Interview Guide for

Sales Manager, Mid-Market

This comprehensive interview guide is designed to help you effectively evaluate candidates for the Mid-Market Sales Manager role at your organization. It provides a structured approach to assessing candidates' skills, experience, and fit for the position through multiple interview stages, including a coaching role-play exercise.

How to Use This Guide

To make the most of this interview guide and improve your hiring decisions:

Thoroughly review the job description and ideal candidate profile before conducting interviews. This will help you better assess candidate fit and potential for success in the role.
Customize the guide to align with your company's specific needs and mid-market focus. You can edit questions or add new ones using Yardstick, ensuring the interview process remains relevant and effective for your sales environment.
Use the same questions and scorecards for each interview stage to ensure consistency across candidates. This standardized approach allows for more accurate comparisons and data-driven decision-making.
Take detailed notes during interviews to support your evaluations. Yardstick's AI-powered note-taking feature can help capture key insights without distracting you from the conversation, especially during the coaching role-play exercise.
Complete the scorecard immediately after each interview while your impressions are fresh. This helps maintain accuracy and facilitates easier comparisons between candidates, particularly when evaluating complex competencies like strategic thinking and leadership skills.
Pay close attention to candidates' past performance metrics and their ability to articulate strategies for improving team performance. The hiring manager interview section is particularly useful for diving deep into these areas.
Use the behavioral competency interview to assess adaptability and problem-solving skills, which are crucial for success in dynamic mid-market sales environments.
Leverage the executive interview to evaluate candidates' ability to think strategically and align sales strategies with broader business objectives.
Conduct thorough reference checks to verify the candidate's claims about their team's performance and leadership abilities.
Use Yardstick's analytics to track the effectiveness of each element of the interview guide over time, allowing you to refine and improve your hiring process for mid-market sales management roles continuously.

Remember that this guide is a tool to support your decision-making process. Use your judgment and expertise to evaluate candidates holistically, considering both their qualifications and potential cultural fit within your organization's sales team.

For more interview question ideas specific to this role, visit: Sales Manager - Mid-Market Interview Questions.

Job Description

🚀 Sales Manager - Mid-Market

About [Company]

[Company] is a leading provider of [Industry] solutions, leveraging cutting-edge artificial intelligence technology to help businesses increase efficiency, improve decision-making, and accelerate revenue growth. Our innovative platform enables teams to capture, understand, and act on customer interactions, driving success for companies worldwide.

💼 The Role

As a Mid-Market Sales Manager at [Company], you will lead and develop a team of Account Executives in a fast-paced environment. Your leadership will directly impact the growth of our corporate business unit, the development of your team, and [Company]'s success by achieving and exceeding revenue goals. This position reports to our Director of Mid-Market Sales.

🎯 Key Responsibilities

Build and lead a high-performing team of Mid-Market Account Executives
Develop and implement effective hiring, training, and coaching strategies
Enhance the sales, product, and industry skills of each team member
Guide your team throughout complex sales cycles to secure and expand six-figure accounts
Provide regular reports on team and individual performance metrics
Identify opportunities for improvement in sales processes, efficiency, and productivity
Collaborate with cross-functional teams to drive overall business growth

🌟 What We're Looking For

Proven track record of building and managing high-performing sales teams, preferably in the [Industry] sector
Experience leading Mid-Market sales teams with a history of consistently achieving or exceeding quota
Strong background in Enterprise-level account management and sales leadership
Expertise in recruiting, retaining, and developing top sales talent
Proficiency in managing and optimizing full-cycle account executive KPIs
High level of business acumen and understanding of revenue leaders' priorities
Excellent communication and interpersonal skills
Adaptability and ability to thrive in a rapidly changing environment

💪 What We Offer

Competitive compensation package, including base salary and performance-based incentives
Comprehensive benefits package, including health, dental, and vision coverage
401(k) program to support your long-term financial goals
Flexible vacation policy to promote work-life balance
Professional development opportunities and learning stipends
Collaborative and innovative work culture
Opportunity to make a significant impact in a growing company

Hiring Process

We've designed our hiring process to be thorough and give you multiple opportunities to showcase your skills and experience. Here's what you can expect:

Screening Interview

‍An initial conversation with our recruiting team to discuss your background and experience in sales management.

Work Sample: Coaching Role Play

‍An opportunity to demonstrate your coaching skills through a simulated coaching session with a sales representative.

Hiring Manager Interview

‍An in-depth discussion about your relevant work history and performance in sales management roles.

Behavioral Competency Interview

‍A focused conversation about your past experiences and how they relate to key competencies for this role.

Executive Interview

‍A final interview with a senior leader to discuss your strategic thinking and leadership approach.

‍

We aim to provide feedback promptly after each stage and encourage you to ask questions throughout the process. We're excited to get to know you and learn how you can contribute to our team's success!

[Company] is an equal opportunity employer. We value diversity and do not discriminate based on race, religion, color, national origin, gender, sexual orientation, age, marital status, veteran status, or disability status.

Ideal Candidate Profile (Internal)

Role Overview

The Mid-Market Sales Manager will be responsible for driving revenue growth through effective team leadership and strategic sales management. This role requires a blend of sales expertise, coaching ability, and strategic thinking to develop a high-performing team and achieve ambitious revenue targets in the mid-market segment.

Essential Behavioral Competencies

Leadership: Ability to inspire, motivate, and guide a team of sales professionals, fostering a culture of high performance and continuous improvement.
Strategic Thinking: Capacity to analyze market trends, identify opportunities, and develop effective sales strategies that align with company objectives and customer needs.
Coaching and Development: Skill in identifying individual strengths and areas for improvement, providing targeted feedback, and implementing effective training programs to enhance team capabilities.
Results Orientation: Strong focus on achieving and exceeding revenue targets, with the ability to drive performance through data-driven decision-making and accountability.
Adaptability: Flexibility to navigate and succeed in a fast-paced, evolving sales environment, adjusting strategies and approaches as needed to meet changing market demands.

Desired Outcomes

Example Goals for Role:

Achieve or exceed annual team revenue target of [$X million] within the first 12 months.
Improve team quota attainment from [current %] to [target %] within 6 months through effective coaching and performance management.
Increase average deal size by [X%] through strategic account planning and value-based selling techniques.
Reduce sales cycle length by [X%] through process optimization and improved sales enablement.
Maintain a team retention rate of [X%] or higher through effective talent management and career development initiatives.

Ideal Candidate Profile

5+ years of experience in sales management, with a proven track record of leading high-performing teams in the [Industry] or related B2B software sales
Demonstrated success in achieving and exceeding revenue targets consistently over multiple quarters or years
Strong understanding of mid-market and enterprise sales dynamics, including complex sales cycles and multi-stakeholder decision-making processes
Experience implementing and optimizing sales methodologies (e.g., MEDDIC, Challenger Sale) to drive performance improvements
Proficiency in using CRM systems and sales analytics tools to inform strategy and decision-making
Excellent communication and presentation skills, with the ability to articulate complex value propositions to both internal and external stakeholders
Track record of successfully recruiting, developing, and retaining top sales talent
Adaptable and resilient, with the ability to thrive in a high-growth, rapidly changing environment
Bachelor's degree in Business, Marketing, or related field; MBA or advanced degree a plus
Willingness to travel up to [X%] of the time to support team and client needs

📞 Screening Interview

Directions for the Interviewer

This initial screening interview is crucial for quickly assessing if a candidate should move forward in the Mid-Market Sales Manager hiring process. Focus on leadership experience, sales performance history, coaching abilities, and adaptability. Getting detailed information on past team performance early is essential.

Ask all candidates the same questions to ensure fair comparisons. Take detailed notes during the interview to support your evaluations. Complete the scorecard immediately after the interview while your impressions are fresh.

Remember that this is just the first step in the process, so focus on gathering key information rather than making a final decision. The goal is to determine if the candidate has the potential to excel in this role and should continue to the next stage of the interview process.

Directions to Share with Candidate

"I'll be asking you some initial questions about your background and experience to determine fit for our Mid-Market Sales Manager role. Please provide concise but thorough answers, focusing on specific examples and results where possible. Do you have any questions before we begin?"

Interview Questions

Tell me about your experience leading and developing a mid-market sales team. What were your key achievements?

Areas to Cover:

Size and structure of the team
Types of products/services sold
Key performance metrics for the team
Specific achievements and how they were accomplished
Challenges faced and how they were overcome

Possible Follow-up Questions:

How did you measure individual and team performance?
What strategies did you implement to improve team performance?
How did you handle underperforming team members?

Walk me through your approach to coaching and developing sales talent. Can you provide a specific example of how you've improved a team member's performance?

Areas to Cover:

Coaching philosophy and methods
Frequency and structure of coaching sessions
Tools or frameworks used for development
Specific example of performance improvement
Metrics used to track progress

Possible Follow-up Questions:

How do you tailor your coaching approach to different individuals?
What's the most challenging coaching situation you've faced, and how did you handle it?
How do you balance coaching with other managerial responsibilities?

Describe a time when you had to adapt your sales strategy due to market changes or new competitive pressures. What was the outcome?

Areas to Cover:

Situation and challenges faced
Analysis process for determining necessary changes
Specific changes made to the sales strategy
How changes were communicated and implemented
Results and lessons learned

Possible Follow-up Questions:

How did you get buy-in from your team for the changes?
What data or insights informed your decision-making?
How did this experience shape your approach to future strategic planning?

Tell me about the most complex sales cycle you've managed. How did you guide your team through it?

Areas to Cover:

Nature of the product/service and target customer
Length and stages of the sales cycle
Key stakeholders involved
Challenges encountered
Strategies used to manage the process
Outcome and lessons learned

Possible Follow-up Questions:

How did you keep your team motivated during long sales cycles?
What tools or processes did you use to track progress?
How did you handle setbacks or delays in the process?

How do you approach setting and achieving ambitious revenue targets? Give an example of a time you exceeded a challenging goal.

Areas to Cover:

Goal-setting process
Strategies for breaking down targets
Methods for tracking progress
Motivational techniques used
Specific example of exceeding a target
Factors that contributed to success

Possible Follow-up Questions:

How do you handle situations where targets seem unattainable?
What's your approach to forecasting and pipeline management?
How do you celebrate wins and learn from misses?

In your opinion, what are the key factors driving success in mid-market sales today? How do you stay informed about industry trends?

Areas to Cover:

Understanding of mid-market sales dynamics
Key success factors identified
Rationale for chosen factors
Methods for staying informed (e.g., publications, conferences, networks)
How trends are incorporated into sales strategies

Possible Follow-up Questions:

How have these success factors changed in recent years?
Can you give an example of how you've applied a recent industry trend to your sales approach?
How do you encourage your team to stay current with industry developments?

Are you legally authorized to work in [Location] without sponsorship?

Areas to Cover:

Current work authorization status
Any restrictions or limitations on employment
Timeline of work eligibility if applicable

Possible Follow-up Questions:

When does your current work authorization expire?
Are there any travel restrictions we should be aware of?

Interview Scorecard

Leadership Experience

0: Not Enough Information Gathered to Evaluate
1: Limited or no experience leading mid-market sales teams
2: Some experience leading small sales teams, but not at mid-market level
3: Solid experience leading mid-market sales teams with good results
4: Extensive experience leading high-performing mid-market sales teams with exceptional results

Sales Performance History

0: Not Enough Information Gathered to Evaluate
1: Consistently missed team targets
2: Occasionally met team targets
3: Consistently met or slightly exceeded team targets
4: Consistently exceeded team targets by significant margins

Coaching and Talent Development

0: Not Enough Information Gathered to Evaluate
1: Limited evidence of coaching skills or talent development
2: Basic coaching skills with some positive outcomes
3: Strong coaching skills with clear examples of talent development
4: Exceptional coaching skills with proven track record of developing top performers

Adaptability and Strategic Thinking

0: Not Enough Information Gathered to Evaluate
1: Struggles to adapt to changing circumstances or think strategically
2: Can adapt with guidance, demonstrates basic strategic thinking
3: Adapts well to change, shows good strategic thinking abilities
4: Highly adaptable, demonstrates innovative strategic thinking and planning

Complex Sales Cycle Management

0: Not Enough Information Gathered to Evaluate
1: Limited experience with complex sales cycles
2: Some experience managing complex sales cycles with mixed results
3: Solid experience successfully managing complex sales cycles
4: Extensive experience expertly navigating and closing complex sales cycles

Goal Setting and Achievement

0: Not Enough Information Gathered to Evaluate
1: Struggles to set or achieve ambitious goals
2: Sets realistic goals but inconsistent in achieving them
3: Consistently sets and achieves ambitious goals
4: Excels at setting and exceeding challenging goals, driving exceptional performance

Industry Knowledge

0: Not Enough Information Gathered to Evaluate
1: Limited understanding of mid-market sales trends and success factors
2: Basic understanding of industry trends but struggles to apply them
3: Good understanding of industry trends with evidence of practical application
4: Deep industry knowledge with proven ability to leverage trends for competitive advantage

Work Authorization

0: Not Enough Information Gathered to Evaluate
1: Requires sponsorship with significant restrictions
2: Requires sponsorship with minor restrictions
3: Authorized to work with time limitation
4: Fully authorized to work without restrictions

Goal: Achieve or exceed annual team revenue target of [$X million] within the first 12 months.

0: Not Enough Information Gathered to Evaluate
1: Unlikely to achieve target based on past performance and approach
2: May partially achieve target but likely to fall short
3: Likely to achieve target based on experience and strategies
4: Highly likely to exceed target given track record and approach

Goal: Improve team quota attainment from [current %] to [target %] within 6 months through effective coaching and performance management.

0: Not Enough Information Gathered to Evaluate
1: Unlikely to improve team quota attainment significantly
2: May achieve some improvement but unlikely to reach target
3: Likely to achieve target improvement in team quota attainment
4: Highly likely to exceed target improvement given coaching approach and experience

Goal: Increase average deal size by [X%] through strategic account planning and value-based selling techniques.

0: Not Enough Information Gathered to Evaluate
1: Unlikely to increase average deal size significantly
2: May achieve some increase but unlikely to reach target
3: Likely to achieve target increase in average deal size
4: Highly likely to exceed target increase given strategic approach and experience

Goal: Reduce sales cycle length by [X%] through process optimization and improved sales enablement.

0: Not Enough Information Gathered to Evaluate
1: Unlikely to reduce sales cycle length significantly
2: May achieve some reduction but unlikely to reach target
3: Likely to achieve target reduction in sales cycle length
4: Highly likely to exceed target reduction given process improvement ideas and experience

Overall Recommendation

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

🎭 Work Sample: Coaching Role Play

Directions for the Interviewer

This work sample assesses the candidate's ability to coach and develop sales talent, a critical skill for the Mid-Market Sales Manager role. It evaluates their coaching approach, communication style, ability to motivate, and skill in providing actionable feedback.

Best practices:

Provide the candidate with two clips from sales calls with areas for improvement.
Have the candidate conduct a coaching session with the first clip
Have the candidate self assess on their coaching technique.
Provide one area of positive feedback and one room-for-improvement on the candidate's coaching technique (e.g. only focus on one issue, have the candidate self assess before proving feedback, etc)
Re-run the session with the second clip
Provide a brief opportunity for the candidate to self-reflect after the exercise

Directions to Share with Candidate

"For this exercise, you'll conduct a coaching session with a mid-market sales representative. I'll play the role of the sales rep. You'll receive two recording of clips from recent sales calls 24 hours before the exercise. Please come prepared to conduct a coaching session coach the way you'd coach you a sales rep if you heard the provided clips. The session will last about 20 minutes, followed by a brief discussion. Do you have any questions?"

Provide the candidate with:)

Two clips from sales calls with areas for improvement
Brief background on the context of the clips if needed

Interview Scorecard

Preparation and Analysis

0: Not Enough Information Gathered to Evaluate
1: Minimal preparation, unfamiliar with rep's performance data
2: Basic preparation, general understanding of rep's situation
3: Well-prepared with relevant insights from data and call recording
4: Extensively prepared with deep analysis and tailored coaching plan

Rapport Building

0: Not Enough Information Gathered to Evaluate
1: Struggles to build rapport, creates uncomfortable atmosphere
2: Attempts to build rapport but feels forced or superficial
3: Establishes good rapport, creates comfortable environment for feedback
4: Excellently builds trust and rapport, setting stage for productive session

Questioning and Listening Skills

0: Not Enough Information Gathered to Evaluate
1: Asks few or irrelevant questions, poor listening skills
2: Asks basic questions, demonstrates adequate listening
3: Asks probing questions, actively listens and responds appropriately
4: Asks insightful questions, demonstrates exceptional listening and builds on responses

Problem Identification

0: Not Enough Information Gathered to Evaluate
1: Fails to identify key performance issues
2: Identifies surface-level issues but misses root causes
3: Accurately identifies main performance issues and some root causes
4: Comprehensively identifies performance issues and underlying root causes

Feedback Quality

0: Not Enough Information Gathered to Evaluate
1: Provides vague or unhelpful feedback
2: Offers general feedback with limited actionable advice
3: Delivers clear, specific feedback with actionable suggestions
4: Provides exceptional, tailored feedback with highly effective improvement strategies

Action Planning

0: Not Enough Information Gathered to Evaluate
1: Fails to create a clear action plan
2: Creates a basic action plan lacking in specificity
3: Develops a clear, specific action plan with measurable goals
4: Crafts an outstanding action plan with SMART goals and clear accountability

Receiving and Incorporating Feedback

0: Not Enough Information Gathered to Evaluate
1: Fails to incorporate feedback from the first clip.
2: Attempts to incorporate feedback but ineffectively
3: Attempt to thoughtfully incorporate feedback
4: Accepts and incorporates feedback thoughtfully and exceptionally well

Goal: Achieve or exceed annual team revenue target of [$X million] within the first 12 months.

0: Not Enough Information Gathered to Evaluate
1: Coaching approach unlikely to drive team performance to meet target
2: Coaching may lead to some improvement but likely short of target
3: Coaching likely to help team achieve revenue target
4: Coaching approach highly likely to drive team to exceed revenue target

Goal: Improve team quota attainment from [current %] to [target %] within 6 months through effective coaching and performance management.

0: Not Enough Information Gathered to Evaluate
1: Coaching unlikely to significantly improve team quota attainment
2: Coaching may lead to some improvement but likely short of target
3: Coaching likely to achieve target improvement in team quota attainment
4: Coaching approach highly likely to exceed target improvement in quota attainment

Goal: Increase average deal size by [X%] through strategic account planning and value-based selling techniques.

0: Not Enough Information Gathered to Evaluate
1: Coaching unlikely to drive significant increase in average deal size
2: Coaching may lead to some increase but likely short of target
3: Coaching likely to achieve target increase in average deal size
4: Coaching highly likely to exceed target increase in average deal size

Goal: Reduce sales cycle length by [X%] through process optimization and improved sales enablement.

0: Not Enough Information Gathered to Evaluate
1: Coaching unlikely to significantly reduce sales cycle length
2: Coaching may lead to some reduction but likely short of target
3: Coaching likely to achieve target reduction in sales cycle length
4: Coaching highly likely to exceed target reduction in sales cycle length

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 in sales management, particularly in mid-market and enterprise environments. 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, especially in relation to team leadership, sales performance, and coaching abilities.

Directions to Share with Candidate

"I'd like to discuss your relevant work experience in sales management 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, especially related to team performance, sales strategies, and leadership approaches."

Interview Questions

Of all the sales management jobs you've held, which was your favorite and why?

Areas to Cover:

Motivations and preferences in sales leadership roles
Alignment with current Mid-Market Sales Manager role
Self-awareness and understanding of leadership strengths

Possible Follow-up Questions:

What aspects of that role do you hope to find in this position?
How did that experience shape your approach to sales management?
What did you learn about yourself as a leader in that role?

Tell me about your role at [company]. What attracted you to this sales management opportunity?

Areas to Cover:

Company background and product/service overview
Target mid-market customer profile
Sales team structure and size
Sales process and methodology used
Leadership approach and team development strategies

Possible Follow-up Questions:

How large was the team you managed, and how was it structured?
What was your approach to developing and motivating your sales team?
How did you align your team's efforts with the company's overall strategy?
What changes did you implement in the sales process or team structure?

What were your team's quota and territory when you started? How did that change over time?

Areas to Cover:

Team quota expectations and individual quota breakdowns
Territory definition and management
Strategies for quota attainment and territory growth
Changes in team size or structure over time
Approaches to balancing resources across the territory

Possible Follow-up Questions:

How did you allocate quotas among team members?
What strategies did you use to expand into new areas of your territory?
How did you handle situations where certain team members or areas were underperforming?
What was your process for reviewing and adjusting quotas or territories?

What were your key achievements in this sales management role?

Areas to Cover:

Team quota attainment percentage
Rankings among peer sales managers
Major deals or accounts closed by the team
Awards or recognition for team performance
Team growth and development metrics
Personal contributions to overall business growth

Possible Follow-up Questions:

What percentage of team quota did you achieve each year?
How did your team rank among others in the organization?
Can you give an example of how you helped a team member close a significant deal?
What was your approach to identifying and developing top performers on your team?

What were the most significant challenges you faced as a sales manager and how did you handle them?

Areas to Cover:

Major obstacles overcome in team management
Strategies for addressing underperformance
Handling competitive pressures or market changes
Balancing corporate objectives with team capabilities
Conflict resolution within the team or with other departments

Possible Follow-up Questions:

How did you approach coaching an underperforming team member?
What was your strategy for keeping the team motivated during tough market conditions?
Can you describe a time when you had to make a difficult decision that impacted your team?
How did you manage the expectations of upper management while supporting your team?

Describe your relationship with your sales leadership and cross-functional teams in your role.

Areas to Cover:

Communication style with upper management
Collaboration with other departments (e.g., marketing, product)
Approach to representing team needs to leadership
Strategies for aligning team efforts with broader organizational goals
Personal development and mentorship received

Possible Follow-up Questions:

How did you ensure your team's voice was heard at the leadership level?
Can you give an example of a successful cross-functional project you led?
How did you balance competing priorities between your team and other departments?
What kind of mentorship or support did you receive, and how did it impact your leadership?

Which job that you've had in the past does this Mid-Market Sales Manager role remind you of the most?

Areas to Cover:

Similarities in team structure and size
Parallels in market focus and customer profile
Comparable challenges or opportunities
Alignment of leadership approach and company culture
Relevant skills and experiences that would transfer well

Possible Follow-up Questions:

What specific aspects of that role do you think have prepared you for this position?
How would you apply the lessons learned from that experience to this role?
What challenges from that role do you anticipate might be similar here?
How would you adapt your leadership style given the similarities and differences?

Interview Scorecard

Relevant Sales Management Experience

0: Not Enough Information Gathered to Evaluate
1: Limited sales management experience, primarily in small teams or transactional sales
2: Some mid-market sales management experience, but gaps in key areas
3: Strong mid-market sales management experience aligned with role requirements
4: Extensive highly relevant sales management experience exceeding role requirements

Team Performance History

0: Not Enough Information Gathered to Evaluate
1: Teams consistently underperformed against targets
2: Teams occasionally met targets with inconsistent performance
3: Teams consistently met or exceeded targets under candidate's leadership
4: Teams were consistently top performers, significantly exceeding targets

Leadership and Coaching Ability

0: Not Enough Information Gathered to Evaluate
1: Limited evidence of effective leadership or coaching skills
2: Some demonstration of leadership skills, but coaching abilities need development
3: Strong leadership skills with proven ability to coach and develop team members
4: Exceptional leadership and coaching skills, with a track record of developing top performers

Strategic Thinking and Adaptability

0: Not Enough Information Gathered to Evaluate
1: Struggles to think strategically or adapt to changing sales environments
2: Shows some strategic thinking, but may struggle with complex or changing situations
3: Demonstrates good strategic thinking and adaptability in sales leadership
4: Excels in strategic planning and adapting to complex, dynamic sales environments

Results Orientation

0: Not Enough Information Gathered to Evaluate
1: Lacks focus on achieving measurable outcomes
2: Generally works towards goals but may miss targets
3: Consistently meets or exceeds performance targets
4: Demonstrates exceptional drive, consistently surpassing expectations

Goal: Achieve or exceed annual team revenue target of [$X million] within the first 12 months.

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

Goal: Improve team quota attainment from [current %] to [target %] within 6 months through effective coaching and performance management.

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

Goal: Increase average deal size by [X%] through strategic account planning and value-based selling techniques.

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

Goal: Reduce sales cycle length by [X%] through process optimization and improved sales enablement.

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

Goal: Maintain a team retention rate of [X%] or higher through effective talent management and career development initiatives.

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Retention Goal
2: Likely to Partially Achieve Retention Goal
3: Likely to Achieve Retention Goal
4: Likely to Exceed Retention 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 Mid-Market Sales 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, particularly those related to sales leadership, team development, and strategic thinking in complex sales environments.

Directions to Share with Candidate

"I'll be asking you about specific experiences from your past that relate to key competencies for this Mid-Market Sales Manager 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

Tell me about a time when you developed and executed a sales strategy that significantly improved your team's performance in a mid-market or enterprise segment. What was your approach, and what were the results? (Strategic Thinking, Results Orientation)

Areas to Cover:

Analysis of market opportunities and challenges
Development of strategic plan and team alignment
Implementation and execution of the strategy
Measurable outcomes and impact on team performance
Lessons learned and subsequent refinements

Possible Follow-up Questions:

How did you involve your team in the strategy development process?
What obstacles did you encounter during implementation, and how did you overcome them?
How did you measure the success of your strategy beyond just revenue numbers?
How have you applied lessons from this experience to subsequent strategic planning?

Describe a situation where you had to coach and develop a struggling sales team member into a high performer. How did you approach this challenge? (Coaching and Development, Leadership)

Areas to Cover:

Initial assessment of the team member's performance issues
Development of a coaching plan and performance improvement strategy
Implementation of coaching and support measures
Monitoring progress and providing feedback
Long-term impact on the individual and team performance

Possible Follow-up Questions:

How did you tailor your coaching approach to this individual's specific needs?
What metrics did you use to track the team member's progress?
How did you balance supporting this individual with meeting overall team goals?
What did this experience teach you about your coaching style and approach?

Give me an example of a time when you had to lead your sales team through a significant change or challenge in the market. How did you manage the situation and maintain performance? (Adaptability, Leadership)

Areas to Cover:

Nature of the market change or challenge
Initial assessment and strategy development
Communication and change management with the team
Adaptation of sales processes or strategies
Impact on team morale and performance
Long-term results and lessons learned

Possible Follow-up Questions:

How did you keep your team motivated during this challenging period?
What specific changes did you implement in your sales approach or processes?
How did you balance short-term performance needs with long-term strategic adjustments?
What would you do differently if faced with a similar situation in the future?

Interview Scorecard

Strategic Thinking

0: Not Enough Information Gathered to Evaluate
1: Struggles to develop coherent sales strategies
2: Develops basic strategies but may lack depth or long-term vision
3: Creates effective, data-driven sales strategies aligned with business goals
4: Demonstrates exceptional strategic insight, consistently driving innovative approaches

Leadership

0: Not Enough Information Gathered to Evaluate
1: Shows limited ability to guide and inspire a sales team
2: Demonstrates some leadership skills but may struggle in challenging situations
3: Effectively leads teams, inspiring high performance and engagement
4: Exceptional leader who consistently builds and motivates high-performing sales teams

Coaching and Development

0: Not Enough Information Gathered to Evaluate
1: Limited evidence of coaching skills or team development
2: Shows basic coaching abilities but may lack depth or consistency
3: Demonstrates strong coaching skills, effectively developing team members
4: Exceptional at coaching and developing others, with a track record of creating top performers

Results Orientation

0: Not Enough Information Gathered to Evaluate
1: Struggles to focus on or achieve measurable outcomes
2: Generally works towards goals but may miss targets
3: Consistently meets or exceeds performance targets
4: Demonstrates exceptional drive, consistently surpassing expectations

Adaptability

0: Not Enough Information Gathered to Evaluate
1: Struggles to cope with change or uncertainty in sales environments
2: Can adapt when given clear direction but may struggle with ambiguity
3: Demonstrates resilience and adaptability in changing sales landscapes
4: Thrives in dynamic environments, turning challenges into opportunities

Goal: Achieve or exceed annual team revenue target of [$X million] within the first 12 months.

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

Goal: Improve team quota attainment from [current %] to [target %] within 6 months through effective coaching and performance management.

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

Goal: Increase average deal size by [X%] through strategic account planning and value-based selling techniques.

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

Goal: Reduce sales cycle length by [X%] through process optimization and improved sales enablement.

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

Goal: Maintain a team retention rate of [X%] or higher through effective talent management and career development initiatives.

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

Overall Recommendation

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

👨‍💼 Executive Interview

Directions for the Interviewer

This interview further assesses the candidate's behavioral competencies from an executive perspective, focusing on high-level strategic thinking, leadership, and business acumen in sales management. 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 that demonstrate the candidate's ability to operate at a strategic level in complex sales environments.

Directions to Share with Candidate

"I'll be asking you about specific experiences from your past that relate to key competencies for this Mid-Market Sales Manager role, with a focus on strategic leadership and business impact. 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

Tell me about a time when you identified a significant market opportunity and led your team to capitalize on it, resulting in substantial business growth. How did you approach this from a strategic perspective? (Strategic Thinking, Results Orientation)

Areas to Cover:

Process of identifying and validating the market opportunity
Development of a comprehensive go-to-market strategy
Alignment of team resources and capabilities
Execution of the strategy and overcoming challenges
Measurable impact on business growth and market position

Possible Follow-up Questions:

How did you gather and analyze data to support your market opportunity hypothesis?
What cross-functional collaborations were necessary to execute your strategy?
How did you adjust your approach as you gained more market insights?
What long-term impact did this initiative have on your sales organization and overall business?

Describe a situation where you had to make a significant change to your sales organization's structure or processes to meet evolving business needs. How did you manage this transformation? (Leadership, Adaptability)

Areas to Cover:

Assessment of the need for organizational change
Development of the change management strategy
Communication and buy-in from team members and stakeholders
Implementation of new structures or processes
Impact on team performance and business outcomes
Lessons learned and continuous improvement

Possible Follow-up Questions:

How did you handle resistance to change within your team or organization?
What metrics did you use to measure the success of the organizational change?
How did you balance short-term disruption with long-term benefits?
What would you do differently if you were to lead a similar change initiative in the future?

Give me an example of how you've built and developed a high-performing sales culture within your team or organization. What specific strategies did you employ? (Leadership, Coaching and Development)

Areas to Cover:

Assessment of existing team culture and performance
Development of a vision for high-performance sales culture
Specific initiatives or programs implemented
Approach to hiring, onboarding, and developing talent
Methods for fostering motivation and healthy competition
Long-term impact on team performance and business results

Possible Follow-up Questions:

How did you align your sales culture initiatives with overall business objectives?
What were the most effective incentives or recognition programs you implemented?
How did you handle underperformers who struggled to adapt to the new culture?
How did you measure the impact of your cultural initiatives beyond just sales numbers?

Interview Scorecard

Strategic Thinking

0: Not Enough Information Gathered to Evaluate
1: Struggles to develop comprehensive sales strategies aligned with business goals
2: Shows some strategic thinking but may lack depth or long-term vision
3: Develops effective, data-driven strategies that align with and support broader business objectives
4: Demonstrates exceptional strategic acumen, consistently identifying and capitalizing on market opportunities

Leadership

0: Not Enough Information Gathered to Evaluate
1: Shows limited ability to lead and inspire sales teams at a high level
2: Demonstrates basic leadership skills but may struggle with larger-scale initiatives
3: Effectively leads and transforms sales organizations, driving high performance
4: Exceptional leader who consistently builds and evolves high-performing sales cultures

Coaching and Development

0: Not Enough Information Gathered to Evaluate
1: Limited evidence of systematic approach to team development
2: Shows some ability to develop others but lacks a comprehensive approach
3: Demonstrates strong coaching skills and implements effective development programs
4: Exceptional at building and scaling talent development systems, creating a pipeline of top performers

Results Orientation

0: Not Enough Information Gathered to Evaluate
1: Struggles to consistently deliver significant business impact
2: Achieves some results but may fall short on more ambitious targets
3: Consistently delivers strong business results through effective sales leadership
4: Drives exceptional business growth and market expansion through sales excellence

Adaptability

0: Not Enough Information Gathered to Evaluate
1: Struggles to effectively lead through significant change or market shifts
2: Can adapt to some changes but may struggle with more complex transformations
3: Successfully leads teams through significant changes and market challenges
4: Thrives in dynamic environments, turning major challenges into opportunities for growth

Goal: Achieve or exceed annual team revenue target of [$X million] within the first 12 months.

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

Goal: Improve team quota attainment from [current %] to [target %] within 6 months through effective coaching and performance management.

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

Goal: Increase average deal size by [X%] through strategic account planning and value-based selling techniques.

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

Goal: Reduce sales cycle length by [X%] through process optimization and improved sales enablement.

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

Goal: Maintain a team retention rate of [X%] or higher through effective talent management and career development initiatives.

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

Overall Recommendation

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

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 Mid-Market Sales Manager 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 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.

Based on the candidate's past performance and interview responses, how likely are they to improve team quota attainment from [current %] to [target %] within 6 months?

Guidance: Discuss specific examples from the candidate's past performance that indicate their ability to drive team performance improvements. Consider their coaching approach and strategies for performance management.

How well-equipped is the candidate to increase average deal size by [X%] through strategic account planning and value-based selling techniques?

Guidance: Consider the candidate's demonstrated skills in strategic thinking, their past success in growing deal sizes, and their understanding of value-based selling approaches.

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 Checks

Directions for Conducting Reference Checks

When conducting reference checks, aim to speak with former managers and colleagues who have directly worked with the candidate in a sales management capacity. Explain that their feedback will be kept confidential and used to help make a hiring decision. Ask the same core questions to each reference for consistency, but feel free to ask follow-up questions based on their responses.

Questions for Reference Checks

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

Guidance:

Establish the context of the professional relationship
Determine the reference's ability to speak to the candidate's sales management skills

Possible Follow-up Questions:

How closely did you work together on team management and performance?
Were you directly involved in overseeing their performance as a sales manager?

Can you describe [Candidate Name]'s primary responsibilities in their sales management role?

Guidance:

Verify the candidate's claims about their previous role
Understand the scope and complexity of their sales management experience

Possible Follow-up Questions:

What was the size and structure of the team they managed?
What were the key performance metrics for their team?

How would you rate [Candidate Name]'s sales management performance compared to their peers?

Guidance:

Get specific metrics or rankings if possible
Understand their team's quota attainment and ranking within the organization

Possible Follow-up Questions:

What was their team's average quota attainment percentage?
How did their team rank in terms of performance among other sales teams?

Can you give an example of how [Candidate Name] successfully improved their team's performance or addressed an underperforming team member?

Guidance:

Assess the candidate's ability to drive team performance improvements
Understand their coaching and performance management approach

Possible Follow-up Questions:

What specific strategies did they use to improve performance?
How did they measure the success of their interventions?

How would you describe [Candidate Name]'s approach to developing and implementing sales strategies?

Guidance:

Evaluate the candidate's strategic thinking abilities
Understand their skills in adapting to market changes and competitive pressures

Possible Follow-up Questions:

Can you provide an example of a particularly effective strategy they implemented?
How did they handle situations where strategies needed to be adjusted?

What initiatives or processes did [Candidate Name] implement to improve sales efficiency or effectiveness?

Guidance:

Assess the candidate's ability to innovate and drive improvements
Understand their contribution to the overall sales organization

Possible Follow-up Questions:

How did these initiatives impact the team's overall performance?
Were any of their strategies adopted by other teams or the broader organization?

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

Guidance:

Get a clear, quantifiable measure of the reference's overall impression
Understand the reasoning behind their rating

Possible Follow-up Questions:

What would make you rate them higher?
In what type of sales environment do you think they would thrive most?

Reference Check Scorecard

Verification of Role and Responsibilities

0: Not Enough Information Gathered to Evaluate
1: Significant discrepancies with candidate's claims
2: Some minor discrepancies
3: Mostly aligns with candidate's claims
4: Fully verifies and expands on candidate's claims

Sales Management Performance

0: Not Enough Information Gathered to Evaluate
1: Team consistently underperformed against quota
2: Team occasionally met quota
3: Team consistently met or exceeded quota
4: Led a top-performing team, significantly exceeding quota

Leadership and Team Development

0: Not Enough Information Gathered to Evaluate
1: Struggled to lead and develop team members
2: Provided basic leadership and occasional development
3: Effectively led and consistently developed team members
4: Exceptional leader, consistently developing high-performers

Strategic Thinking and Adaptability

0: Not Enough Information Gathered to Evaluate
1: Rarely demonstrated strategic thinking or adaptability
2: Showed some strategic thinking but struggled with complex situations
3: Consistently demonstrated good strategic thinking and adaptability
4: Excelled at strategic planning and adapting to changing market conditions

Coaching and Performance Management

0: Not Enough Information Gathered to Evaluate
1: Ineffective at coaching or managing performance
2: Basic coaching skills with inconsistent results
3: Effective coach with consistent performance improvements
4: Exceptional coach, consistently turning around underperformers

Process Improvement and Innovation

0: Not Enough Information Gathered to Evaluate
1: Rarely contributed to process improvements
2: Occasionally suggested minor improvements
3: Regularly implemented effective process improvements
4: Consistently drove significant innovations in sales strategies and processes

Results Orientation

0: Not Enough Information Gathered to Evaluate
1: Rarely achieved set goals or targets
2: Inconsistently met goals and targets
3: Consistently achieved goals and targets
4: Regularly exceeded goals and set new performance benchmarks

Overall Recommendation from Reference

0: Not Enough Information Gathered to Evaluate
1: Would not rehire (1-3 on scale)
2: Might rehire (4-6 on scale)
3: Would likely rehire (7-8 on scale)
4: Would definitely rehire (9-10 on scale)

Goal: Achieve or exceed annual team revenue target of [$X million] within the first 12 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: Improve team quota attainment from [current %] to [target %] within 6 months through effective coaching and performance management.

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 [X%] through strategic account planning and value-based selling techniques.

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: Reduce sales cycle length by [X%] through process optimization and improved sales enablement.

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: Maintain a team retention rate of [X%] or higher through effective talent management and career development initiatives.

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

Frequently Asked Questions

How can I effectively assess a candidate's leadership skills?

Look for specific examples of how the candidate has motivated and guided sales teams in previous roles. Pay attention to their communication style, decision-making process, and ability to inspire others. Our article on how to identify top sales leaders in the interview process provides valuable insights on this topic.

What's the best way to evaluate a candidate's coaching abilities?

The coaching role-play exercise is an excellent tool for this assessment. Observe how the candidate identifies areas for improvement, provides constructive feedback, and develops action plans. Look for evidence of their ability to tailor coaching approaches to individual team members. Our blog post on find and hire your ideal sales talent with competency interviews offers additional strategies for assessing coaching competencies.

How do I gauge a candidate's strategic thinking and adaptability?

Ask for examples of how they've developed and adjusted sales strategies in response to market changes or competitive pressures. Look for evidence of their ability to analyze complex situations, identify opportunities, and implement effective solutions. Our article on interviewing sellers for adaptability provides useful insights that can be applied to sales management candidates.

What strategies can I use to assess a candidate's ability to drive results?

Focus on the candidate's track record of achieving and exceeding sales targets. Ask for specific metrics and examples of how they've improved team performance over time. Our guide on asking the right questions to understand the truth about a sales candidate's past performance can be adapted for sales management roles.

How can I determine if a candidate can successfully manage complex sales cycles?

Look for candidates who can articulate strategies for guiding teams through long, multi-stakeholder sales processes. Ask for examples of how they've optimized sales cycles and improved win rates in previous roles. The article on how to find sales candidates who can prepare, organize, and plan complex sales offers relevant insights for this assessment.

What's the most effective way to conduct the coaching role-play exercise?

Provide clear instructions and context to the candidate in advance. During the exercise, pay attention to their questioning technique, listening skills, and ability to provide actionable feedback. Use the scorecard to evaluate their performance objectively. Our guide on mastering role-playing interviews offers additional tips for conducting effective simulations.

How should I evaluate a candidate's industry knowledge and ability to stay current?

Ask about recent industry trends and how they've applied new knowledge in their sales management approach. Look for evidence of continuous learning and a proactive approach to professional development. Candidates should be able to discuss how emerging technologies or market shifts are impacting mid-market sales strategies.

What red flags should I look out for during the interview process?

Be cautious of candidates who can't provide specific examples of team achievements, struggle to articulate their leadership philosophy, or show a lack of preparation for the interview. Also, watch for signs of inflexibility, poor listening skills, or an inability to provide constructive feedback during the coaching role-play.

How can I use this guide to compare candidates consistently?

Use the scorecards provided for each interview stage to evaluate all candidates against the same criteria. Take detailed notes and complete the scorecards immediately after each interview. During the debrief meeting, focus on comparing candidates' scores and specific examples rather than general impressions.

What should I do if a candidate doesn't have direct mid-market sales management experience?

Focus on transferable skills such as leadership, coaching ability, and strategic thinking. Look for evidence of success in similar complex sales environments and the ability to adapt quickly. Consider their potential for growth and how their unique background might bring fresh perspectives to the role. Our article on how to raise the talent bar in your organization includes valuable insights on hiring for potential.