Now Hiring Salespeople

Rejection isn't a side effect of the job in B2B sales. Rejection is the job. The best reps I've ever managed weren't immune to rejection. They just stopped treating it like it meant something personal. Here's the mindset shift that separates the reps who last from the ones who don't. When a prospect says no, there's information in that no. What objection came up? At what point in the conversation did they lose interest? Was it the opening, the discovery, the follow-up? Top performers track patterns. Not because they're obsessed with data for its own sake, but because they know that every no is a clue that points toward the next yes. They also understand something that takes most reps years to internalize: no doesn't mean never. It usually means not right now, not the way you just presented it, or not yet. Resilience in sales isn't about being tough. It's about having a short memory for failure and a long memory for what works. The reps who quit aren't always the ones who couldn't handle rejection. They're often the ones who never developed a system for learning from it. Build the system. The job gets easier.

The release date for the book has been set! July 1st 2026!

Preparation is everything when it comes to selling and more so when it comes to getting that sales job. *And someone needs to tell mom to stay home!

The people who think they aren't "cut out for sales" usually make the best salespeople. Introverts can actually thrive in sales! Contrary to popular belief, top sellers are typically 30% less gregarious than average sellers. Overly friendly salespeople sometimes struggle to challenge customer thinking or drive action. They are to focused on a perceived "relationship" over solving the customers real problems. Prospects become customers when they believe that you can help them solve their problem not because they want a new friend.

The follow-up after an interview is one of the simplest ways to separate yourself from other candidates. Almost no one does it well. Think about it from the hiring manager's side. They just spent an hour or more with you. They asked you questions. They shared information about their team, their challenges, their goals. They invested their time. How you follow up tells them exactly how you will follow up with a prospect after a first meeting. It's not lost on them. Here's the formula that works: Send a thank you email within 24 hours. Not a generic one. A specific one. Reference one or two things from the actual conversation. If they mentioned a challenge the team is working through, acknowledge it. If something they said genuinely resonated, say so and say why. For a panel interview, follow up with every person on the panel individually. Not a group email. Each person gets their own note with a specific reference to something they contributed. Most candidates either send nothing or send a copy-paste thank you that takes 30 seconds to write and says absolutely nothing. The candidate who takes ten minutes to write something genuine and specific is the one they remember when they're making the final decision. That's a deal worth closing.

Rejection isn't a side effect of the job in B2B sales. Rejection is the job. The best reps I've ever managed weren't immune to rejection. They just stopped treating it like it meant something personal. Here's the mindset shift that separates the reps who last from the ones who don't. When a prospect says no, there's information in that no. What objection came up? At what point in the conversation did they lose interest? Was it the opening, the discovery, the follow-up? Top performers track patterns. Not because they're obsessed with data for its own sake, but because they know that every no is a clue that points toward the next yes. They also understand something that takes most reps years to internalize: no doesn't mean never. It usually means not right now, not the way you just presented it, or not yet. Resilience in sales isn't about being tough. It's about having a short memory for failure and a long memory for what works. The reps who quit aren't always the ones who couldn't handle rejection. They're often the ones who never developed a system for learning from it. Build the system. The job gets easier

The best hire I ever made had a resume I almost put in the no pile. No direct sales experience. An unconventional background. On paper, not the obvious choice. But in the interview? Coachable. Hungry. Honest about what he didn't know. Genuinely curious about the business and what it would take to succeed. He became one of the best reps I've ever managed. Here's what I've learned after thousands of interviews: resumes don't predict success in entry level B2B sales. They get you the interview. That's all. What actually predicts success? Did they do something — anything — to make money at an early age? That early money motivation doesn't disappear. It compounds. Do they own their failures? Can they tell a story about a time things went wrong and come out of it sounding like someone who learned instead of someone who made excuses? Do they ask good questions? Not just smart questions. Curious ones. People who ask good questions in interviews will ask good questions in front of prospects. Will they do what you tell them to do? Coachable people are defensible. People who want to do it their own way on day one are a problem waiting to happen.

STOP SAYING YOU'RE A RELATIONSHIP PERSON! Did you know that a study was done with 6000+ reps that showed Relationship Builders are the lowest-performing profile in complex B2B sales? People - People often talk themselves out of deals! * study was done by Dixon & Adamson CEB Study

ADHD might be a superpower in sales. And the numbers back it up. Estimates suggest that 30% of salespeople have ADHD. Compare that to roughly 4-6% of the adult population in the US with a current diagnosis. That's not a coincidence. Here's what ADHD brings to a sales environment: Hyperfocus. When a problem is interesting, people with ADHD can go incredibly deep. In sales, that means genuinely understanding a prospect's situation at a level most reps never reach. Cognitive dynamism. The ability to switch between big picture thinking and tactical execution. To spot patterns others miss. To pivot mid-conversation when the pitch isn't landing. Natural humor. Making people feel comfortable and at ease. Two key drivers of trust in any selling relationship. Rapid rejection recovery. People with ADHD have often been adapting to feedback loops and setbacks their entire lives. Hearing no doesn't define them the way it does for others. High emotional intelligence. Attuned to tone, emotion, and micro-reactions in ways that are genuinely useful when reading a buyer's intent. It can also create friction. Details matter in sales. Follow-up matters. CRM hygiene matters. Those can be harder. But in an environment defined by uncertainty, rejection, and constant change? The same wiring that frustrated teachers can thrive. The image below relates the "behavior" with it's particular "gift".

Most candidates treat every interview exactly the same. The ones who get hired don't. Every manager who interviews you has a different lens. Different priorities. Different fears. Different things they're listening for in every single answer. Learning to read who's sitting across from you and flex your communication accordingly is one of the most underrated interview skills in existence. It's also exactly the skill you'll use every single day in sales. Now Hiring Salespeople releases July 1st and it breaks down the 5 different personas of each of these hiring managers. Do you have an interview you need to practice for before the book comes out? Check out the prep like a pro section of our website with 100 interview questions, suggested answers and why they are asking. https://lnkd.in/esrJzKT5