If you’ve hired great salespeople, they should onboard themselves into the role. In this Sales Management Minute, learn the flaws of this line of thinking.

When I start talking with executives about sales onboarding, some respond by saying that they don’t need to have a sales onboarding program. They ask me why companies need to spoon-feed newly-hired salespeople if they are truly great. Shouldn’t they be able to figure out how to sell for the company on their own?

The flaw in this line of thinking is that the output of the interview process is a great salesperson. It’s not. The output of a well-crafted interview process is someone with the potential to be a great salesperson for the company. That potential is only recognized when a sales onboarding program is put in place.

While one could argue that top salespeople will eventually figure out how to sell for the company on their own. Maybe that is your argument as well. If it is, consider these three questions?

1. Do you want to unnecessarily risk the investment you’ve made in these salespeople?

2. Do you want to extend the timeline for when these salespeople produce meaningful revenue for the company?

3. Do you want to continually deal with salespeople asking for lower pricing because they haven’t been taught how to sell the value your products offer?

If you answered “no” to any of these three questions, you have said “yes” to launching a sales onboarding initiative in your company. Protecting the investment, shortening sales production timelines, and ensuring salespeople can sell at the desired price point are just three of the benefits sales onboarding affords your company.

You can learn more about sales hiring and onboarding in “Hire Right, Higher Profits.”

See you next time on the Sales Management Minute.