Written by John Mirtich, Vice President, Strategic Solutions
Sales hiring is no easy task for a sales leader. Whether you are building a sales team from the ground up, expanding your current team, or reorganizing all together, sales hiring requires measuring a unique set of traits before bringing someone new into the organization. If you’re in the process of building a sales team and you keep asking yourself if you should be hiring for potential vs experience, you’re asking the wrong question. I’ve been at this for over thirty years, and I’ve seen time and time again that in most cases you need both, but for different reasons.
Experience: Not always the quick fix
In sales hiring, experienced candidates definitely bring their fair share of assets to the role. They have the battle scars and are not disillusioned by a deal that has gone south. Believe me, I’ve left probably hundreds of botched deals littering my floor over a successful career. Experience has taught me how to navigate a sales cycle, manage a pipeline, and close under pressure without flinching. Getting ghosted becomes part of the job and you know how to pivot without panicking.
When you need results now, most hiring managers debating on whether to hire for potential vs experience opt for the seasoned veteran. These are the people who can immediately step into uncertainty and find a way to get it done. They get up to speed quickly and ask the right questions to shorten the sales cycle and earn revenue and commissions fast.
I’ve seen a lot of experienced reps come and go but you must realize that not all experience is created equal. 10 or 15 years in sales may sound impressive, but it doesn’t automatically equate to the person being a high performer. Organizations pay a premium for tenure when it comes to sales hiring, so be careful on who you choose to place your bets.
Potential: The long game
Hiring for potential can be tricky and unpredictable, but also incredibly successful. I’ve found that many reps classified as high potential are the aggressive and hungry ones. They ask a lot of questions, but more importantly, they listen, take feedback, and use the newfound knowledge to generate revenue.
The tradeoff in sales hiring when opting for potential over experience is that they’ll likely make mistakes initially and take longer to get up to speed which means a longer lag between hire and profitability. But in the end, if you hire the right individual with potential, it may be one of your most strategic moves and an overall smart investment for continued growth.
Is experience or potential better for your team?
Over the years, what I’ve seen work best is a balance of the two. Think of it like your investment portfolio. Most financial advisors wouldn’t recommend you go all-in on crypto or dump everything into municipal bonds but instead strike a balance. Too many hires with potential and you could be one quarter away from a somber discussion with the board. Too much experience and your team can stagnate or get too comfortable.
When you blend both, I find that the result is a motivated team with passion. Let experience mentor potential and let potential challenge experience. Both levels of tenure need to show up every day with curiosity, accountability, resilience, and ownership. Also, when hiring for experience vs potential, be certain your hires fit within the company culture. Sales assessments such as Talogy’s Caliper help you spot the best matches for your organization early before someone’s polished resume slips toxic habits into your team.
How to succeed in sales hiring
Sales hiring is an art and must be approached strategically to build a high performing team that drives results now and scales later. Experience gives you the foundation, potential injects energy, and you need both if you want a team that actually produces results. So, when debating on hiring for potential vs experience, know that a truly impactful and successful sales team requires striking a balance between the two, knowing both groups have something unique to bring to the table.
About the author: John Mirtich, M.A. champions and supports client partnerships. He helps move along a project providing guidance and resources to ensure its smooth execution and accomplishment. He uses his influence and expertise to remove obstacles, secure necessary funding, and align the project’s objectives with the organization’s overall vision. Ultimately, with a direct line to department executives, he ensures that the project is strategically aligned, well-resourced, and fully supported at every stage.
