Interview Guide for

VP of Sales

This comprehensive interview guide for VP of Sales is designed to ensure a structured, thorough, and effective hiring process. By providing carefully crafted questions across various competencies essential for sales leadership, this guide helps interviewers identify candidates with the right blend of strategic vision, leadership ability, and sales acumen to drive organizational growth.

How to Use This Guide

This interview guide serves as a framework to conduct insightful, consistent interviews that reveal a candidate's true capabilities. To maximize its effectiveness:

Customize for your organization - Adapt the questions and evaluation criteria to align with your company's specific needs, industry, and sales model.
Share with your interview team - Ensure all interviewers understand their role in the process and the competencies they should evaluate.
Maintain consistency - Use the same core questions for all candidates to enable fair comparisons.
Use follow-up questions strategically - Probe deeper into candidates' responses to understand their thought processes and past behaviors.
Score independently - Have each interviewer complete their evaluation before discussing the candidate to prevent group bias.

For more ideas on structuring effective interviews, check out our guide on how to conduct a job interview and learn why structured interviews significantly improve hiring outcomes.

Job Description

VP of Sales

About [Company]

[Company] is an innovative [industry] leader dedicated to providing cutting-edge solutions to our customers. With a strong market presence in [location] and a passionate team committed to excellence, we're poised for significant growth and seeking exceptional talent to join our leadership team.

The Role

As the VP of Sales at [Company], you will be a pivotal member of our executive team, responsible for leading and scaling our sales organization to achieve ambitious revenue targets. This role offers a unique opportunity to shape our sales strategy, build and develop high-performing teams, and directly impact the company's growth trajectory during an exciting period of expansion.

Key Responsibilities

Develop and execute comprehensive sales strategies aligned with company goals and market opportunities
Lead, coach, and develop a high-performing sales organization, including hiring, training, and performance management
Establish sales processes, methodologies, and metrics that drive predictable revenue growth
Collaborate across departments (marketing, product, customer success) to ensure alignment in go-to-market strategies
Forecast sales activities and revenue achievements while managing pipeline and anticipating future trends
Build and maintain relationships with key clients and partners
Analyze market trends and competitive landscape to identify new revenue opportunities
Drive the adoption of sales technologies and tools that enhance productivity and results
Set and achieve sales targets while managing the sales P&L effectively

What We're Looking For

10+ years of progressive sales leadership experience with at least 5 years in senior leadership roles
Proven track record of consistently meeting or exceeding revenue targets and scaling sales organizations
Experience developing and implementing successful sales strategies, processes, and methodologies
Strong leadership skills with the ability to recruit, develop, and retain top sales talent
Excellent communication and presentation skills with the ability to articulate complex value propositions
Data-driven approach to sales management and decision-making
Strategic thinking with sound business judgment and problem-solving abilities
Experience with CRM systems and sales technologies
Industry experience in [industry] preferred but not required

Why Join [Company]

We offer a unique opportunity to make a significant impact in a growing organization that values innovation, collaboration, and results. Our culture encourages ownership, creative thinking, and personal growth.

Competitive compensation package including base salary and performance-based incentives
Equity opportunities
Comprehensive health, dental, and vision benefits
401(k) matching program
Professional development opportunities
Remote work flexibility
Collaborative and innovative work environment

Hiring Process

We've designed our hiring process to be thorough yet efficient, giving you ample opportunity to showcase your experiences and skills while learning about our company and role.

Initial Screening Interview - A conversation with our recruiting team to discuss your background and explore alignment with the role.
Chronological Interview - A deeper discussion with our CEO about your career journey and relevant experiences.
Sales Leadership Role Play - An opportunity to demonstrate your coaching approach through a simulated coaching session with a sales manager.
Strategic Vision & Business Acumen Interview - A conversation with executive team members about your strategic thinking and business perspective.
Team Leadership & Management Interview - A discussion with key stakeholders about your leadership philosophy and people management approach.

Throughout the process, we encourage you to ask questions and get to know us as we get to know you. We aim to make a hiring decision shortly after completing all interviews.

Ideal Candidate Profile (Internal)

Role Overview

The VP of Sales will serve as the strategic leader of our sales organization, responsible for driving revenue growth through effective team leadership, strategic planning, and operational excellence. This role requires a seasoned sales leader who can build and scale high-performing teams while implementing systems and processes that deliver predictable, sustainable revenue growth. The ideal candidate will balance strategic vision with hands-on leadership and possess a track record of exceeding revenue targets in competitive markets.

Essential Behavioral Competencies

Strategic Sales Leadership - Ability to develop and execute comprehensive sales strategies aligned with business objectives, identify market opportunities, and adapt strategies to changing market conditions. Demonstrates foresight in planning and allocation of resources to achieve maximum revenue impact.

Team Development & Coaching - Skilled at recruiting, developing, and retaining top sales talent. Creates a performance-driven culture through effective coaching, mentoring, and development practices that elevate individual and team capabilities.

Business Acumen - Strong understanding of business fundamentals, market dynamics, and financial principles. Can analyze complex business challenges, make sound decisions, and effectively translate company value proposition into compelling sales narratives.

Cross-Functional Collaboration - Ability to work effectively with other departments (marketing, product, customer success) to ensure alignment and create cohesive go-to-market strategies. Builds productive relationships that enhance overall business outcomes.

Sales Process Optimization - Expertise in designing, implementing, and refining sales methodologies, processes, and systems that increase efficiency, effectiveness, and predictability of revenue generation.

Desired Outcomes

Increase annual revenue by [X]% within first year through strategic targeting of key accounts and improved sales processes
Build and scale a high-performing sales organization, improving sales productivity metrics by at least [X]% within 18 months
Develop and implement a comprehensive sales training and enablement program resulting in reduced ramp time for new hires by [X]%
Establish reliable forecasting and pipeline management processes that deliver 90%+ accuracy in quarterly forecasts
Create strategic partnerships with at least [X] key accounts that generate significant recurring revenue and expansion opportunities

Ideal Candidate Traits

Growth Mindset: Constantly seeking improvement, learning from challenges, and developing both themselves and their team
Results-Driven: Focused on achieving measurable outcomes with a track record of meeting or exceeding targets
Strategic Thinker: Ability to balance short-term execution with long-term planning and growth initiatives
Emotional Intelligence: Skilled at understanding team dynamics, motivating diverse personalities, and navigating complex client relationships
Adaptability: Comfortable with ambiguity and able to pivot strategies as market conditions or business needs change
Data-Oriented: Makes decisions based on data and analytics while also trusting experiential insights
Innovative: Willing to challenge conventional approaches and implement creative sales strategies
Integrity: Upholds high ethical standards and builds trust with teams, clients, and partners

Screening Interview

Directions for the Interviewer

This initial screening interview is designed to assess candidate fit for the VP of Sales role at a high level. Your goal is to evaluate the candidate's relevant experience, leadership capabilities, sales philosophy, and general alignment with our requirements and culture.

During this conversation, focus on understanding the candidate's background, notable achievements, and approach to sales leadership. Ask open-ended questions and allow the candidate to elaborate on their experiences. Listen for evidence of strategic thinking, team leadership, sales methodology expertise, and results orientation.

Best practices for this interview:

Review the candidate's resume beforehand and note areas to explore further
Begin with a brief introduction of yourself and the company
Create a comfortable atmosphere that encourages open conversation
Take detailed notes on the candidate's responses
Allow time for the candidate to ask questions about the role and company
Assess communication skills throughout the conversation
Save 10 minutes at the end for candidate questions

Directions to Share with Candidate

"Today, we'll be discussing your background, experience, and approach to sales leadership. This is an opportunity for us to get to know each other and explore how your skills and experiences might align with our VP of Sales role. I'll ask about your career journey, leadership philosophy, and some specific examples of your work. I encourage you to be specific and share concrete examples when possible. We'll have time at the end for any questions you might have about the role or our company."

Interview Questions

Tell me about your career journey and what has led you to this VP of Sales opportunity.

Areas to Cover

Key career transitions and progression to leadership roles
Motivation behind career choices
Growth in responsibilities and scope
Interest in this specific opportunity
Industry experience relevance

Possible Follow-up Questions

What aspects of your current/most recent role do you find most fulfilling?
How has your career progression prepared you for a VP of Sales role?
What attracted you to our company specifically?
How would you describe your leadership journey?

Describe your experience in building and scaling sales teams. What were the key challenges and how did you overcome them?

Areas to Cover

Specific examples of team building and scaling
Size of teams managed and growth achieved
Recruitment and retention strategies
Development programs implemented
Challenges faced and solutions deployed
Results and outcomes

Possible Follow-up Questions

How did you identify and recruit top sales talent?
What strategies did you use to retain high performers?
How did you address underperformance?
What sales training methodologies have you found most effective?

Walk me through your approach to developing and implementing a sales strategy that drives significant revenue growth.

Areas to Cover

Strategy development process
Market analysis methods
Goal setting and metrics
Resource allocation
Implementation challenges
Monitoring and adjustment
Results achieved

Possible Follow-up Questions

How do you ensure alignment between sales strategy and broader business objectives?
How do you adapt your strategy to changing market conditions?
What tools or technologies have you leveraged to support your sales strategies?
How do you balance short-term results with long-term growth?

How do you approach forecasting and pipeline management to ensure predictable revenue growth?

Areas to Cover

Forecasting methodologies
Pipeline management practices
Key metrics and indicators used
Accuracy of past forecasts
Tools and systems utilized
How they ensure accountability

Possible Follow-up Questions

What level of forecast accuracy have you typically achieved?
How do you address pipeline gaps?
How frequently do you review pipeline and forecasts?
How do you ensure your team maintains accurate CRM data?

What sales methodologies have you implemented, and how have they impacted results?

Areas to Cover

Specific methodologies (e.g., MEDDIC, Solution Selling, Challenger, etc.)
Implementation process
Adaptation to company/industry needs
Training approach
Measurement of effectiveness
Results and impact

Possible Follow-up Questions

How did you ensure adoption of these methodologies?
How did you customize methodologies to your specific business context?
What resistance did you encounter and how did you overcome it?
How did these methodologies impact key performance indicators?

Tell me about your experience collaborating with other departments such as Marketing, Product, and Customer Success to drive business outcomes.

Areas to Cover

Examples of cross-functional collaboration
Approach to alignment
Conflict resolution strategies
Joint initiatives led
Communication methods
Results of collaboration

Possible Follow-up Questions

How did you ensure alignment between sales and marketing?
What processes did you implement to improve cross-functional collaboration?
How did you resolve conflicts or misalignments between departments?
What were the outcomes of your collaborative efforts?

Interview Scorecard

Sales Leadership Experience

0: Not Enough Information Gathered to Evaluate
1: Limited leadership experience; has managed small teams but lacks strategic sales leadership experience
2: Has led sales teams but shows limited evidence of strategic direction or significant growth impact
3: Demonstrated solid sales leadership experience with evidence of strategic planning and team growth
4: Exceptional track record of sales leadership with multiple examples of strategic vision, team building, and measurable growth results

Team Building & Development Capability

0: Not Enough Information Gathered to Evaluate
1: Minimal evidence of successful team building; focuses more on individual contribution
2: Some team development experience but limited examples of comprehensive talent management
3: Strong evidence of successful team building, development programs, and talent management
4: Exceptional talent developer with proven strategies for recruitment, development, retention, and creating high-performance cultures

Strategic Thinking & Execution

0: Not Enough Information Gathered to Evaluate
1: Primarily tactical; limited evidence of strategic planning or execution
2: Shows some strategic thinking but may lack depth in execution or results
3: Demonstrates clear strategic thinking with supporting examples of successful execution
4: Exceptional strategic thinker with multiple examples of translating vision into actionable plans with outstanding results

Sales Process & Methodology Expertise

0: Not Enough Information Gathered to Evaluate
1: Limited knowledge of formal sales methodologies; mostly relies on intuition
2: Familiar with sales methodologies but limited evidence of successful implementation
3: Strong knowledge of sales methodologies with clear examples of implementation and results
4: Expert in multiple sales methodologies with proven success in implementation, adaptation, and measurable impact

Increase annual revenue by [X]% within first year

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; lacks relevant experience or strategic approach to drive significant revenue growth
2: May Partially Achieve Goal; has some experience with revenue growth but may not meet ambitious targets
3: Likely to Achieve Goal; demonstrated history of comparable revenue growth and clear strategic approach
4: Likely to Exceed Goal; exceptional track record of exceeding revenue targets with proven strategies

Build and scale a high-performing sales organization

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited team building experience or questionable approaches
2: May Partially Achieve Goal; has built teams but may lack experience with scale or performance optimization
3: Likely to Achieve Goal; demonstrated experience building and scaling high-performing teams
4: Likely to Exceed Goal; exceptional track record of building industry-leading sales organizations with measurable performance improvements

Establish reliable forecasting and pipeline management processes

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; lacks structured approach to forecasting or pipeline management
2: May Partially Achieve Goal; has basic forecasting experience but may not achieve high accuracy
3: Likely to Achieve Goal; demonstrated experience with reliable forecasting systems and processes
4: Likely to Exceed Goal; exceptional track record of highly accurate forecasting and sophisticated pipeline management

Interview Recommendation

1: Strong No Hire; significant gaps in multiple critical areas
2: No Hire; meets some requirements but lacks important qualifications
3: Hire; solid candidate who meets key requirements
4: Strong Hire; exceptional candidate who exceeds requirements

Chronological Interview

Directions for the Interviewer

This chronological interview is designed to understand the candidate's career progression and performance in previous sales leadership roles. Your goal is to systematically explore their work history, focusing on achievements, challenges, leadership approach, and lessons learned at each significant position.

This interview format provides valuable context about the candidate's growth over time and helps evaluate their ability to learn from experiences. The questions should be repeated for each relevant role, spending more time on recent and directly applicable positions.

Best practices for this interview:

Review the candidate's resume thoroughly before the interview
Start with their earliest relevant role and progress chronologically to the present
Ask the same core questions about each role to enable comparison
Focus on understanding performance metrics, team dynamics, and strategic impact
Probe for specific examples and data points (team size, revenue targets, achievement percentages)
Pay attention to reasons for role changes and career progression decisions
Watch for patterns in leadership approach and how it has evolved
Save 10 minutes at the end for candidate questions

Directions to Share with Candidate

"Today, we'll be taking a chronological approach to understanding your career journey. We'll start with your earlier relevant sales leadership roles and move forward to your current position. For each role, I'll ask similar questions about your responsibilities, achievements, challenges, and approach. This helps us understand your growth as a leader and how your experiences have shaped your sales leadership philosophy. Please be specific with examples and metrics where possible. We'll have time at the end for any questions you might have."

Interview Questions

Let's start with your career overview. What aspects of your sales leadership journey are you most proud of?

Areas to Cover

Key milestones in their career progression
Significant achievements they highlight
Pattern of increasing responsibility
Self-identified strengths
What they value most in their professional development

Possible Follow-up Questions

How has your leadership approach evolved over your career?
What has been the most significant turning point in your career?
If you could go back and give your younger self career advice, what would it be?
What aspects of sales leadership energize you the most?

For your role at [Company X], tell me about the sales organization you inherited or built.

Areas to Cover

Team size and structure
State of the organization when they joined/took over
Changes they implemented to the structure
Target market and sales model
Product/service complexity and pricing
Key metrics they were responsible for

Possible Follow-up Questions

What was the revenue target when you started, and how did it change during your tenure?
How did you structure your sales team and why?
What were the biggest organizational challenges you faced?
How did your team compare to industry benchmarks?

What were your primary objectives in this role, and how did you perform against them?

Areas to Cover

Specific goals and metrics
Performance against targets (with percentages/numbers)
How goals were set and measured
Strategies implemented to achieve objectives
Challenges encountered
Key learnings

Possible Follow-up Questions

What percentage of quota did your team achieve?
How did your performance compare to your predecessors or peers?
What specific strategies led to your success?
What metrics did you find most valuable to track?

Tell me about the most significant challenge you faced in this role and how you addressed it.

Areas to Cover

Nature of the challenge (market, internal, competitive)
Analysis process
Action plan development
Implementation approach
Results and impact
What they learned

Possible Follow-up Questions

What resources did you leverage to address this challenge?
How did you align your team around the solution?
What resistance did you encounter and how did you overcome it?
How did this experience change your approach to similar challenges?

How did you develop your team members in this role?

Areas to Cover

Coaching approach and philosophy
Training programs implemented
Performance management methods
Success stories of team development
Handling of underperformance
Promotion and advancement rates

Possible Follow-up Questions

What was your approach to identifying high-potential team members?
Can you share an example of someone you developed who achieved significant growth?
How did you handle resistant or underperforming team members?
What development methods did you find most effective?

What sales processes or methodologies did you implement or refine, and what results did they produce?

Areas to Cover

Specific processes or methodologies introduced
Implementation approach
Adoption challenges and solutions
Measurement of effectiveness
Tangible results and impact
Iterations and improvements

Possible Follow-up Questions

How did you ensure adoption of these new processes?
What resistance did you encounter and how did you address it?
How did you measure the effectiveness of these changes?
What surprised you most about the implementation process?

What were your reasons for transitioning from this role to your next position?

Areas to Cover

Motivation for leaving
How the decision aligned with career goals
What they were seeking in their next role
How they made the transition
Relationship with the company after departure

Possible Follow-up Questions

What did you look for in your next opportunity?
How did you decide it was the right time to move on?
What did you learn from this role that you applied to your next position?
How did your successor perform after you left?

Which of your previous roles do you think has best prepared you for this VP of Sales position at our company, and why?

Areas to Cover

Perceived relevance of past experiences
Understanding of our company's needs
Self-awareness of strengths
Recognition of key transferable skills
Genuine interest in our specific opportunity

Possible Follow-up Questions

What aspects of our company and role most excite you?
What challenges do you anticipate in our context based on your experience?
How would you approach the first 90 days in this role?
What questions do you have about our sales organization?

Interview Scorecard

Progressive Sales Leadership Growth

0: Not Enough Information Gathered to Evaluate
1: Limited progression; jumps between roles without clear advancement or increasing responsibility
2: Some career progression but lacks significant growth in leadership scope or impact
3: Clear pattern of progressive growth with increasing responsibility and leadership scope
4: Exceptional career trajectory showing consistent advancement, increasing impact, and strategic leadership development

Revenue Achievement History

0: Not Enough Information Gathered to Evaluate
1: Inconsistent achievement; has frequently missed targets or unable to provide specific performance data
2: Mixed performance history; has met targets but rarely exceeded them significantly
3: Strong track record of meeting targets with some examples of exceeding goals
4: Exceptional performance history with consistent record of significantly exceeding revenue targets

Team Development Effectiveness

0: Not Enough Information Gathered to Evaluate
1: Limited focus on team development; primarily concerned with personal performance
2: Basic team development approach; standard coaching but limited systematic development
3: Strong team developer with structured approach to coaching and performance improvement
4: Exceptional talent developer with proven systems for identifying, developing, and advancing team members

Strategic Sales Leadership

0: Not Enough Information Gathered to Evaluate
1: Primarily tactical; focuses on execution without strategic vision
2: Some strategic thinking but limited evidence of translating strategy to results
3: Demonstrated strategic leadership with clear examples of vision setting and execution
4: Exceptional strategic leader who consistently develops and implements transformative sales strategies

Process Improvement & Implementation

0: Not Enough Information Gathered to Evaluate
1: Minimal process development; relies primarily on existing systems
2: Has implemented some process improvements with moderate success
3: Strong history of implementing effective sales processes with measurable results
4: Exceptional track record of developing innovative processes that significantly improved performance

Increase annual revenue by [X]% within first year

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; history suggests inability to drive significant revenue growth
2: May Partially Achieve Goal; has achieved some growth but not at the level we require
3: Likely to Achieve Goal; demonstrated history of comparable revenue growth in similar contexts
4: Likely to Exceed Goal; has consistently exceeded revenue growth targets of similar or greater ambition

Build and scale a high-performing sales organization

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited evidence of successful team building and scaling
2: May Partially Achieve Goal; has built teams but with mixed performance results
3: Likely to Achieve Goal; clear history of building and scaling successful sales organizations
4: Likely to Exceed Goal; exceptional track record of building industry-leading sales organizations

Establish reliable forecasting and pipeline management processes

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; demonstrates weak forecasting discipline or accuracy
2: May Partially Achieve Goal; basic forecasting experience with moderate accuracy
3: Likely to Achieve Goal; strong history of implementing reliable forecasting systems
4: Likely to Exceed Goal; exceptional track record with highly sophisticated forecasting and pipeline management

Interview Recommendation

1: Strong No Hire; significant concerns about performance history or leadership approach
2: No Hire; meets some requirements but career progression raises concerns
3: Hire; solid candidate with strong performance history and leadership growth
4: Strong Hire; exceptional candidate with outstanding track record of growth and achievement

Sales Leadership Role Play

Directions for the Interviewer

This role play exercise is designed to assess the candidate's coaching ability, a critical skill for a VP of Sales. You will be playing the role of a sales manager who needs coaching on a specific challenge. Observe how the candidate approaches the situation, their questioning technique, listening skills, and the practical guidance they provide.

Before the interview, select a relevant scenario from the options provided or create one specific to your organization's context. Share the scenario with the candidate 24 hours before the interview to allow for preparation. During the role play, note how the candidate balances inquiry and advocacy, whether they jump to solutions too quickly, and how well they build rapport.

Best practices for this role play:

Send the scenario to the candidate in advance
Begin with a brief explanation of the format
Stay in character throughout the role play
Note the types of questions the candidate asks
Observe their listening skills and empathy
Assess the practicality and relevance of their coaching
Keep the role play to approximately 20-25 minutes
Follow with 10-15 minutes of discussion and debrief
Save 5-10 minutes at the end for candidate questions

Directions to Share with Candidate

"This exercise will simulate a coaching session between you, as the VP of Sales, and me, playing the role of a sales manager facing a specific challenge. You received the scenario in advance to give you time to prepare your approach. We'll spend about 20-25 minutes in the role play, followed by a brief discussion about your approach and thought process. The goal is to demonstrate your coaching style and ability to help sales leaders overcome challenges. Please approach this as you would a real coaching conversation with a direct report."

Role Play Scenario (to be sent to candidate 24 hours in advance)

Scenario: Coaching a Sales Manager on Team Performance Issues

You are the newly appointed VP of Sales at [Company]. One of your sales managers, Alex, has scheduled a meeting with you. Alex manages a team of 8 Account Executives who sell to the [target market] segment. The team's performance has been declining over the past two quarters, with only 2 out of 8 reps consistently hitting quota. Customer acquisition costs have increased by 30%, and the average sales cycle has extended from 45 to 65 days.

Alex has been with the company for 3 years and was a top-performing sales rep before being promoted to manager 9 months ago. Alex is well-liked by the team but seems overwhelmed by the current challenges. In your preliminary conversations, Alex has mentioned various possible causes: increasing competition, market saturation, product issues, and team motivation problems.

In this role play, you will coach Alex (played by the interviewer) to:

Diagnose the root causes of the team's performance issues
Develop a practical action plan to improve results
Build Alex's confidence and capabilities as a sales manager

During the role play, consider how you would build rapport, ask probing questions, provide guidance without taking over, and help Alex develop as a leader.

Evaluation Criteria (for interviewer use only)

Rapport Building & Trust

Does the candidate establish a supportive atmosphere?
Do they build rapport before diving into the problem?
Do they demonstrate empathy while maintaining appropriate expectations?

Diagnostic Approach

How effectively do they ask questions to understand root causes?
Do they explore multiple potential factors rather than assuming the problem?
Do they help the sales manager self-discover issues vs. telling them?

Solution Development

Are the solutions practical and actionable?
Do they balance short-term fixes with long-term development?
Do they help the manager develop their own solutions vs. prescribing answers?

Leadership Development

Do they focus on developing the manager's capabilities?
Do they demonstrate a balance of support and accountability?
Do they use this as an opportunity to instill key sales management principles?

Sales Management Expertise

Do they demonstrate deep knowledge of sales processes and best practices?
Are their recommendations grounded in proven sales management methods?
Do they show familiarity with typical sales performance challenges?

Interview Scorecard

Coaching Approach & Style

0: Not Enough Information Gathered to Evaluate
1: Directive and prescriptive; does more telling than asking; fails to build trust
2: Basic coaching approach; asks some questions but quickly moves to giving advice
3: Strong coaching style with good balance of inquiry and guidance; builds rapport effectively
4: Exceptional coach who creates trust, asks powerful questions, and develops manager's capabilities

Sales Performance Diagnosis Skills

0: Not Enough Information Gathered to Evaluate
1: Superficial analysis; jumps to conclusions without thorough diagnosis
2: Identifies some key issues but misses underlying factors or connections
3: Thorough diagnostic approach that uncovers root causes through effective questioning
4: Exceptional analytical skills that reveal hidden patterns and root causes while building manager's diagnostic abilities

Solution Quality & Practicality

0: Not Enough Information Gathered to Evaluate
1: Generic or impractical solutions; one-size-fits-all approach
2: Reasonable solutions but may lack specificity or implementation details
3: Well-crafted, practical solutions tailored to the specific situation with clear implementation steps
4: Innovative yet practical solutions that address immediate issues while building long-term capabilities

Sales Management Expertise

0: Not Enough Information Gathered to Evaluate
1: Limited knowledge of sales management best practices; surface-level guidance
2: Solid understanding of sales management fundamentals but lacks depth in some areas
3: Strong knowledge of sales management with relevant frameworks and proven approaches
4: Exceptional expertise with sophisticated understanding of sales management principles, systems, and techniques

Leadership Development Focus

0: Not Enough Information Gathered to Evaluate
1: Focuses solely on fixing the immediate problem; neglects manager development
2: Some attention to developing the manager but primarily problem-focused
3: Strong balance of problem-solving and manager development with clear growth focus
4: Exceptional approach that simultaneously resolves issues while significantly developing the manager's capabilities

Increase annual revenue by [X]% within first year

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; coaching approach unlikely to drive significant performance improvement
2: May Partially Achieve Goal; reasonable approach but may not produce substantial revenue impact
3: Likely to Achieve Goal; demonstrates ability to diagnose and address revenue challenges effectively
4: Likely to Exceed Goal; exceptional coaching approach that would transform sales performance

Develop and implement a comprehensive sales training and enablement program

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; shows limited understanding of training and enablement needs
2: May Partially Achieve Goal; basic grasp of training requirements but approach lacks sophistication
3: Likely to Achieve Goal; demonstrates strong understanding of effective sales training and development
4: Likely to Exceed Goal; shows exceptional insight into creating transformative training and enablement programs

Interview Recommendation

1: Strong No Hire; ineffective coaching approach that could damage team performance
2: No Hire; basic coaching skills but insufficient for senior leadership role
3: Hire; strong coaching approach that would develop effective sales managers
4: Strong Hire; exceptional coaching ability that would transform sales leadership capabilities

Strategic Vision & Business Acumen Interview

Directions for the Interviewer

This interview assesses the candidate's strategic thinking, business acumen, and ability to align sales strategies with broader business objectives. Your goal is to evaluate how the candidate approaches complex sales challenges, their understanding of market dynamics, and their ability to develop strategic solutions that drive sustainable growth.

Focus on understanding the candidate's ability to think strategically about sales, rather than just tactically. Explore their approach to analyzing markets, developing go-to-market strategies, and making resource allocation decisions. The best candidates will demonstrate a sophisticated understanding of business fundamentals while showing how they've translated that understanding into effective sales strategies.

Best practices for this interview:

Review the candidate's resume to identify strategic initiatives they've led
Begin with broader questions before diving into specifics
Probe for evidence of strategic thinking in past roles
Ask for specific examples that demonstrate business acumen
Assess ability to connect sales strategies to broader business objectives
Note how they measure success beyond just revenue numbers
Evaluate adaptability to changing market conditions
Save 10 minutes at the end for candidate questions

Directions to Share with Candidate

"This conversation will focus on your strategic thinking and business acumen as they relate to sales leadership. We'll explore your approach to developing and implementing sales strategies, how you align sales with broader business objectives, and your experience navigating complex market challenges. I'm interested in hearing specific examples from your experience as well as how you might approach strategic challenges in our context. Please feel free to ask clarifying questions as we go."

Interview Questions

How do you approach developing a comprehensive sales strategy for an organization? Walk me through your process and key considerations.

Areas to Cover

Their strategy development methodology
How they gather and analyze market data
Key factors they consider in strategy formulation
How they balance short and long-term objectives
Stakeholder involvement in the process
Implementation and adaptation approaches
How they measure strategic success

Possible Follow-up Questions

How do you ensure your sales strategy aligns with broader business goals?
What data sources do you find most valuable when developing strategy?
How do you prioritize different market opportunities?
How do you secure buy-in from your team and executive leadership?

Tell me about a time when you had to significantly pivot your sales strategy due to market changes or competitive pressures. What was your approach and what were the results?

Areas to Cover

The specific challenge or market shift
How they identified the need to change
Their analysis process
The strategic shift they implemented
How they managed the transition
Resistance encountered and how it was overcome
Outcomes and lessons learned

Possible Follow-up Questions

How did you identify that a strategic shift was needed?
How did you communicate the change to your team?
What resistance did you encounter and how did you overcome it?
What would you do differently if faced with a similar situation?

How do you approach analyzing a new market opportunity, and what factors do you consider when deciding whether to pursue it?

Areas to Cover

Market analysis methodology
Key evaluation criteria
Data sources utilized
Risk assessment approach
Resource requirement considerations
Decision-making process
How they build consensus around opportunities

Possible Follow-up Questions

Can you provide a specific example of a market opportunity you evaluated?
How do you assess the potential return on investment?
How do you determine the appropriate go-to-market strategy?
How do you balance resource allocation across multiple opportunities?

Describe how you've aligned sales strategies with product development to create a cohesive go-to-market approach.

Areas to Cover

Collaboration methods with product teams
How they influence product roadmaps
Voice of customer integration
Market feedback mechanisms
Launch planning and execution
Measurement of successful alignment
Challenges in alignment and how they were addressed

Possible Follow-up Questions

How have you resolved conflicts between sales and product priorities?
How do you ensure sales teams are prepared to sell new products effectively?
What processes have you implemented to facilitate collaboration?
How do you balance current customer needs with future product direction?

What experience do you have in expanding into new markets or segments, and what approach did you take to ensure success?

Areas to Cover

Specific market expansion examples
Research and preparation methods
Resource allocation decisions
Team structure and hiring approach
Go-to-market strategy development
Challenges encountered and solutions
Results and key learnings

Possible Follow-up Questions

How did you adapt your sales approach for the new market?
What unexpected challenges did you encounter?
How did you determine the right team structure for the expansion?
What metrics did you use to measure success?

How have you leveraged data and analytics to inform sales strategy and improve performance?

Areas to Cover

Types of data and analytics utilized
Specific tools and methodologies
How insights were translated into action
Performance improvement examples
Implementation challenges
Team adoption approach
Results and impact

Possible Follow-up Questions

What key performance indicators do you find most valuable?
How do you ensure data quality and relevance?
How have you used predictive analytics in your sales approach?
How do you balance data-driven decisions with experience and intuition?

In the context of our industry, what do you see as the biggest challenges and opportunities for sales organizations over the next 2-3 years?

Areas to Cover

Industry knowledge and insight
Understanding of market trends
Competitive landscape awareness
Technological impact assessment
Customer behavior predictions
Strategic recommendations
Innovative thinking

Possible Follow-up Questions

How would you position our sales organization to address these challenges?
What sales capabilities would be most important to develop?
How would you measure success in adapting to these changes?
How do you stay informed about emerging trends and disruptions?

Interview Scorecard

Strategic Thinking

0: Not Enough Information Gathered to Evaluate
1: Primarily tactical; limited evidence of big-picture thinking or long-term planning
2: Shows some strategic thinking but lacks depth or sophisticated analysis
3: Demonstrates strong strategic thinking with clear methodologies and examples
4: Exceptional strategic thinker with sophisticated approach to complex market challenges

Business Acumen

0: Not Enough Information Gathered to Evaluate
1: Limited understanding of business fundamentals; narrow sales perspective
2: Basic business understanding but gaps in connecting sales to broader business objectives
3: Strong business acumen with clear ability to align sales strategies with company goals
4: Exceptional business insight with sophisticated understanding of financial, market, and operational factors

Market Analysis & Opportunity Assessment

0: Not Enough Information Gathered to Evaluate
1: Superficial market analysis; relies on assumptions rather than data
2: Basic market analysis capabilities but limited depth or rigor
3: Strong analytical approach with clear methodology and evaluation criteria
4: Exceptional market analysis skills with sophisticated frameworks and insightful conclusions

Strategic Adaptability

0: Not Enough Information Gathered to Evaluate
1: Rigid approach; struggles to adapt to changing conditions
2: Can adapt when necessary but reactive rather than proactive
3: Demonstrates good strategic adaptability with examples of successful pivots
4: Exceptional adaptability with evidence of anticipating changes and positioning proactively

Cross-Functional Strategic Alignment

0: Not Enough Information Gathered to Evaluate
1: Sales-centric view with limited cross-functional perspective
2: Recognizes importance of alignment but limited examples of successful execution
3: Strong cross-functional approach with clear examples of effective collaboration
4: Exceptional ability to create strategic alignment across departments with significant impact

Create strategic partnerships with key accounts

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; transactional approach to customer relationships
2: May Partially Achieve Goal; understands strategic relationships but limited execution examples
3: Likely to Achieve Goal; demonstrated ability to build strategic partnerships with tangible benefits
4: Likely to Exceed Goal; exceptional track record of transformative strategic partnerships

Develop and implement a comprehensive sales strategy

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; lacks strategic depth or implementation capability
2: May Partially Achieve Goal; can develop strategy but execution may be inconsistent
3: Likely to Achieve Goal; strong strategy development and implementation track record
4: Likely to Exceed Goal; exceptional strategic vision with proven implementation success

Interview Recommendation

1: Strong No Hire; significant gaps in strategic thinking and business acumen
2: No Hire; meets some requirements but lacks strategic depth required for role
3: Hire; strong strategic thinker with good business acumen
4: Strong Hire; exceptional strategic leader who would elevate the organization's capabilities

Team Leadership & Management Interview

Directions for the Interviewer

This interview focuses on the candidate's approach to leading and managing sales teams. Your goal is to evaluate their leadership philosophy, management style, performance management approach, and ability to build high-performing teams. A successful VP of Sales needs to effectively lead, develop, and motivate teams to achieve exceptional results.

Explore the candidate's methods for recruiting, developing, and retaining top talent, as well as their approach to setting expectations, providing feedback, and managing performance. Look for evidence of their ability to create a positive, performance-oriented culture while maintaining high standards. The best candidates will demonstrate a balanced leadership approach that combines focus on results with genuine concern for team development.

Best practices for this interview:

Review any previous feedback about the candidate's leadership style
Begin with broader questions about leadership philosophy
Ask for specific examples that demonstrate their management approach
Look for consistency between stated philosophy and actual behaviors
Probe for both successes and challenges in leadership roles
Assess their approach to difficult conversations and underperformance
Evaluate their methods for motivating and developing diverse team members
Save 10 minutes at the end for candidate questions

Directions to Share with Candidate

"In this conversation, we'll focus on your approach to leading and managing sales teams. I'm interested in understanding your leadership philosophy, management style, and how you develop high-performing teams. Please share specific examples from your experience that illustrate your approach to recruiting, developing, motivating, and managing sales professionals. We'll also discuss how you handle various leadership challenges and your methods for creating a positive, results-oriented culture."

Interview Questions

Describe your leadership philosophy and how it has evolved throughout your career. How does this philosophy manifest in your day-to-day management of sales teams?

Areas to Cover

Core leadership principles and values
Evolution of leadership approach over time
How philosophy translates to daily actions
Influence of mentors or role models
Adaptation to different team dynamics
Self-awareness of leadership strengths and areas for growth
Examples of philosophy in practice

Possible Follow-up Questions

How has your leadership approach changed as you've advanced in your career?
How do you adapt your leadership style to different individuals on your team?
What leadership principles do you find most important in sales organizations?
How do you balance driving results with developing your team?

Walk me through your approach to recruiting, hiring, and onboarding sales talent. What qualities do you look for, and how do you ensure new hires succeed?

Areas to Cover

Talent identification methodology
Interview and assessment approach
Key attributes valued in sales candidates
Onboarding program design
Ramp-up expectations and management
Common hiring pitfalls and how they're avoided
Success measurement for new hires

Possible Follow-up Questions

How do you assess cultural fit while ensuring diversity of thought?
What's your approach to evaluating a candidate's potential versus experience?
How have you reduced ramp time for new sales hires?
What's your success rate with new hires, and how do you measure it?

Tell me about a time when you inherited or had to turn around an underperforming sales team. What was your approach and what were the results?

Areas to Cover

Initial assessment methodology
Identification of key issues
Action plan development
Communication approach with the team
Performance management actions taken
Cultural changes implemented
Timeline and measurement of improvement
Long-term outcomes

Possible Follow-up Questions

How did you identify the root causes of underperformance?
How did you handle resistant team members?
What were the most effective changes you implemented?
What would you do differently if faced with a similar situation today?

How do you approach coaching and developing sales professionals at different stages of their careers?

Areas to Cover

Coaching philosophy and methodology
Development planning process
Differentiation for varying experience levels
Feedback delivery approach
Skill development techniques
Mentoring versus coaching balance
Success stories and examples

Possible Follow-up Questions

How do you identify development needs in your team members?
What coaching techniques have you found most effective?
How do you handle someone who is resistant to coaching?
How do you measure the effectiveness of your coaching?

Describe your approach to setting targets, tracking performance, and holding your team accountable. How do you manage underperformance?

Areas to Cover

Goal-setting methodology
Performance metrics and KPIs utilized
Performance review cadence and structure
Accountability systems
Recognition and reward approaches
Early intervention strategies
Progressive discipline process
Improvement plan design and management

Possible Follow-up Questions

How do you ensure targets are challenging yet achievable?
What performance management tools or systems have you found most effective?
How do you balance team versus individual accountability?
What's your success rate in turning around underperformers?

How have you fostered collaboration, knowledge sharing, and a positive team culture in your previous sales organizations?

Areas to Cover

Culture-building strategies
Team communication systems
Collaboration initiatives
Competition versus cooperation balance
Recognition programs
Team-building approaches
Knowledge sharing mechanisms
Values reinforcement methods

Possible Follow-up Questions

How do you balance healthy competition with teamwork?
What team rituals or traditions have you found most effective?
How do you measure team morale and engagement?
How have you handled toxic personalities that threaten team culture?

Tell me about the most difficult personnel decision you've had to make as a sales leader. How did you approach it, and what did you learn?

Areas to Cover

Nature of the difficult decision
Decision-making process
Factors considered
Communication approach
Implementation steps
Impact on team and organization
Personal challenges faced
Lessons learned and applied

Possible Follow-up Questions

How did you ensure fairness in the process?
How did you communicate the decision to the individual and the team?
What would you do differently if faced with a similar situation?
How did this experience influence your leadership approach?

Interview Scorecard

Leadership Philosophy & Approach

0: Not Enough Information Gathered to Evaluate
1: Underdeveloped leadership approach; reactive or inconsistent philosophy
2: Basic leadership philosophy but limited depth or self-awareness
3: Well-developed leadership approach with clear principles and application
4: Exceptional leadership philosophy that inspires high performance while developing people

Talent Management

0: Not Enough Information Gathered to Evaluate
1: Basic hiring approach; limited sophistication in talent assessment or development
2: Reasonable talent management skills but gaps in recruitment or development
3: Strong talent manager with effective hiring, onboarding, and development practices
4: Exceptional talent strategist with sophisticated approach to building high-performing teams

Performance Management

0: Not Enough Information Gathered to Evaluate
1: Inconsistent or ineffective performance management; avoids difficult conversations
2: Basic performance management skills but may lack rigor or consistency
3: Strong performance manager with clear expectations, feedback, and accountability
4: Exceptional performance leader who consistently drives results while developing capabilities

Team Development & Coaching

0: Not Enough Information Gathered to Evaluate
1: Limited coaching skills; focuses on directives rather than development
2: Basic coaching ability but lacks depth or differentiation for different needs
3: Strong coach with effective development strategies for various team members
4: Exceptional developer of talent with sophisticated coaching approaches and outstanding results

Culture Building & Team Engagement

0: Not Enough Information Gathered to Evaluate
1: Limited focus on culture; primarily concerned with individual performance
2: Recognizes importance of culture but limited evidence of deliberate culture-building
3: Effective culture builder with clear strategies for engagement and collaboration
4: Exceptional at creating high-performance cultures that balance results with positive environment

Build and scale a high-performing sales organization

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; lacks effective team-building approach or track record
2: May Partially Achieve Goal; can manage teams but scaling capability is questionable
3: Likely to Achieve Goal; demonstrated ability to build and scale effective teams
4: Likely to Exceed Goal; exceptional track record of building industry-leading sales organizations

Develop and implement a comprehensive sales training program

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited experience with training program development
2: May Partially Achieve Goal; basic training capabilities but lacks sophistication
3: Likely to Achieve Goal; strong track record of effective training program implementation
4: Likely to Exceed Goal; exceptional ability to create transformative development programs

Interview Recommendation

1: Strong No Hire; significant concerns about leadership approach or team management
2: No Hire; meets some requirements but lacks leadership depth needed for role
3: Hire; strong leader who would effectively develop and manage sales teams
4: Strong Hire; exceptional leader who would transform the sales organization

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 required 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

Question: 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.

Question: 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.

Question: What are the candidate's strengths and areas of concern based on our evaluation criteria?

Guidance: Focus the discussion on the essential behavioral competencies and desired outcomes identified for the role. Ensure each interviewer shares their perspective on the candidate's capabilities.

Question: 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.

Question: 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.

Question: 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.

Question: 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

Reference checks are a critical final step in the hiring process for a VP of Sales. They provide valuable third-party insights into the candidate's leadership capabilities, sales performance, and working style. Your goal is to verify information provided by the candidate and gain additional perspective on their strengths and potential areas for development.

Before conducting reference checks, review the candidate's interview feedback and identify specific areas you want to explore further. Prepare by familiarizing yourself with the candidate's claimed achievements and relationships. Ideally, speak with former supervisors, peers, and direct reports to gain a well-rounded view of the candidate.

Best practices for reference checks:

Ask the candidate to arrange the calls, indicating their consent
Aim for 3-5 references, including supervisors, peers, and direct reports
Conduct the calls via phone rather than email to foster candid conversation
Begin by explaining the role and key responsibilities
Use a consistent set of questions for comparability
Listen for hesitations or qualifiers that might indicate concerns
Ask probing follow-up questions when needed
Take detailed notes during the conversation
Stay alert to red flags or inconsistencies
Consider the relationship between the reference and candidate when weighing feedback

Questions for Reference Checks

Can you describe your relationship with [Candidate] and how long you've known each other?

Guidance for Interviewer

Establish the context of the relationship (supervisor, peer, direct report)
Note the duration and recency of the relationship
Understand how closely they worked together
Assess potential biases or limitations in the reference's perspective

In what capacity did you work with [Candidate], and what were their primary responsibilities in the role?

Guidance for Interviewer

Verify the candidate's role and responsibilities as presented
Understand the reference's vantage point for observing the candidate
Note any discrepancies between the candidate's description and the reference's account
Get context about the organization, team size, and scope of responsibility

What would you say are [Candidate]'s greatest strengths as a sales leader?

Guidance for Interviewer

Listen for alignment with competencies required for your role
Note specific examples that illustrate these strengths
Observe whether the strengths mentioned align with interview observations
Ask for examples of how these strengths impacted business results

In your experience, what areas would you suggest [Candidate] focus on for continued professional development?

Guidance for Interviewer

Listen for potential red flags or development needs
Note how the reference frames development areas (significant weaknesses vs. growth opportunities)
Assess whether mentioned development areas would impact success in your role
Consider whether your organization can support the candidate's development needs

How would you describe [Candidate]'s leadership style and their effectiveness in building and developing high-performing teams?

Guidance for Interviewer

Listen for specific leadership traits and approaches
Note examples of team building and development initiatives
Assess alignment with your organization's culture and expectations
Listen for information about talent retention and team satisfaction

Can you tell me about [Candidate]'s track record in terms of sales performance and achieving targets?

Guidance for Interviewer

Verify specific performance metrics mentioned by the candidate
Understand the context of achievements (market conditions, team composition)
Ask about consistency of performance over time
Note how the candidate was ranked relative to peers

How would you describe [Candidate]'s approach to collaboration with other departments such as Marketing, Product, and Customer Success?

Guidance for Interviewer

Listen for cross-functional relationship building abilities
Note any tensions or challenges in working across departments
Assess strategic alignment capabilities
Consider how the candidate's approach would work in your organization

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

Guidance for Interviewer

Pay attention to both the rating and the explanation
Note enthusiasm or hesitation in the response
Ask what would make it a 10 if the rating is lower
Consider this rating in the context of the reference's overall feedback

Reference Check Scorecard

Leadership Effectiveness

0: Not Enough Information Gathered to Evaluate
1: Concerning feedback about leadership effectiveness; multiple examples of challenges
2: Mixed feedback; some positive leadership qualities but notable limitations
3: Strong positive feedback about leadership capabilities with few concerns
4: Exceptional leadership effectiveness; reference enthusiastically endorses

Sales Performance Track Record

0: Not Enough Information Gathered to Evaluate
1: Underwhelming performance history; inconsistent results or missed targets
2: Adequate performance but not exceptional; met but rarely exceeded targets
3: Strong performance record with consistent target achievement
4: Outstanding performance history; consistently exceeded targets and expectations

Team Development Capability

0: Not Enough Information Gathered to Evaluate
1: Limited team development capability; high turnover or team performance issues
2: Basic team management but lacks sophisticated development approach
3: Strong team developer with good retention and development examples
4: Exceptional talent developer; reference cites specific examples of team growth

Cross-Functional Collaboration

0: Not Enough Information Gathered to Evaluate
1: Problematic collaborator; examples of departmental conflicts or silos
2: Adequate collaboration but room for improvement
3: Strong collaborator who effectively works across departments
4: Outstanding cross-functional leader who creates alignment and synergy

Strategic Capability

0: Not Enough Information Gathered to Evaluate
1: Primarily tactical; limited strategic thinking or vision
2: Some strategic capability but lacks sophistication or execution
3: Strong strategic thinker with good implementation track record
4: Exceptional strategist who drives transformative initiatives

Increase annual revenue by [X]%

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; reference indicates inconsistent revenue performance
2: May Partially Achieve Goal; moderate success with revenue targets historically
3: Likely to Achieve Goal; reference confirms strong revenue achievement history
4: Likely to Exceed Goal; reference provides evidence of exceptional revenue performance

Build and scale a high-performing sales organization

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; reference notes challenges with team building and scaling
2: May Partially Achieve Goal; mixed feedback on organizational development
3: Likely to Achieve Goal; reference confirms strong team building capabilities
4: Likely to Exceed Goal; reference enthusiastically endorses organizational leadership

Frequently Asked Questions

How should I prepare to use this VP of Sales interview guide?

Review the entire guide thoroughly before your interviews. Familiarize yourself with the questions, evaluation criteria, and the structure of each interview. Consider the specific needs of your organization and adapt questions as needed. For the role play exercise, ensure the scenario reflects challenges relevant to your organization. Also, review the candidate's resume and note areas you want to explore further in each interview. Our article on how to conduct a job interview provides additional preparation tips.

How important is industry experience for a VP of Sales candidate?

While industry experience can be valuable, don't overemphasize it at the expense of leadership capability, sales methodology expertise, and proven performance. A strong VP of Sales with experience in adjacent industries often brings fresh perspectives and innovative approaches. Focus on transferable skills, adaptability, and learning agility. The candidate's ability to quickly understand your business model, value proposition, and competitive landscape is more important than specific industry background. Consider whether your company has strong product and industry knowledge that can support the candidate's learning curve.

What are the most important competencies to look for in a VP of Sales?

Focus on strategic sales leadership, team development capabilities, sales process expertise, business acumen, and cross-functional collaboration skills. The most successful VP of Sales candidates demonstrate a balance of strategic vision and execution capability. Look for evidence of their ability to build and develop high-performing teams, their approach to sales methodology and process optimization, and their track record of revenue achievement. Our guide on key competencies for sales roles provides further insights.

How should we evaluate candidates who have been individual contributors or lower-level managers but haven't held a VP-level position?

Assess their leadership capabilities, strategic thinking, and readiness for expanded responsibility. Look for evidence of informal leadership, strategic contributions beyond their formal role, and success in managing projects or initiatives. Pay particular attention to their team development approach, strategic vision, and business acumen. Consider whether your organization can support their growth into the role. The chronological interview is particularly important for these candidates to understand their career progression and how they've prepared themselves for this level of leadership.

What if there's disagreement among the interview team about a candidate?

Use the debrief meeting to openly discuss differing perspectives. Focus on specific evidence from the interviews rather than general impressions. Review the candidate's performance against the established competencies and desired outcomes. Consider whether areas of concern could be developed with proper support or whether they're fundamental to success in the role. Sometimes, additional reference checks or a follow-up conversation with the candidate on specific topics can help resolve disagreements. The hiring manager should make the final decision after considering all input.

How can we ensure our assessment of sales leadership capability is objective?

Stick to the structured interview format and evaluation criteria in this guide. Focus on behavioral evidence from the candidate's past experiences rather than hypothetical scenarios. Use the role play exercise to directly observe coaching capability. Triangulate information across multiple interviews and references. Be aware of unconscious biases that might influence your assessment. Complete your scorecard independently before discussing with other interviewers. Our article on using interview scorecards provides additional guidance on objective evaluation.

What questions should I be prepared to answer from strong VP of Sales candidates?

Be prepared to discuss your company's growth strategy, market position, competitive landscape, sales team structure and performance, challenges and opportunities, sales technology stack, and compensation structure. Strong candidates will also ask about the executive team dynamic, decision-making processes, available resources, key performance indicators, and opportunities for impact. They may also inquire about the reasons for hiring for this position and any previous challenges in the role or department.