationships
• 2: Can manage straightforward stakeholder situations
• 3: Effectively navigates complex stakeholder dynamics
• 4: Masterfully aligns and influences diverse stakeholders to drive outcomes

Business Acumen

• 0: Not Enough Information Gathered to Evaluate
• 1: Limited understanding of business implications
• 2: Basic grasp of key business considerations
• 3: Strong business acumen informing decisions and strategies
• 4: Exceptional business insight driving value-creation and strategic alignment

Adaptability

• 0: Not Enough Information Gathered to Evaluate
• 1: Resistant to change or slow to adapt
• 2: Can adapt to change with support
• 3: Embraces change and adapts quickly
• 4: Drives positive change, helping others adapt and thrive

Communication

• 0: Not Enough Information Gathered to Evaluate
• 1: Struggles to communicate clearly or persuasively
• 2: Communicates adequately in most situations
• 3: Communicates clearly and persuasively across various audiences
• 4: Exceptional communicator, inspiring and influencing at all levels

Goal: Reduce average deal cycle time by 20% within first 6 months

• 0: Not Enough Information Gathered to Evaluate
• 1: Unlikely to Achieve Goal
• 2: Likely to Partially Achieve Goal
• 3: Likely to Achieve Goal
• 4: Likely to Exceed Goal

Goal: Implement a new deal approval matrix that reduces escalations by 30%

• 0: Not Enough Information Gathered to Evaluate
• 1: Unlikely to Achieve Goal
• 2: Likely to Partially Achieve Goal
• 3: Likely to Achieve Goal
• 4: Likely to Exceed Goal

Goal: Achieve a 95% satisfaction rating from internal stakeholders

• 0: Not Enough Information Gathered to Evaluate
• 1: Unlikely to Achieve Goal
• 2: Likely to Partially Achieve Goal
• 3: Likely to Achieve Goal
• 4: Likely to Exceed Goal

Goal: Increase average deal size by 15% through strategic deal structuring

• 0: Not Enough Information Gathered to Evaluate
• 1: Unlikely to Achieve Goal
• 2: Likely to Partially Achieve Goal
• 3: Likely to Achieve Goal
• 4: Likely to Exceed Goal

Overall Recommendation

• 1: Strong No Hire
• 2: No Hire
• 3: Hire
• 4: Strong Hire

Skip Level Behavioral Interview

Directions for the Interviewer

This interview further assesses the candidate's behavioral competencies from a different perspective. Ask all candidates the same questions, probing for specific examples and details about the situation, actions taken, results achieved, and lessons learned. Avoid hypothetical scenarios and focus on past experiences.

Directions to Share with Candidate

"I'll be asking you about specific experiences from your past that relate to key competencies for this role. Please provide detailed examples, including the situation, your actions, the outcomes, and what you learned. Take a moment to think before answering if needed."

Interview Questions

1. Tell me about a time when you identified and implemented a significant process improvement that had a measurable impact on deal efficiency or effectiveness. (Strategic Thinking, Business Acumen)

Guidance for Interviewer:Areas to Cover:

• Problem identification process
• Data analysis and solution development
• Implementation strategy
• Measurable results and long-term impact

Possible Follow-up Questions:

• How did you identify the need for this improvement?
• What resistance did you encounter, and how did you overcome it?
• How did you measure the success of the improvement?

2. Describe a situation where you had to manage a highly escalated deal with conflicting stakeholder interests. How did you navigate this challenge? (Stakeholder Management, Communication)

Guidance for Interviewer:Areas to Cover:

• Nature of the conflict and stakeholders involved
• Strategy for addressing conflicting interests
• Communication and negotiation tactics
• Resolution and lessons learned

Possible Follow-up Questions:

• How did you prioritize the various stakeholder needs?
• What compromises were necessary, and how did you facilitate them?
• How has this experience influenced your approach to stakeholder management?

3. Give me an example of how you've mentored or developed someone on your team to improve their deal desk skills. (Leadership, Adaptability)

Guidance for Interviewer:Areas to Cover:

• Identification of development needs
• Mentoring approach and strategies
• Challenges encountered
• Outcome and impact on team performance

Possible Follow-up Questions:

• How do you identify areas for development in your team members?
• What techniques do you find most effective for skill transfer?
• How do you balance individual development with team performance goals?

Interview Scorecard

Strategic Thinking

• 0: Not Enough Information Gathered to Evaluate
• 1: Focuses primarily on short-term, tactical execution
• 2: Demonstrates some longer-term planning
• 3: Develops comprehensive strategies aligned with business goals
• 4: Creates innovative, market-leading strategic approaches

Business Acumen

• 0: Not Enough Information Gathered to Evaluate
• 1: Limited understanding of business implications
• 2: Basic grasp of key business considerations
• 3: Strong business acumen informing decisions and strategies
• 4: Exceptional business insight driving value-creation and strategic alignment

Stakeholder Management

• 0: Not Enough Information Gathered to Evaluate
• 1: Difficulty managing stakeholder relationships
• 2: Can manage straightforward stakeholder situations
• 3: Effectively navigates complex stakeholder dynamics
• 4: Masterfully aligns and influences diverse stakeholders to drive outcomes

Communication

• 0: Not Enough Information Gathered to Evaluate
• 1: Struggles to communicate clearly or persuasively
• 2: Communicates adequately in most situations
• 3: Communicates clearly and persuasively across various audiences
• 4: Exceptional communicator, inspiring and influencing at all levels

Leadership

• 0: Not Enough Information Gathered to Evaluate
• 1: Minimal evidence of leadership skills
• 2: Shows some leadership potential
• 3: Demonstrates strong leadership capabilities
• 4: Exceptional leader who inspires and develops others

Goal: Reduce average deal cycle time by 20% within first 6 months

• 0: Not Enough Information Gathered to Evaluate
• 1: Unlikely to Achieve Goal
• 2: Likely to Partially Achieve Goal
• 3: Likely to Achieve Goal
• 4: Likely to Exceed Goal

Goal: Implement a new deal approval matrix that reduces escalations by 30%

• 0: Not Enough Information Gathered to Evaluate
• 1: Unlikely to Achieve Goal
• 2: Likely to Partially Achieve Goal
• 3: Likely to Achieve Goal
• 4: Likely to Exceed Goal

Goal: Achieve a 95% satisfaction rating from internal stakeholders

• 0: Not Enough Information Gathered to Evaluate
• 1: Unlikely to Achieve Goal
• 2: Likely to Partially Achieve Goal
• 3: Likely to Achieve Goal
• 4: Likely to Exceed Goal

Goal: Increase average deal size by 15% through strategic deal structuring

• 0: Not Enough Information Gathered to Evaluate
• 1: Unlikely to Achieve Goal
• 2: Likely to Partially Achieve Goal
• 3: Likely to Achieve Goal
• 4: Likely to Exceed Goal

Overall Recommendation

• 1: Strong No Hire
• 2: No Hire
• 3: Hire
• 4: Strong Hire

‍

Debrief Meeting

Directions for the Facilitator

The Debrief Meeting is an open discussion for the hiring team members to share the information learned during the candidate interviews. Use the questions below to guide the discussion.

Start the meeting by reviewing the requirements for the role and the key competencies and goals to succeed.

The meeting leader should strive to create an environment where it is okay to express opinions about the candidate that differ from the consensus or the leadership's opinions.

Scores and interview notes are important data points but should not be the sole factor in making the final decision.

Any hiring team member should feel free to change their recommendation as they learn new information and reflect on what they've learned.

Questions for Discussion

1. Does anyone have any questions for the other interviewers about the candidate?

Guidance: The meeting facilitator should initially present themselves as neutral and try not to sway the conversation before others have a chance to speak up.

2. Are there any additional comments about the Candidate?

Guidance: This is an opportunity for all the interviewers to share anything they learned that is important for the other interviewers to know.

3. How well do you think the candidate would be able to reduce average deal cycle time by 20% within the first 6 months?

Guidance: Discuss specific examples from the interviews or work sample that demonstrate the candidate's ability to improve efficiency and process optimization.

4. Based on what we've learned, how likely is it that the candidate could implement a new deal approval matrix that reduces escalations by 30%?

Guidance: Consider the candidate's experience with process improvement and stakeholder management as discussed in the interviews.

5. Do we believe the candidate could achieve a 95% satisfaction rating from internal stakeholders?

Guidance: Reflect on the candidate's communication skills and past experiences managing complex stakeholder relationships.

6. How confident are we in the candidate's ability to increase average deal size by 15% through strategic deal structuring?

Guidance: Discuss the candidate's strategic thinking and business acumen as demonstrated in the interviews and work sample.

7. Is there anything further we need to investigate before making a decision?

Guidance: Based on this discussion, you may decide to probe further on certain issues with the candidate or explore specific issues in the reference calls.

8. Has anyone changed their hire/no-hire recommendation?

Guidance: This is an opportunity for the interviewers to change their recommendation from the new information they learned in this meeting.

9. If the consensus is no hire, should the candidate be considered for other roles? If so, what roles?

Guidance: Discuss whether engaging with the candidate about a different role would be worthwhile.

10. What are the next steps?

Guidance: If there is no consensus, follow the process for that situation (e.g., it is the hiring manager's decision). Further investigation may be needed before making the decision. If there is a consensus on hiring, reference checks could be the next step.

Reference Checks

Directions for the Reference Checker

When conducting reference checks, aim to speak with former managers or senior colleagues who have directly worked with the candidate. Inform the references that their feedback will be kept confidential to encourage honest responses. Use the following questions as a guide, but feel free to ask follow-up questions based on the responses you receive.

Questions for References

1. In what capacity did you work with [Candidate Name], and for how long?

Guidance: This question establishes the context of the relationship and the reference's ability to provide informed feedback.

2. What were [Candidate Name]'s primary responsibilities in their role?

Guidance: Compare this information with what the candidate shared during interviews to verify consistency.

3. How would you rate [Candidate Name]'s performance in managing complex deals and stakeholder relationships?

Guidance: Listen for specific examples that demonstrate the candidate's ability to handle the key responsibilities of the Deal Desk Senior Manager role.

4. Can you describe a situation where [Candidate Name] implemented a significant process improvement? What was the impact?

Guidance: This question assesses the candidate's ability to drive efficiency and innovation, which is crucial for achieving the goal of reducing deal cycle times.

5. How would you describe [Candidate Name]'s leadership and mentoring style?

Guidance: Look for insights into the candidate's ability to develop team members and manage stakeholder relationships effectively.

6. What would you say are [Candidate Name]'s greatest strengths and areas for improvement?

Guidance: Pay attention to how the strengths and improvement areas align with the key competencies required for the role.

7. On a scale of 1-10, how likely would you be to hire [Candidate Name] for a senior deal desk role if you had the opportunity? Why?

Guidance: This question provides a quantifiable measure of the reference's overall assessment and can reveal additional insights through the explanation.

Reference Check Scorecard

Relevant Experience

• 0: Not Enough Information Gathered to Evaluate
• 1: Limited experience in deal desk or related roles
• 2: Some experience, but not at a senior level
• 3: Substantial experience aligned with the role requirements
• 4: Extensive, highly relevant experience exceeding role requirements

Performance in Previous Roles

• 0: Not Enough Information Gathered to Evaluate
• 1: Below average performance, significant concerns raised
• 2: Adequate performance with some areas for improvement
• 3: Strong performance, consistently met or exceeded expectations
• 4: Exceptional performance, considered a top performer

Process Improvement and Innovation

• 0: Not Enough Information Gathered to Evaluate
• 1: Little evidence of process improvement initiatives
• 2: Some involvement in process improvements with limited impact
• 3: Successful implementation of significant process improvements
• 4: Drove transformative changes with substantial positive impact

Leadership and Stakeholder Management

• 0: Not Enough Information Gathered to Evaluate
• 1: Struggles with leadership or stakeholder management
• 2: Adequate leadership skills with room for improvement
• 3: Strong leadership and stakeholder management abilities
• 4: Exceptional leader who excels at managing diverse stakeholders

Overall Recommendation from Reference

• 0: Not Enough Information Gathered to Evaluate
• 1: Would not recommend for the role (1-3 on the 1-10 scale)
• 2: Lukewarm recommendation (4-6 on the 1-10 scale)
• 3: Strong recommendation (7-8 on the 1-10 scale)
• 4: Highest possible recommendation (9-10 on the 1-10 scale)

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FAQ

Q: How should I prepare before using this interview guide?

A: Before using this guide, thoroughly review all sections to familiarize yourself with the structure and content. Consider customizing questions to align with your company's specific needs while maintaining the core competencies being assessed. It's also helpful to review the job description and ideal candidate profile to ensure you're focusing on the most critical aspects of the role.

Q: How can I ensure consistency across multiple interviewers?

A: To maintain consistency, share this guide with all interviewers and conduct a brief alignment meeting before starting the interview process. Emphasize the importance of asking the same core questions to each candidate and using the provided scorecards. You may also want to assign specific sections to different interviewers based on their expertise.

Q: What if a candidate's answer doesn't fully address the question?

A: Use the provided follow-up questions and areas to cover as a guide for probing deeper. Don't hesitate to ask for specific examples or clarification. The goal is to gather enough information to make an informed assessment. For more guidance on effective follow-up, check out our tips on conducting job interviews.

Q: How should I approach the work sample exercise?

A: Treat the work sample as a crucial part of the assessment process. Provide clear instructions to the candidate and ensure they have all necessary resources. During the exercise, observe not just the final output but also the candidate's approach and thought process. For more insights on effective work samples, read our article on mastering role-playing interviews.

Q: What if I want to add or modify questions in the guide?

A: While it's important to maintain consistency, you can adapt the guide to better fit your needs. If adding questions, ensure they align with the core competencies being assessed. For alternative questions, you might find our Deal Desk Senior Manager interview questions resource helpful.

Q: How do I use the scorecards effectively?

A: Fill out the scorecard immediately after each interview while your impressions are fresh. Be as objective as possible, using specific examples from the interview to justify your ratings. Avoid comparing candidates to each other; instead, evaluate each against the ideal candidate profile. For more on effective use of scorecards, see our article on why you should use an interview scorecard.

Q: What should I do if there's disagreement among interviewers during the debrief?

A: Disagreements can be valuable for gaining different perspectives. Encourage open discussion and ask interviewers to provide specific examples to support their views. Focus on the candidate's alignment with key competencies and goals rather than personal preferences. If needed, consider conducting additional reference checks or a follow-up interview to resolve major discrepancies.

Q: How can I make the most of the reference check process?

A: Approach reference checks as an opportunity to verify information and gain new insights. Use the provided questions as a guide, but be prepared to dig deeper based on the reference's responses. Pay attention to both what is said and what isn't said. For more guidance, read our tips on making reference calls valuable.

By following this comprehensive guide and considering these FAQs, you'll be well-equipped to conduct a thorough and effective interview process for your Deal Desk Senior Manager role.

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