Each quarter we hold a sales leader dinner to bring together industry minds for an evening of insightful conversation. We’ve captured the key themes from the night where the group shared their candid thoughts on everything from personality profiling to talent retention strategies.
Personality Profiling: It’s All About Timing
One fascinating debate was around personality profiles. While most agreed on their value, opinions differed on when they’re most effective. The consensus? Using personality profiling too late in the interview process risks it becoming a decision-maker when it’s never designed for that purpose.
Instead, the group found these profiles shine brightest when used:
- Early in hiring to form more effective interviews
- Post-hire for targeted training and development
- For understanding team dynamics and matching the right people to specific accounts
As one attendee showed, these profiles can even help determine which person on your team is best suited to handle particular clients – a practical application that goes beyond the hiring process.
The AI Dilemma: Useful Tools vs. Shiny Objects
Is that new AI tool a game-changer or just another shiny object? This question sparked lively discussion, with several tools getting mentions.
The real challenge, as our guests highlighted, isn’t finding AI tools – it’s finding ones that actually solve your specific problems rather than falling for “shiny toy syndrome.”
One particularly interesting thread explored how AI is revolutionising sales training through simulation. Salespeople have always had to learn in the field because there wasn’t a simulator. AI is now changing that equation.
Role Plays: The Art of the Relevant Assessment
When it comes to interviewing, our dinner guests agreed: skills-based assessments trump tasks and presentations.
But executing effective role plays comes with its own challenges. Do you ask candidates to sell:
- Your company’s product (which they might not understand)
- Their previous company’s product (which you might not understand)
- A simplified third option (which might not showcase real-world abilities)
The conversation revealed there’s no one-size-fits-all answer, but whatever approach you choose, ensuring the assessment actually tests relevant competencies was deemed critical.
The Diversity Conversation We Need to Have
A thought-provoking exchange came when discussing gender diversity in hiring. One observation that resonated was how men tend to apply for roles they aspire to do, while women often wait until they’re certain they can do the job before applying.
The group acknowledged that meaningful diversity should not happen at the decision stage – it requires foundational work in recruitment communication, job descriptions, and employer branding long before interviews begin.
The goal should be to enable hiring managers to pick the best person, knowing the hard work’s been done before candidates even reach them. This means partnering with recruitment specialists who understand how to build inclusive pipelines from the ground up.
Retention: Beyond the Payslip
With talent at a premium, retention strategies took centre stage in our discussion. Several approaches emerged:
- The milestone approach: Creating clear pathways with both financial and competency markers for career progression
- The ownership stake: Smaller companies offering team members a piece of the business to encourage long-term commitment
- Transparency in progression: Ensuring employees always know what’s next in their development journey
The challenge everyone recognised – as you develop people’s skills, you increase their market value. The solution isn’t to stop developing them but to create compelling reasons for them to build their career with you.
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