Interview Guide for

Sales Director

This comprehensive interview guide for a Sales Director role equips hiring managers with a structured approach to identify top sales leadership talent. Designed to evaluate candidates on strategic thinking, team leadership, revenue growth capabilities, and cultural fit, this guide helps you make more informed hiring decisions by focusing on past behaviors and performance metrics crucial for sales leadership success.

How to Use This Guide

This interview guide serves as your roadmap to identifying and hiring exceptional Sales Director talent. To maximize its effectiveness:

Customize this template according to your specific industry needs and company culture
Share with your interview team to ensure alignment and consistency across all candidate interactions
Use the same questions for every candidate to ensure fair comparisons
Leverage the follow-up questions to dive deeper into candidate responses and gather complete context
Have each interviewer score candidates independently before discussing collectively
Focus on past behaviors and demonstrated results rather than hypothetical scenarios

For more insights on creating effective interview processes, explore Yardstick's guide on structured interviewing or generate additional sales interview questions tailored to your specific needs.

Job Description

Sales Director

About [Company]

[Company] is a forward-thinking leader in [Industry] dedicated to providing innovative solutions that transform how our clients operate. With a strong track record of growth and a culture that rewards excellence, we're looking for exceptional talent to help drive our next phase of expansion.

The Role

The Sales Director will be a critical member of our leadership team responsible for developing and executing sales strategies that drive revenue growth. This role will lead a team of sales professionals, establish and maintain key customer relationships, and collaborate with cross-functional teams to ensure the company achieves its revenue objectives. The successful candidate will directly impact the company's growth trajectory and market position.

Key Responsibilities

Develop and implement effective sales strategies to achieve and exceed revenue targets
Build, lead, coach, and develop a high-performing sales team
Establish and maintain strong relationships with key accounts and potential clients
Analyze market trends, competition, and customer needs to identify opportunities
Collaborate with marketing, product, and other departments to align strategies
Create accurate sales forecasts and provide regular performance reports
Drive continuous improvement in sales processes and methodologies
Represent the company at industry events and conferences

What We're Looking For

7+ years of progressive sales experience with at least 3-5 years in sales leadership
Proven track record of consistently meeting or exceeding sales targets
Experience building, developing, and leading high-performing sales teams
Strong understanding of sales methodologies and best practices
Excellent communication and relationship-building skills
Strategic thinking with data-driven decision-making abilities
Adaptability and resilience in a fast-changing market environment
Coachability and willingness to continually learn and improve
Experience with CRM and sales enablement tools
Industry knowledge and relevant network is a plus

Why Join [Company]

Our Sales Director will enjoy a challenging and rewarding role within a company that values innovation, collaboration, and excellence. We offer:

Competitive compensation package ([Pay Range]) including base salary, performance bonus, and commission structure
Comprehensive benefits including medical, dental, and vision insurance
401(k) matching program and equity options
Professional development opportunities
Collaborative work environment with a focus on work-life balance
Opportunity to make a significant impact in a growing company

Hiring Process

We've streamlined our interview process to be thorough yet efficient, providing you a clear view of the role while giving us insight into your capabilities:

Initial Screening Interview: A 30-minute conversation with our recruiting team to discuss your background and interest in the role
Sales Leadership Interview: An in-depth discussion about your sales leadership experience with the hiring manager
Sales Strategy & Team Development Role Play: A practical exercise demonstrating your approach to sales strategy and team coaching
Team & Cultural Fit Interview: Meet with key stakeholders to explore how you'd work with cross-functional teams
Final Executive Interview: A conversation with a senior executive about your vision for the role

Ideal Candidate Profile (Internal)

Role Overview

The Sales Director will lead our sales organization to drive revenue growth through strategic planning, team leadership, and client relationship management. This role requires someone who can build and develop a high-performing sales team while establishing effective sales processes and strategies. The ideal candidate combines sales leadership experience with strategic thinking, coaching abilities, and a proven track record of exceeding revenue targets.

Essential Behavioral Competencies

Strategic Sales Leadership - Ability to develop and implement comprehensive sales strategies that align with company objectives and drive sustainable revenue growth. Demonstrates foresight in anticipating market trends and adapting sales approaches accordingly.

Team Development & Coaching - Skilled at recruiting, training, and retaining top sales talent. Provides effective feedback, mentoring, and professional development opportunities that elevate team performance and foster a culture of continuous improvement.

Revenue Generation - Consistently achieves and exceeds sales targets through effective pipeline management, opportunity qualification, and sales execution. Maintains a strong focus on results while ensuring ethical sales practices.

Relationship Building - Establishes and maintains strong relationships with key stakeholders, including clients, prospects, and internal teams. Creates trust through transparent communication, reliability, and delivering on commitments.

Adaptability & Resilience - Effectively navigates changing markets, demonstrates flexibility in approach, and persists through challenges while maintaining a positive outlook. Learns from setbacks and applies those lessons to improve future performance.

Desired Outcomes

Increase annual revenue by [X]% through effective sales strategy implementation and team performance optimization within the first year
Develop and implement a structured sales methodology that improves conversion rates and reduces sales cycle length by [X]% within six months
Build and retain a high-performing sales team with less than [X]% annual turnover and [X]% of team members achieving or exceeding quota
Establish strategic relationships with [X] new enterprise accounts in key target industries within 12 months
Create a predictable sales forecasting system with less than [X]% variance between forecasts and actual results

Ideal Candidate Traits

Experience Level: 7+ years in sales with 3-5 years in sales leadership, preferably in [industry] or related field
Leadership Style: Collaborative yet decisive, with the ability to inspire and drive accountability
Business Acumen: Strong understanding of sales economics, forecasting, and performance metrics
Coachability: Open to feedback and committed to continuous personal and professional growth
Work Ethic: Self-motivated with high standards and the drive to exceed expectations
Analytical Mindset: Data-driven decision maker who can translate insights into effective strategies
Communication: Excellent verbal and written communication skills with the ability to tailor messages to different audiences
Cultural Alignment: Values teamwork, transparency, innovation, and customer success
Industry Knowledge: Familiarity with [industry] trends, challenges, and competitive landscape
Tech Proficiency: Experience with CRM systems and sales enablement tools

Screening Interview

Directions for the Interviewer

This initial screening is designed to efficiently identify candidates with the potential to succeed as a Sales Director. Focus on evaluating their sales leadership experience, team management capabilities, strategic thinking, and alignment with our revenue growth goals. The questions are structured to reveal both quantifiable achievements and leadership approaches. Listen for specific examples and metrics that demonstrate the candidate's effectiveness in previous roles. Note that this interview is not just about finding technical competence, but also someone who can lead, inspire, and adapt to our company culture. Be sure to leave 5-10 minutes at the end for the candidate to ask questions.

Directions to Share with Candidate

"This screening interview will help us understand your sales leadership experience and approach. I'll ask about your background, achievements, and how you've handled various sales leadership situations. Feel free to ask clarifying questions, and we'll save time at the end for any questions you have about the role or company."

Interview Questions

Tell me about your experience leading sales teams. What were the size and structure of the teams, and what were your key responsibilities and achievements?

Areas to Cover

Size, composition, and structure of previous sales teams
Scope of sales leadership responsibilities (regional, national, global)
Key performance metrics and achievements (revenue growth, market share gains)
Sales methodologies and processes implemented
Examples of strategic initiatives led and their outcomes
Progression of leadership responsibilities throughout career

Possible Follow-up Questions

How did you structure your sales team and why did you choose that approach?
What were the most significant challenges you faced when you first took over leadership of the team?
Can you share specific metrics that demonstrate the impact you had on team performance?
How did your leadership approach evolve as your team grew or changed?

Describe your approach to building and developing a high-performing sales team. How do you recruit, train, motivate, and retain top sales talent?

Areas to Cover

Recruiting strategies and candidate assessment methods
Onboarding and training programs implemented
Coaching and development approaches
Performance management systems
Incentive and recognition programs
Team culture building initiatives
Addressing underperformance
Success stories of team members developed

Possible Follow-up Questions

What specific qualities or characteristics do you look for when hiring sales professionals?
Can you give an example of how you've successfully developed an underperforming team member?
How do you tailor your coaching approach to different personality types or experience levels?
What's your philosophy on sales incentives and how have you structured them in the past?

Walk me through your experience creating and implementing sales strategies. How did you identify opportunities, set goals, and ensure execution?

Areas to Cover

Process for market and competitive analysis
Approach to identifying and prioritizing opportunities
Goal-setting methodology and metrics used
Strategy communication and alignment
Tactics for ensuring successful execution
Monitoring systems and course correction
Results achieved from strategies implemented
Cross-functional collaboration

Possible Follow-up Questions

Can you share a specific example of a sales strategy you developed that led to significant growth?
How did you ensure your sales strategy aligned with broader company objectives?
What data or insights do you typically use to inform your strategic decisions?
How do you balance short-term revenue goals with long-term strategic objectives?

Describe a situation where you had to turn around an underperforming sales team or territory. What was your approach, and what results did you achieve?

Areas to Cover

Initial assessment of the situation and root causes
Action plan developed and implemented
Changes to team structure, processes, or strategies
How resistance or challenges were overcome
Metrics showing performance improvement
Timeline for achieving turnaround
Lessons learned from the experience
Systems put in place to maintain improvements

Possible Follow-up Questions

What were the most significant obstacles you faced during the turnaround?
How did you prioritize which issues to address first?
How did you get buy-in from the team for your turnaround plan?
What surprised you most during this process?

How do you approach sales forecasting and pipeline management? What systems or processes have you implemented to ensure accuracy?

Areas to Cover

Forecasting methodologies used
Pipeline stages and definitions established
Review cadence and process
Tools and technologies leveraged
Accuracy rates achieved
Accountability systems
Deal qualification criteria
Early warning indicators identified

Possible Follow-up Questions

What metrics do you find most valuable for assessing pipeline health?
How do you handle situations where team members consistently miss their forecasts?
What level of forecast accuracy were you able to achieve, and how did you improve it over time?
How do you balance optimism with realism in the forecasting process?

What are your salary expectations for this role?

Areas to Cover

Candidate's total compensation expectations
Current or recent compensation structure
Flexibility and priorities regarding compensation components
Understanding of market rates for similar positions
Alignment with our compensation range for the role

Possible Follow-up Questions

How is your current/previous compensation structured between base, variable, and other components?
What aspects of compensation are most important to you?
How would you like to see your compensation grow as you succeed in the role?
Are there specific benefits or perks that are particularly important to you?

Interview Scorecard

Sales Leadership Experience

0: Not Enough Information Gathered to Evaluate
1: Limited experience leading sales teams or managing only small teams with minimal complexity
2: Some experience leading sales teams with moderate results but limited strategic responsibility
3: Solid experience leading sales teams of comparable size and complexity with demonstrated success
4: Extensive experience leading complex sales organizations with exceptional results and progressive responsibilities

Team Development Capabilities

0: Not Enough Information Gathered to Evaluate
1: Basic approach to team development with limited examples of success in building high-performing teams
2: Some evidence of systematic approach to recruitment, training, and development, with moderate success
3: Clear, structured approach to team building with specific examples of successful development initiatives
4: Sophisticated team development methodology with compelling examples of transforming teams and developing future leaders

Strategic Sales Planning

0: Not Enough Information Gathered to Evaluate
1: Tactical focus with limited evidence of strategic planning capabilities
2: Basic strategic planning approach with some examples of implementation
3: Well-developed strategic planning approach with demonstrated results
4: Exceptional strategic thinking with multiple examples of innovative strategies driving significant business outcomes

Revenue Growth Achievement

0: Not Enough Information Gathered to Evaluate
1: Inconsistent track record of meeting targets with limited growth examples
2: Generally met targets with some examples of growth achievement
3: Consistently met or exceeded targets with clear examples of driving revenue growth
4: Exceptional track record of exceeding targets with multiple examples of significant revenue impact

Increase annual revenue by [X]%

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited evidence of achieving similar growth targets
2: May Partially Achieve Goal - Has achieved moderate growth but not at the level required
3: Likely to Achieve Goal - Has achieved comparable growth targets in similar situations
4: Likely to Exceed Goal - Has consistently exceeded similar growth targets with innovative approaches

Develop and implement a structured sales methodology

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited experience with sales methodologies or process improvement
2: May Partially Achieve Goal - Has implemented basic sales processes with modest improvements
3: Likely to Achieve Goal - Has successfully implemented comprehensive sales methodologies with measurable improvements
4: Likely to Exceed Goal - Has expertise in multiple sales methodologies with exceptional results from implementations

Build and retain a high-performing sales team

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited success in team retention or performance management
2: May Partially Achieve Goal - Mixed results in team building with some success stories
3: Likely to Achieve Goal - Demonstrated ability to build and maintain high-performing teams
4: Likely to Exceed Goal - Exceptional track record of building top-performing teams with high retention rates

Establish strategic relationships with new enterprise accounts

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited experience with enterprise relationship development
2: May Partially Achieve Goal - Some success with account development but at a smaller scale
3: Likely to Achieve Goal - Proven ability to establish and grow strategic enterprise relationships
4: Likely to Exceed Goal - Exceptional network and demonstrated expertise in developing major accounts

Create a predictable sales forecasting system

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Basic understanding of forecasting with limited success in accuracy
2: May Partially Achieve Goal - Has implemented forecasting systems with moderate accuracy
3: Likely to Achieve Goal - Solid methodology for forecasting with good accuracy rates
4: Likely to Exceed Goal - Sophisticated approach to forecasting with excellent accuracy and continuous improvement

Overall Recommendation

1: Strong No Hire - Significant gaps in critical areas
2: No Hire - Does not meet our requirements in important areas
3: Hire - Meets our requirements and would be successful in the role
4: Strong Hire - Exceptional candidate who would excel and add significant value

Sales Leadership Interview

Directions for the Interviewer

This interview is designed to thoroughly assess the candidate's sales leadership capabilities through a chronological review of their career. Your goal is to understand their progression, development as a leader, and how they've handled various sales leadership challenges. Focus on uncovering patterns of behavior, decision-making approaches, and leadership philosophy. Pay special attention to quantifiable achievements, how they've built and developed teams, and their approach to sales strategy and execution. This information will help determine if they have the depth of experience and leadership style needed for our Sales Director role. Remember to save time at the end for the candidate to ask questions.

Directions to Share with Candidate

"Today, I'd like to understand your career journey in sales leadership. We'll walk through your work history chronologically, discussing your roles, responsibilities, achievements, and the challenges you faced. I'm particularly interested in how you've built and led teams, developed sales strategies, and driven revenue growth. This conversation will help us understand how your experience aligns with our Sales Director role."

Interview Questions

To start, I'd like to know what initially attracted you to sales leadership, and what continues to motivate you in this field?

Areas to Cover

Early career influences and decisions
Personal motivations for pursuing leadership
Professional values and what they find fulfilling
Long-term career aspirations
Understanding of what makes sales leadership challenging and rewarding
Alignment between their motivations and our company's needs

Possible Follow-up Questions

How has your motivation or focus changed throughout your career?
What do you find most rewarding about leading sales teams?
What aspects of sales leadership do you find most challenging?
How do you stay motivated during difficult periods or market downturns?

Let's discuss your role at [Past Company]. What was the situation when you joined, what were your key responsibilities, and what were your most significant accomplishments?

Areas to Cover

Size and structure of the organization
State of the business when they joined
Scope of leadership responsibilities
Team size, composition, and dynamics
Key performance metrics and targets
Specific challenges they faced
Strategic initiatives they implemented
Quantifiable results and achievements
Reason for leaving

Possible Follow-up Questions

What changes did you make to the team structure or composition?
How did you adapt the sales strategy to meet market conditions?
What was the most difficult challenge you faced, and how did you overcome it?
How did you measure success for yourself and your team?
What would your manager and direct reports say were your biggest contributions?

During your time at [Past Company], tell me about your approach to developing your sales team. How did you recruit, train, and retain top performers?

Areas to Cover

Hiring process and candidate evaluation methods
Onboarding program structure
Training and development initiatives
Performance management approach
Recognition and incentive programs
Team culture development
Handling of underperformance
Promotion and advancement patterns
Retention strategies and results

Possible Follow-up Questions

Can you give me a specific example of how you developed someone on your team?
How did you identify potential in team members?
What was your approach to addressing performance issues?
How did you balance individual development with team performance needs?
What was your team's turnover rate compared to company average?

At [Past Company], how did you approach setting and achieving sales targets? Walk me through your process from planning to execution.

Areas to Cover

Target-setting methodology
Market analysis process
Territory and account planning
Resource allocation decisions
Sales process improvements
Technology and tools utilized
Performance tracking mechanisms
Course correction approaches
Results achieved vs. targets
Lessons learned and adaptations made

Possible Follow-up Questions

How did you break down annual targets into actionable quarterly and monthly goals?
What data did you use to inform your planning process?
How did you ensure buy-in from your team on the targets?
How did you handle situations where targets seemed at risk?
What was your typical forecast accuracy?

Describe a significant challenge or setback you faced while leading a sales organization. How did you address it, and what was the outcome?

Areas to Cover

Nature and scope of the challenge
Initial assessment and response
Decision-making process
Resources leveraged
Team involvement and communication
Actions taken and adjustments made
Results and impact on business
Personal and organizational lessons learned
Preventative measures established afterward
How the experience shaped their leadership approach

Possible Follow-up Questions

Looking back, what would you have done differently?
How did you communicate with stakeholders during this challenge?
How did you maintain team morale during this difficult period?
What early warning signs did you miss, if any?
How has this experience informed your approach to similar situations since?

How do you collaborate with other departments like marketing, product, and customer success to drive sales effectiveness and customer satisfaction?

Areas to Cover

Cross-functional collaboration approaches
Alignment processes with marketing
Product feedback and input mechanisms
Customer success integration strategies
Joint planning and goal-setting
Communication channels and cadence
Conflict resolution approaches
Success metrics for collaboration
Specific examples of effective partnerships
Results from collaborative initiatives

Possible Follow-up Questions

Can you give me a specific example of a successful cross-departmental initiative you led?
How did you handle situations where departmental priorities conflicted?
What structures or processes did you put in place to ensure ongoing collaboration?
How did you measure the impact of cross-functional collaboration?
What was the most challenging aspect of working across departments?

Which job that you've had in the past does this Sales Director role remind you of the most, and why?

Areas to Cover

Similarities in scope and responsibilities
Comparable business challenges
Analogous team situations
Relevant market conditions
Transferable skills and experiences
Self-awareness of strengths and potential fit
Understanding of our role requirements
Realistic expectations about the position

Possible Follow-up Questions

What aspects of that role prepared you most for this position?
What key differences do you see between that role and this one?
What lessons from that experience would you apply here?
What achievements from that role are you most proud of?
What challenges do you anticipate based on that experience?

Interview Scorecard

Strategic Leadership

0: Not Enough Information Gathered to Evaluate
1: Primarily tactical focus with limited evidence of strategic thinking and planning
2: Some strategic capabilities with basic planning and execution but limited innovation
3: Strong strategic thinking with clear examples of developing and executing effective sales strategies
4: Exceptional strategic leadership with innovative approaches that delivered significant business impact

Team Development

0: Not Enough Information Gathered to Evaluate
1: Basic management approach with limited focus on development and coaching
2: Moderate capability in recruiting and developing talent with some success stories
3: Systematic approach to team building with proven methods for developing high performers
4: Exceptional talent developer with multiple examples of building top-performing teams and developing future leaders

Revenue Generation

0: Not Enough Information Gathered to Evaluate
1: Inconsistent track record of achieving targets with limited growth examples
2: Generally met targets with some examples of revenue growth
3: Consistently met or exceeded targets with clear examples of driving significant revenue
4: Exceptional track record of exceeding targets with multiple examples of transformative revenue impact

Cross-functional Collaboration

0: Not Enough Information Gathered to Evaluate
1: Limited experience with cross-functional collaboration or primarily siloed approach
2: Basic collaboration skills with some examples of working with other departments
3: Strong collaborative approach with successful cross-functional initiatives
4: Exceptional ability to build partnerships across the organization with significant business impact

Increase annual revenue by [X]%

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited evidence of achieving similar growth targets
2: May Partially Achieve Goal - Has achieved moderate growth but not at the level required
3: Likely to Achieve Goal - Has achieved comparable growth targets in similar situations
4: Likely to Exceed Goal - Has consistently exceeded similar growth targets with innovative approaches

Develop and implement a structured sales methodology

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited experience with sales methodologies or process improvement
2: May Partially Achieve Goal - Has implemented basic sales processes with modest improvements
3: Likely to Achieve Goal - Has successfully implemented comprehensive sales methodologies with measurable improvements
4: Likely to Exceed Goal - Has expertise in multiple sales methodologies with exceptional results from implementations

Build and retain a high-performing sales team

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited success in team retention or performance management
2: May Partially Achieve Goal - Mixed results in team building with some success stories
3: Likely to Achieve Goal - Demonstrated ability to build and maintain high-performing teams
4: Likely to Exceed Goal - Exceptional track record of building top-performing teams with high retention rates

Establish strategic relationships with new enterprise accounts

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited experience with enterprise relationship development
2: May Partially Achieve Goal - Some success with account development but at a smaller scale
3: Likely to Achieve Goal - Proven ability to establish and grow strategic enterprise relationships
4: Likely to Exceed Goal - Exceptional network and demonstrated expertise in developing major accounts

Create a predictable sales forecasting system

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Basic understanding of forecasting with limited success in accuracy
2: May Partially Achieve Goal - Has implemented forecasting systems with moderate accuracy
3: Likely to Achieve Goal - Solid methodology for forecasting with good accuracy rates
4: Likely to Exceed Goal - Sophisticated approach to forecasting with excellent accuracy and continuous improvement

Overall Recommendation

1: Strong No Hire - Significant gaps in critical areas
2: No Hire - Does not meet our requirements in important areas
3: Hire - Meets our requirements and would be successful in the role
4: Strong Hire - Exceptional candidate who would excel and add significant value

Sales Strategy & Team Development Role Play

Directions for the Interviewer

This role play exercise assesses the candidate's ability to develop strategic sales plans and coach team members in a realistic scenario. You'll observe their strategic thinking, prioritization skills, coaching approach, and communication style. The exercise consists of two parts: developing a 90-day sales strategy and conducting a coaching session with an underperforming sales manager. Provide the scenario information 24 hours before the interview so the candidate has time to prepare. During the exercise, note how the candidate structures their thinking, balances short and long-term priorities, and adapts their coaching style. This exercise reveals how the candidate would actually approach critical aspects of the Sales Director role.

Directions to Share with Candidate

"This exercise will help us understand your approach to sales strategy development and team coaching. It has two parts: First, you'll present a 90-day sales strategy for a challenging scenario. Second, you'll role-play a coaching conversation with an underperforming sales manager. I'll provide the detailed scenario 24 hours before our meeting so you can prepare. During our session, you'll have 20 minutes for the strategy presentation and 15 minutes for the coaching conversation, followed by 10 minutes for questions and discussion."

Exercise Scenario (to be provided 24 hours in advance)

Part 1: 90-Day Sales Strategy Development

You've just been hired as the Sales Director at [Company], a [industry] company with $50M in annual revenue. The sales organization includes 4 regional sales managers and 25 sales representatives across enterprise, mid-market, and SMB segments. The company has experienced flat growth for the past two quarters after previously growing at 15% annually. Your CEO wants you to present your 90-day plan to revitalize sales performance.

Additional context:

Sales team turnover is 35% annually vs. industry average of 20%
Pipeline coverage is 2x quota vs. target of 3x
Average deal size has decreased by 15% in the past year
Customer churn has increased from 12% to 18% annually
Sales cycle has extended from 45 to 60 days
Win rate against key competitor has dropped from 60% to 45%
Product has strong differentiation but sales messaging is inconsistent
CRM adoption and data quality are problematic

Prepare a 20-minute presentation outlining your 90-day sales strategy, including:

Initial assessment approach
Key priorities and why you selected them
Specific initiatives you would implement
Success metrics and expected outcomes
Resources or support needed

Part 2: Coaching Role Play

In this scenario, you need to coach Mike, a sales manager who oversees a team of 7 sales representatives. Mike's team has missed quota for three consecutive quarters. While Mike was once a top performer as a sales rep, he's struggling in his management role. His team complains that he's not providing enough guidance, frequently changes direction, and sometimes steps in to take over deals instead of coaching them. You've observed that Mike spends most of his time working directly with customers rather than developing his team. Despite these issues, Mike has strong product knowledge and excellent customer relationships.

Prepare for a 15-minute coaching conversation with Mike (role-played by the interviewer) to:

Address the performance issues
Help him develop as a sales manager
Create a plan to get his team back on track

Interview Scorecard

Strategic Thinking

0: Not Enough Information Gathered to Evaluate
1: Focuses primarily on tactical issues without addressing root causes or strategic implications
2: Identifies some strategic elements but plan lacks cohesion or clear prioritization
3: Demonstrates strong strategic thinking with a well-structured plan addressing key business drivers
4: Exceptional strategic vision with innovative approaches and clear understanding of business context

Problem Analysis & Prioritization

0: Not Enough Information Gathered to Evaluate
1: Superficial problem analysis with unclear or misaligned priorities
2: Identifies main issues but struggles to distinguish between symptoms and root causes
3: Strong analytical approach with clear prioritization based on business impact
4: Exceptional diagnostic skills with sophisticated understanding of interrelated factors and optimal sequencing

Sales Process & Methodology

0: Not Enough Information Gathered to Evaluate
1: Basic understanding of sales processes with limited depth or specificity
2: Familiar with standard sales methodologies but application lacks customization
3: Strong command of sales processes with clear application to the specific business context
4: Sophisticated understanding of multiple methodologies with innovative approaches to the scenario

Coaching Approach

0: Not Enough Information Gathered to Evaluate
1: Directive style with limited focus on development; primarily tells rather than coaches
2: Basic coaching skills but inconsistent in approach or execution
3: Effective coaching approach balancing support with accountability
4: Exceptional coaching capabilities demonstrating empathy, insightful questioning, and development focus

Communication Skills

0: Not Enough Information Gathered to Evaluate
1: Communication lacks clarity, structure, or persuasiveness
2: Generally clear communication but lacks impact or adaptability
3: Strong communication with clear structure, appropriate detail, and persuasive elements
4: Exceptional communication demonstrating executive presence, adaptability, and compelling delivery

Increase annual revenue by [X]%

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Strategy lacks clear path to revenue growth
2: May Partially Achieve Goal - Plan addresses some revenue drivers but lacks comprehensiveness
3: Likely to Achieve Goal - Strategy presents realistic approach to achieving revenue targets
4: Likely to Exceed Goal - Strategy presents innovative and compelling path to exceeding revenue targets

Develop and implement a structured sales methodology

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited understanding of sales methodology implementation
2: May Partially Achieve Goal - Basic approach to sales methodology but lacks depth or customization
3: Likely to Achieve Goal - Clear approach to implementing appropriate sales methodology
4: Likely to Exceed Goal - Sophisticated approach to sales methodology with customization and change management

Build and retain a high-performing sales team

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Minimal focus on team development or retention strategies
2: May Partially Achieve Goal - Basic approaches to team building but lacks comprehensiveness
3: Likely to Achieve Goal - Strong team development strategy addressing key performance and retention factors
4: Likely to Exceed Goal - Exceptional approach to building team performance culture with innovative retention strategies

Establish strategic relationships with new enterprise accounts

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited focus on enterprise account development
2: May Partially Achieve Goal - Basic approach to account development but lacks strategic elements
3: Likely to Achieve Goal - Clear strategy for enterprise account development and relationship building
4: Likely to Exceed Goal - Sophisticated account strategy with innovative approaches to relationship development

Create a predictable sales forecasting system

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Minimal attention to forecasting accuracy or pipeline management
2: May Partially Achieve Goal - Basic forecasting approach but lacks rigor or sophistication
3: Likely to Achieve Goal - Strong forecasting methodology with clear processes for accuracy
4: Likely to Exceed Goal - Exceptional forecasting approach with innovative techniques for maximizing accuracy

Overall Recommendation

1: Strong No Hire - Significant gaps in critical areas
2: No Hire - Does not meet our requirements in important areas
3: Hire - Meets our requirements and would be successful in the role
4: Strong Hire - Exceptional candidate who would excel and add significant value

Team & Cultural Fit Interview

Directions for the Interviewer

This interview focuses on assessing the candidate's leadership style, cultural fit, and ability to collaborate with cross-functional teams. Your goal is to evaluate how well the candidate's values, work approach, and interpersonal skills align with our company culture and the needs of our organization. Focus on behavioral questions that reveal how they've handled real situations involving team leadership, collaboration, conflict resolution, and change management. Look for evidence of adaptability, emotional intelligence, and alignment with our cultural values. This interview plays a critical role in determining whether the candidate will thrive in our environment and effectively partner with other departments.

Directions to Share with Candidate

"This conversation will focus on understanding your leadership style, how you work with others, and how you approach various workplace situations. I'm interested in specific examples from your experience that demonstrate how you lead teams, collaborate across departments, and handle challenges. This will help us determine how you might fit within our organization and work with our existing teams."

Interview Questions

Tell me about your leadership style. How do you motivate and develop your team members to achieve high performance? (Team Development & Coaching)

Areas to Cover

Leadership philosophy and principles
How they adapt their approach to different individuals
Specific motivation techniques they employ
Development and coaching methods
How they balance performance expectations with support
Examples of successful team development
How they measure leadership effectiveness
Feedback mechanisms they use

Possible Follow-up Questions

How has your leadership style evolved over time?
How do you adapt your approach to different personality types or experience levels?
Can you share a specific example of how you helped a team member grow and develop?
How do you maintain high standards while still being supportive?
How do you gather feedback on your own leadership effectiveness?

Describe a situation where you had to collaborate with other departments to achieve a sales objective. How did you approach it, and what was the outcome? (Relationship Building)

Areas to Cover

Nature of the cross-functional initiative
Stakeholders involved and their interests
Communication approaches used
How they built alignment and buy-in
Challenges encountered and how they were addressed
Conflict resolution strategies
Results achieved through collaboration
Lessons learned about effective cross-functional work

Possible Follow-up Questions

How did you handle differing priorities between departments?
What was the most challenging aspect of getting everyone aligned?
How did you ensure all voices were heard in the process?
What would you do differently if you faced a similar situation again?
How did this experience inform your approach to future cross-functional initiatives?

Tell me about a time when you had to adapt to a significant change in your organization, such as a new strategy, leadership, or business model. How did you handle it? (Adaptability & Resilience)

Areas to Cover

Nature and scope of the organizational change
Initial reaction and adjustment process
How they helped their team navigate the change
Communication approach during uncertainty
Challenges faced and how they were overcome
Support sought or provided during transition
Results achieved despite disruption
Lessons learned about change management

Possible Follow-up Questions

What was most challenging about this transition for you personally?
How did you help team members who were struggling with the change?
What strategies did you use to maintain team performance during the transition?
How did you manage your own stress during this period?
What did you learn about yourself through this experience?

Describe a situation where you faced significant resistance or conflict when implementing a new sales initiative or process. How did you handle it? (Relationship Building)

Areas to Cover

Nature of the initiative and the resistance encountered
Stakeholders involved and their concerns
How they diagnosed the root causes of resistance
Approach to addressing concerns and building buy-in
Communication strategies employed
Compromises or adjustments made
Resolution process and outcome
Preventative measures for future initiatives

Possible Follow-up Questions

Looking back, do you think the resistance was justified? Why or why not?
How did you distinguish between legitimate concerns and simple resistance to change?
What would you do differently if you encountered similar resistance in the future?
How did this experience change your approach to implementing new initiatives?
How did you repair relationships that may have been strained during the conflict?

How do you balance driving for results with maintaining a positive team culture? Give me an example of how you've managed this balance effectively. (Revenue Generation)

Areas to Cover

Philosophy on performance culture
Methods for setting high expectations
How they create psychological safety
Recognition and celebration practices
Approach to addressing underperformance
Team-building initiatives implemented
Accountability systems
Feedback mechanisms established

Possible Follow-up Questions

How do you approach situations where short-term results might come at the expense of team morale?
What specific practices have you found most effective for building a positive culture?
How do you handle team members who achieve results but create cultural problems?
How do you measure the health of your team culture?
What do you do when the pressure for results is particularly high?

Tell me about a time when you made a significant mistake or faced a major setback in your role. How did you handle it, and what did you learn? (Adaptability & Resilience)

Areas to Cover

Nature of the mistake or setback
Initial response and acceptance of responsibility
Actions taken to address the situation
Communication with stakeholders
How they maintained leadership credibility
Recovery process and outcome
Specific lessons learned
Changes implemented as a result

Possible Follow-up Questions

How did this experience change your approach to similar situations?
How did you communicate about the mistake or setback with your team and leadership?
What support did you seek during this challenging time?
How long did it take to rebuild confidence or momentum?
What systems or safeguards did you put in place to prevent similar issues?

Our company values include [list 2-3 key company values]. Can you share examples from your experience that demonstrate alignment with these values?

Areas to Cover

Understanding of the stated values
Specific examples illustrating each value
How they've promoted these values in their teams
Challenges faced in upholding these values
How they handle situations where values are tested
Alignment between personal and professional values
How they've incorporated values into decision-making
Cultural contributions to previous organizations

Possible Follow-up Questions

How do you ensure your team embodies these values in their daily work?
Have you ever faced a situation where business objectives seemed to conflict with these values? How did you handle it?
How do you recognize and reward behaviors that exemplify these values?
How would you introduce and reinforce these values with a new team?
Which of our values resonates with you most strongly, and why?

Interview Scorecard

Leadership Style

0: Not Enough Information Gathered to Evaluate
1: Primarily directive with limited focus on development; may be too hands-on or too hands-off
2: Generally effective but lacks adaptability or sophistication in approach
3: Strong leadership approach balancing results focus with people development
4: Exceptional leadership philosophy demonstrating adaptability, emotional intelligence, and developmental focus

Cross-functional Collaboration

0: Not Enough Information Gathered to Evaluate
1: Siloed approach with limited experience or success in cross-functional initiatives
2: Basic collaborative skills but struggles with complex stakeholder management
3: Strong collaborator with proven ability to work effectively across departments
4: Exceptional relationship builder who creates alignment and drives results through partnerships

Adaptability & Resilience

0: Not Enough Information Gathered to Evaluate
1: Struggles with change or setbacks; slow to adapt to new circumstances
2: Generally adaptable but may take time to adjust or help others through change
3: Demonstrates good adaptability and helps teams navigate uncertainty effectively
4: Exceptional resilience and change leadership; thrives in dynamic environments

Conflict Resolution

0: Not Enough Information Gathered to Evaluate
1: Avoids conflict or handles it ineffectively; may escalate tensions
2: Basic conflict management skills but approach may lack sophistication
3: Effective at addressing and resolving conflicts constructively
4: Exceptional conflict resolution skills; turns disagreements into opportunities for improvement

Cultural Alignment

0: Not Enough Information Gathered to Evaluate
1: Limited alignment with company values or may struggle to fit within our culture
2: General alignment but may have areas of misfit or misunderstanding
3: Strong alignment with our cultural values and likely to contribute positively
4: Exceptional alignment and likely to enhance our culture and values

Increase annual revenue by [X]%

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Leadership approach may hinder revenue growth
2: May Partially Achieve Goal - Has some capabilities but may face challenges with our specific situation
3: Likely to Achieve Goal - Leadership style and collaborative approach support revenue growth
4: Likely to Exceed Goal - Exceptional leadership and collaboration skills likely to drive exceptional results

Develop and implement a structured sales methodology

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - May struggle to gain buy-in or drive consistent adoption
2: May Partially Achieve Goal - Can implement but may face challenges with full adoption
3: Likely to Achieve Goal - Demonstrated ability to implement processes with good adoption
4: Likely to Exceed Goal - Exceptional change leadership likely to drive full adoption and continuous improvement

Build and retain a high-performing sales team

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Leadership style may not support high performance and retention
2: May Partially Achieve Goal - Can build team performance but may face retention challenges
3: Likely to Achieve Goal - Leadership approach supports both performance and retention
4: Likely to Exceed Goal - Exceptional team builder with proven track record of performance and retention

Establish strategic relationships with new enterprise accounts

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited relationship-building skills at enterprise level
2: May Partially Achieve Goal - Can establish relationships but may struggle with strategic depth
3: Likely to Achieve Goal - Strong relationship builder with strategic approach
4: Likely to Exceed Goal - Exceptional relationship strategist likely to exceed account development goals

Create a predictable sales forecasting system

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - May struggle to implement rigorous forecasting discipline
2: May Partially Achieve Goal - Can implement systems but may face adoption challenges
3: Likely to Achieve Goal - Demonstrated ability to create and maintain effective forecasting
4: Likely to Exceed Goal - Exceptional process discipline likely to create best-in-class forecasting

Overall Recommendation

1: Strong No Hire - Significant concerns about cultural fit or leadership approach
2: No Hire - Does not align well enough with our culture or needs
3: Hire - Good cultural fit who would work well within our organization
4: Strong Hire - Exceptional fit who would enhance our culture and team dynamics

Final Executive Interview

Directions for the Interviewer

This final interview is designed to assess the candidate's executive presence, strategic vision, and alignment with company objectives. As a senior leader, your goal is to evaluate whether this candidate can successfully drive sales strategy at the leadership level and effectively represent the sales organization to customers, partners, and internal stakeholders. Focus on high-level questions about their vision for the role, strategic thinking, and how they would approach critical business challenges. Pay attention to their communication style, thoughtfulness, and ability to connect sales strategies to broader business objectives. This interview provides a final validation of the candidate's suitability for this leadership position.

Directions to Share with Candidate

"In this conversation, I'd like to explore your vision for the Sales Director role and how you would approach our specific business context and challenges. I'm interested in understanding your strategic thinking, leadership philosophy, and how you would contribute to our organization's success. This will help us determine if there's a good match between your approach and our company's needs and direction."

Interview Questions

Based on what you've learned about our company and the sales organization, what do you see as the biggest opportunities and challenges for our sales team, and how would you approach them in your first 6-12 months? (Strategic Sales Leadership)

Areas to Cover

Understanding of company position and market dynamics
Identification of key growth opportunities
Recognition of significant challenges
Prioritization of initiatives
Strategic vs. tactical thinking
Timeline and phasing of approach
Success metrics and expected outcomes
Resources and support needed

Possible Follow-up Questions

How would you balance short-term revenue needs with longer-term strategic initiatives?
How would you determine which opportunities to pursue first?
What information would you need to refine your initial assessment?
How would you align your sales strategy with our overall company objectives?
How would you communicate your vision and plan to the sales team and other stakeholders?

How would you describe your sales leadership philosophy? How do you think about balancing revenue targets, customer relationships, team development, and organizational health? (Team Development & Coaching)

Areas to Cover

Core leadership principles and values
Approach to performance management
Customer-centricity vs. revenue focus
Short-term vs. long-term orientation
Team development priorities
Decision-making framework
Accountability mechanisms
Culture-building approach

Possible Follow-up Questions

How has your leadership philosophy evolved throughout your career?
How do you handle situations where these different priorities conflict?
How do you communicate your philosophy to your team?
How do you ensure your leadership approach scales across a growing organization?
How do you adapt your leadership style to different organizational contexts?

Tell me about a situation where you identified a significant opportunity to transform or innovate a sales organization. What was your vision, how did you implement it, and what were the results? (Strategic Sales Leadership)

Areas to Cover

Strategic insight that led to the opportunity
Vision development process
Stakeholder alignment approach
Implementation planning and execution
Change management techniques
Obstacles encountered and overcome
Results achieved (quantitative and qualitative)
Lessons learned and how they'd apply them here

Possible Follow-up Questions

What triggered your initial insight about this opportunity?
How did you get buy-in from leadership and the broader team?
What was the most challenging aspect of implementing this change?
How did you measure the success of this transformation?
What would you do differently if you were to lead a similar initiative here?

How do you think about the relationship between sales and other departments, particularly marketing, product, and customer success? How have you fostered effective cross-functional collaboration in previous roles? (Relationship Building)

Areas to Cover

Sales alignment philosophy with other departments
Specific collaboration mechanisms established
Joint planning and goal-setting approaches
Communication channels and cadence
Conflict resolution methods
Shared metrics and accountability
Success stories of collaboration
Lessons learned from collaboration challenges

Possible Follow-up Questions

How do you handle situations where departmental priorities conflict?
What specific processes have you found most effective for aligning sales and marketing?
How do you ensure the voice of the customer from sales influences product decisions?
How do you measure the effectiveness of cross-functional collaboration?
How would you improve collaboration between our sales team and other departments?

Looking ahead at industry and market trends, how do you see the sales function evolving over the next 3-5 years, and how would you prepare our organization for these changes? (Adaptability & Resilience)

Areas to Cover

Market and industry trend analysis
Technology impact assessment
Customer behavior evolution
Competitive landscape changes
Talent and skill requirements
Organizational adaptations needed
Specific preparation strategies
Balancing current performance with future readiness

Possible Follow-up Questions

Which of these trends do you think will have the biggest impact on our specific business?
How would you balance maintaining current performance while preparing for these changes?
What skills and capabilities should we be developing in our sales team now?
How would you monitor emerging trends and adjust strategies accordingly?
What potential disruptions should we be preparing for?

What questions do you have about our company strategy, sales organization, or the role that would help you understand if this is the right opportunity for you?

Areas to Cover

Thoughtfulness and relevance of questions
Strategic vs. tactical focus
Understanding of key business issues
Cultural fit considerations
Career alignment questions
Decision-making factors

Possible Follow-up Questions

Based on our conversation, what aspects of this role are most exciting to you?
What hesitations or concerns do you have about the role or company?
What would make you most successful in this role?
How does this opportunity align with your long-term career goals?
What support would you need from executive leadership to be successful?

Interview Scorecard

Strategic Vision

0: Not Enough Information Gathered to Evaluate
1: Limited strategic thinking; focuses primarily on tactical execution
2: Basic strategic understanding but lacks depth or innovation
3: Strong strategic vision with clear connection to business objectives
4: Exceptional strategic thinking with innovative approaches and long-term perspective

Executive Presence

0: Not Enough Information Gathered to Evaluate
1: Struggles to communicate at executive level; limited confidence or clarity
2: Adequate presence but may lack polish or impact in certain situations
3: Strong executive presence with clear, confident, and persuasive communication
4: Exceptional presence that inspires confidence and commands respect

Business Acumen

0: Not Enough Information Gathered to Evaluate
1: Limited understanding of broader business context and drivers
2: Basic business understanding but may miss connections between sales and other functions
3: Strong business acumen with clear understanding of how sales connects to overall business
4: Exceptional business savvy with sophisticated understanding of market forces and business models

Change Leadership

0: Not Enough Information Gathered to Evaluate
1: Limited experience or success leading significant change
2: Has led change but with mixed results or limited scope
3: Strong change leader with proven ability to transform organizations
4: Exceptional change agent who drives innovation and adaptation with outstanding results

Future Orientation

0: Not Enough Information Gathered to Evaluate
1: Primarily focused on present challenges with limited future perspective
2: Some future awareness but may lack comprehensive vision or preparation
3: Strong future orientation with clear preparation strategies
4: Exceptional foresight with innovative approaches to future-proofing the organization

Increase annual revenue by [X]%

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited strategic vision for growth
2: May Partially Achieve Goal - Has strategies but execution may fall short
3: Likely to Achieve Goal - Strong strategic approach aligned with revenue targets
4: Likely to Exceed Goal - Exceptional strategic vision with innovative growth approaches

Develop and implement a structured sales methodology

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited vision for sales methodology improvements
2: May Partially Achieve Goal - Basic approach but may lack sophistication
3: Likely to Achieve Goal - Clear vision for effective sales methodology implementation
4: Likely to Exceed Goal - Sophisticated approach to sales methodology transformation

Build and retain a high-performing sales team

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited leadership vision for team development
2: May Partially Achieve Goal - Has team development approach but may lack comprehensive vision
3: Likely to Achieve Goal - Strong leadership philosophy supporting high performance
4: Likely to Exceed Goal - Exceptional vision for building performance culture and developing talent

Establish strategic relationships with new enterprise accounts

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited strategic vision for account development
2: May Partially Achieve Goal - Basic approach to account strategy
3: Likely to Achieve Goal - Strong strategic approach to enterprise relationships
4: Likely to Exceed Goal - Exceptional vision for transformative account development

Create a predictable sales forecasting system

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited vision for forecasting improvements
2: May Partially Achieve Goal - Basic approach to forecasting but lacks sophistication
3: Likely to Achieve Goal - Clear vision for effective forecasting system implementation
4: Likely to Exceed Goal - Sophisticated approach to transforming forecasting practices

Overall Recommendation

1: Strong No Hire - Significant concerns about executive readiness or strategic capability
2: No Hire - Does not demonstrate sufficient executive capability for the role
3: Hire - Strong executive capabilities aligned with our needs
4: Strong Hire - Exceptional executive leader who would drive transformative results

Debrief Meeting

Directions for Conducting the Debrief Meeting

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 from 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 to Guide the Debrief Meeting

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.

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.

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.

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.

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.

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 Calls

Directions for Conducting Reference Checks

These reference checks are critical for validating the candidate's leadership capabilities, performance track record, and cultural fit before making a final hiring decision. When conducting these calls, focus on specific experiences and measurable results rather than general opinions. Use open-ended questions that prompt detailed responses about the candidate's strengths, development areas, and demonstrated capabilities. Listen for patterns across different references and pay special attention to how the candidate built and led teams, drove revenue growth, and handled challenges. Be alert to potential red flags, particularly around leadership style, team management, or performance consistency. Take detailed notes and consider how the feedback aligns with what you learned during the interview process.

Questions for Reference Checks

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

Guidance for interviewer: Establish the nature and duration of the relationship to understand the context of the reference's feedback. Note their reporting relationship (manager, peer, direct report) and how recently they worked together. This provides important context for interpreting their responses to subsequent questions.

How would you describe [Candidate]'s leadership style and effectiveness in leading sales teams?

Guidance for interviewer: Listen for specific examples of how the candidate led teams, not just general impressions. Probe for information about team size, structure, and performance under their leadership. Pay attention to whether the reference mentions coaching, development, and how they handled underperformance. This information helps validate the candidate's self-reported leadership approach.

Can you share specific examples of how [Candidate] drove revenue growth or improved sales performance?

Guidance for interviewer: Look for quantifiable results and the specific strategies or actions that led to those results. Ask for context around the figures mentioned (e.g., what was the target, how did peers perform, what were market conditions). This helps validate the candidate's claims about their performance and impact.

How did [Candidate] collaborate with other departments such as marketing, product, and customer success?

Guidance for interviewer: Listen for examples of cross-functional collaboration, conflict resolution, and relationship building. Note whether the reference describes the candidate as siloed or collaborative. This information helps assess how well the candidate will work with other departments in your organization.

What would you say are [Candidate]'s top 3 strengths? Can you provide specific examples of each?

Guidance for interviewer: Push for specific examples rather than accepting generic praise. Note whether the strengths mentioned align with the key competencies required for your Sales Director role. The consistency of strengths mentioned across references can be particularly revealing.

What areas for development did [Candidate] have when you worked together? How effectively did they work on these areas?

Guidance for interviewer: Listen carefully as this question often reveals the most valuable insights. Note not just the development areas but how the candidate responded to feedback and whether they showed improvement. Pay attention to whether the reference hesitates or seems uncomfortable answering this question.

On a scale of 1-10, how likely would you be to hire [Candidate] again if you had an appropriate role? Why?

Guidance for interviewer: This question often elicits a more honest and direct assessment than general questions about strengths and weaknesses. Pay attention to both the numerical rating and the explanation. A score below 8 should prompt further discussion about why the rating isn't higher, even if the reference has been positive overall.

Reference Check Scorecard

Leadership Effectiveness

0: Not Enough Information Gathered to Evaluate
1: References indicate limited leadership effectiveness with concerning patterns
2: References suggest moderate leadership effectiveness with some areas for development
3: References confirm strong leadership effectiveness with positive team impact
4: References highlight exceptional leadership with transformative impact on teams and organizations

Performance Track Record

0: Not Enough Information Gathered to Evaluate
1: References indicate inconsistent or below-expectation performance
2: References suggest solid but not exceptional performance history
3: References confirm strong performance with consistent achievement of goals
4: References highlight exceptional performance with history of exceeding targets and expectations

Collaboration & Relationship Building

0: Not Enough Information Gathered to Evaluate
1: References indicate concerns about collaboration or relationship challenges
2: References suggest adequate but not exceptional collaboration skills
3: References confirm strong collaborative approach and relationship building
4: References highlight exceptional ability to build partnerships and drive cross-functional success

Cultural Alignment

0: Not Enough Information Gathered to Evaluate
1: References raise concerns about potential cultural misalignment
2: References suggest adequate cultural fit but possible adjustment needed
3: References confirm good cultural alignment with our values
4: References highlight exceptional cultural contribution and alignment with our values

Increase annual revenue by [X]%

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - References suggest limited success with similar targets
2: May Partially Achieve Goal - References indicate some success but not consistently
3: Likely to Achieve Goal - References confirm success with similar growth targets
4: Likely to Exceed Goal - References highlight exceptional track record exceeding similar goals

Develop and implement a structured sales methodology

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - References indicate limited success with process implementation
2: May Partially Achieve Goal - References suggest some success but with limitations
3: Likely to Achieve Goal - References confirm successful implementation of sales methodologies
4: Likely to Exceed Goal - References highlight transformative impact of methodologies implemented

Build and retain a high-performing sales team

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - References suggest concerns about team development or retention
2: May Partially Achieve Goal - References indicate moderate success building teams
3: Likely to Achieve Goal - References confirm strong team building and retention
4: Likely to Exceed Goal - References highlight exceptional team building with outstanding results

Establish strategic relationships with new enterprise accounts

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - References indicate limited success with enterprise accounts
2: May Partially Achieve Goal - References suggest some success but not consistently
3: Likely to Achieve Goal - References confirm success establishing strategic relationships
4: Likely to Exceed Goal - References highlight exceptional ability to develop key accounts

Create a predictable sales forecasting system

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - References indicate challenges with forecasting accuracy
2: May Partially Achieve Goal - References suggest basic forecasting capabilities
3: Likely to Achieve Goal - References confirm successful implementation of accurate forecasting
4: Likely to Exceed Goal - References highlight exceptional forecasting systems and accuracy

Frequently Asked Questions

What should I look for in a Sales Director beyond sales experience?

Look for leadership capabilities, strategic thinking, coaching skills, and cross-functional collaboration abilities. A great Sales Director needs to not only understand sales but also be able to build and develop teams, work effectively with other departments, and align sales strategies with broader business objectives. Our research at Yardstick shows that leadership qualities are critical when hiring sales leaders.

How important is industry experience for this role?

While industry experience can be valuable, it's typically more important to find someone with the right leadership capabilities, strategic thinking, and track record of building high-performing teams. A candidate who has successfully led sales organizations in adjacent industries can often transfer their skills effectively. Focus on their sales leadership abilities, adaptability, and learning agility rather than requiring specific industry experience.

How should we evaluate candidates with different sales backgrounds (e.g., enterprise vs. SMB, direct vs. channel)?

Focus on the underlying competencies rather than the specific sales model. Evaluate their ability to develop strategies, lead teams, build processes, and drive results regardless of the specific sales environment. That said, consider how their experience aligns with your sales model's complexity and needs. For example, if you sell complex solutions to enterprises with long sales cycles, a candidate with primarily transactional SMB experience may face a steeper learning curve.

What role should the sales team play in the interview process?

Including key members of the sales team in the interview process serves multiple purposes. It helps assess the candidate's ability to connect with the team, provides insights from those who will work directly with the new director, and increases buy-in for the eventual hire. Consider having 1-2 senior sales team members participate in the process, possibly in the Team & Cultural Fit interview or as part of a separate panel discussion.

How can we accurately assess a candidate's actual performance versus their self-reported achievements?

Combine behavioral interviewing with thorough reference checks. In interviews, probe deeply into specific examples with detailed follow-up questions about challenges, actions, results, and team involvement. During reference checks, ask for specific metrics and comparisons to peers or targets. Look for consistency across different references and between references and the candidate's own claims. Our guide on understanding sales candidates' past performance provides additional techniques.

What if a candidate has great sales skills but seems to lack leadership experience?

This is a common challenge when promoting top salespeople to leadership roles. If the candidate has limited leadership experience but shows potential, consider whether they demonstrate the underlying competencies required for leadership (strategic thinking, people development, emotional intelligence). You might also explore whether a role with less scope (such as Sales Manager) might be more appropriate while they develop leadership skills. Our article on the journey from sales superstar to sales leader offers more perspective on this transition.

How should we structure the offer and compensation for a Sales Director?

Structure the compensation to align with your desired outcomes. Typically, Sales Directors have a base salary with a significant variable component tied to team performance metrics. Consider both short-term incentives (quarterly or annual bonuses based on team performance) and long-term incentives (equity or retention bonuses). Ensure the package is competitive for your market and industry, but also that it rewards the behaviors and results you want to encourage.