I'll provide you with my resume and three behavioral interview questions. I want you to reference my resume experience to answer the questions using the STAR method (situation-task-action-results). Make sure to use descriptive language and include measurable results. Here's my resume: Your Name CSP with 10+ years in global sales name@gmail.com +1-656-482-2606 Los Angeles, CA Achievements ====== Increased inbound sales success rate by 30% By combining new demo practices and mapping out data-driven acquisition funnel in real-time Achieved top 5% sales ranking By volume and quota for two years in a row Experience ====== Sales Manager Rolfson 01/2016 - Ongoing Los Angeles, CA Rolfson is an all-in-one collaboration tool, that looks like a spreadsheet but provides powerful functionalities for a comprehensive ERP solution. - Exceeded sales target standards by an average of 44% in an ultra-competitive ERP software niche during the first year - Developed three previously unused customer acquisition channels: social, email, inbound sales to grow potential customer database by 450% - Consolidated the clients territory and grew the sales in new clients by 35% of the sales accomplished Sales Specialist Crist 01/2014 - 01/2016 Los Angeles, CA Crist is a young and ambitious company offering professional development services to clients around the world. I am responsible for UX and UI design of banking and financial products for the Orwell Group. - Designed & developed website for online editor http://3dhomeonline.com/editor - Achieved 100% user approval rating of world-class application redesign - Responsibility for establishing a lean, user-centered design process and culture across a digital team of 6 - Worked on a team of 6 to build an educational app that teaches electrical engineering concepts to kids Sales Representative Dufour 01/2010 - 01/2014 Los Angeles, CA Dufour is a company, which helps ambitious senior managers with entrepreneurial dreams launch successful technology-driven businesses, built to scale. - Assigned as one out of 10 key advising representative for top tier merchants for a new product line - Facilitated $600,000 worth of new business annually after implementing new direct sales strategy - Personally responsible for 75 and 120 new accounts in 2011 and 2012 years through cold calling - Nurtured, managed, and grew a $2.1 million customer database as an account manager over three years Education ====== Strategic Marketing University of California, Berkeley 01/2006 - 01/2012 Certification ====== Software Processes and Agile Practices University of Alberta Client Needs and Software Requirements University of Alberta Skills ====== Soft Set - Negotiation - Networking - Relationship Building - Maximizing Sales - Cold Calling - Forecasting Tech Stack - Salesforce - Propeller CRM - Pipedrive - Hellosign - WebEx Strengths ====== Connecting with people People feel comfortable with me and my ability to show empathy. This helps with the customer support and constantly thinking of the end client in my work. Presenting & Public Speaking Most comfortable in front of an audience, I have been presenting 7-10 times per week in front of clients and at sales conferences and seminars Active Listening Successfully managed a client portfolio of over 20 ensuring frequent touch points and regular status meetings to ensure continued loyalty by hearing and exceeding their needs Here are the three questions: How do you motivate your sales team? How do you handle conflict within your sales team? Describe a time when you had to turn around a struggling sales team.
Question 1: How do you motivate your sales team?
Answer: As a sales manager at Rolfson, I motivated my sales team in several ways. One example is when I noticed a dip in morale and productivity, I organized a team-building activity that resulted in the team achieving their sales goals for the month. In another instance, I created a recognition program that highlighted individual and team achievements, which improved their engagement and boosted their confidence. I also held regular one-on-one meetings with each salesperson to discuss their goals, provide feedback, and encourage them to take ownership of their sales process. By implementing these strategies, I was able to improve the team's performance and increase our inbound sales success rate by 30%.
Situation: I noticed a dip in morale and productivity among the sales team.
Task: Motivate the sales team.
Action: Organized a team-building activity, created a recognition program, held regular one-on-one meetings with each salesperson.
Result: Improved the team's performance, increased inbound sales success rate by 30%.
Question 2: How do you handle conflict within your sales team?
Answer: Conflict within a sales team can be challenging to manage. As a sales manager at Rolfson, I believe in being proactive and addressing conflicts before they escalate. In one instance, I noticed two salespeople had different approaches to selling the same product and were competing against each other. To handle the conflict, I scheduled a meeting with both salespeople and facilitated an open and honest conversation about their concerns. We discussed the differences in their approach and identified ways they could complement each other's sales style. We also established clear guidelines for collaboration and agreed to have regular check-ins to ensure that the conflict did not resurface. By addressing the conflict head-on, we were able to avoid any further escalation and foster a more collaborative work environment.
Situation: Two salespeople had different approaches to selling the same product and were competing against each other.
Task: Handle the conflict.
Action: Scheduled a meeting with both salespeople and facilitated an open and honest conversation, discussed differences in their approach, identified ways they could complement each other's sales style, established clear guidelines for collaboration, agreed to have regular check-ins.
Result: Avoided further escalation, fostered a more collaborative work environment.
Question 3: Describe a time when you had to turn around a struggling sales team.
Answer: When I joined Dufour as a sales representative, I was assigned to a struggling sales team that was falling behind on their targets. To turn the team around, I implemented a new direct sales strategy that focused on identifying new business opportunities and building stronger relationships with existing clients. I also worked closely with the team to develop their sales skills and improve their confidence in selling the company's products. As a result of these efforts, the team's sales increased by 35% in the first year. I also personally responsible for 75 and 120 new accounts in 2011 and 2012 years through cold calling. By providing the team with the tools and support they needed to succeed, I was able to turn around a struggling sales team and achieve our sales targets.
Situation: A struggling sales team falling behind on their targets.
Task: Turn around the struggling sales team.
Action: Implemented a new direct sales strategy, worked closely with the team to develop their sales skills, improve their confidence in selling the company's products.
Result: Increased the team's sales by 35%, personally responsible for 75 and 120 new accounts in 2011 and 2012 years through cold calling. Turned around a struggling sales team and achieved sales targets.