Sales interview questions: The 10 most common questions and how to answer them

When you are being interviewed for a sales role, the aim is to sell yourself to the interviewer – something most outside of the sales industry would view as easy for those in sales roles. This blog highlights the most common sales interview questions and how you can approach them for the best outcome.

12 mins read
I Stock 1391105410

11 Oct, 2024

Selling yourself is crucial for a sales role – especially when responding to those sales executive interview questions – because hiring managers will want you to sell yourself as you would their products.

At Reed, we have experience with thousands of candidates who are looking for a new sales career, whether they are beginners or experts in the head of sales or sales and marketing director roles – so we have an idea of what sales interview questions you will likely face and how to answer them.

This blog is also a useful resource for those in charge of sales talent acquisition who need sales interview questions ideas to find the best people, whether they are looking for sales manager interview questions, sales director interview questions, or sales executive interview questions.

Here are our top 10 sales interview questions – and how to answer them:

Sales interview questions and answers

What do you know about our company?

This is the most frequent question in a sales interview. The interviewer wants to know if sales interviewees have done their research and understood their organization before their interview.

What kind of answers should candidates give?

If you are not ready to answer this sales interview question, then the interviewer will think that you are also unprepared for making sales calls. The key to answering this question is doing your homework. Make sure you examine the company website of the business you might work for. You should also look at their social media presence – this can involve sites like Facebook, Twitter, Instagram, and even TikTok, but remember that if the company is B2B-oriented, LinkedIn will probably be an important tool.

When answering sales interview questions like this one, think about what drives you and how that drive aligns with the mission statement and employee value proposition of the company you want to join.

What kind of responses should you look for as an employer?

Employers who pose this type of sales interview question should expect candidates to comprehend their business, what drives it, and how that matches their own values. Ideally, responses would contain examples of a candidate’s research, maybe a reference to some sales leaders, what they have posted on LinkedIn, and how that mirrors the company’s culture. It might also include proposals on how to enhance product sales directly to the customer through social media.

Ideally, when responding to sales job interview questions, candidates should be well-informed about your company but also go beyond that and offer constructive suggestions from their research results.

How do you feel about making cold calls?

This is one of the most common sales job interview questions, as cold calling is a vital skill for the job, especially for sales advisor interview questions. The interviewer will want to learn about your background, self-assurance, and character.

What kind of responses should candidates give?

When responding to this sales interview question, you should try and show that you are sociable and can initiate a dialogue.

If you can provide examples of when you have performed this task before, that can be very beneficial.

You could also stress how even though results may vary on a cold call; doing research on the individual and business you are contacting can be very helpful.

What responses should you look for as an employer?

Employers should seek candidates who can reply to this sales advisor interview question in a confident, friendly, and optimistic way.

The reply should always be yes, even if they have never done the task before. This is, after all, their opportunity to sell themselves.

What are your strengths as a sales representative?

This is one of the questions to ask in a sales interview that will really allow the candidates to showcase themselves. It’s an opportunity for interviewees to discuss the main aspects of their previous achievements and how they relate to this new role.

What kind of responses should candidates give?

When responding to this sales interview question, candidates should not only praise the work they have done before but describe what abilities and traits they have that have enabled them to accomplish their objectives.

If you did hundreds of cold calls a day to reach your goals, then brag about it.

If you created a smart email campaign to target specific people, then this sales job interview question will let you explain how and why you did it – and how your strategies can work again for your potential employer.

What responses should you look for as an employer?

Hiring managers should seek candidates who can sell themselves and demonstrate how they have excelled in the past, especially if they are asking sales executive interview questions.

Realistically candidates should mention how they have a passion for solving problems, can be empathetic when talking to prospective customers, and know how to seal a deal.

The past can indicate the future, and if you are a hiring manager asking this sales interview question you will get a sense of how candidates perform and how they are likely to tackle and meet your organization’s sales targets.

What drives you?

When it comes to questions to ask in a sales interview, in this case hiring managers want to understand what motivates a candidate – why do you want to work in sales, what about this job and our company excites you?

What kind of responses should candidates give?

Candidates should try to align their responses to the goals of the company they want to join. Of course, salary and bonus are going to be significant motivational factors, but it is important to expand any answer beyond that.

A good answer to sales interview questions like this would be to emphasize how you exceed your quota and aim to improve your personal best results.

What responses should you look for as an employer?

As an employer, with such sales interview questions and answers, you should seek candidates who can explain why they are enthusiastic and driven.

In response to this question, you will need to ensure that interviewees are being truthful and genuine and can come up with two to four things that are really important to them in a work environment.

This answer shouldn’t be about money, it may be a minor factor, but candidates should talk about topics such as their career goals, diversity, company culture, work environment, targets, personal motivators, and teammates.

What are you looking for in your next job?

Sales interview questions – whether they are for sales executive or sales advisor positions, are often similar to those you will face at most job interviews – and this question is a good example of that.

Interviewers ask this as they want to ensure you are a great fit for their company.

What kind of responses should candidates give?

Candidates responding to such sales job interview questions, should use their understanding of the company they are applying to along with their own interests when answering this question. If you are asked this sales interview question, you could mention workplace culture, tools that are provided by that company or management styles.

You may also want to think about addressing the hiring company’s standards, goals or work environment in your response.

What responses should you look for as an employer?

As the interviewer for a sales role by asking this question you will be looking for insight into your potential employee’s reasoning behind leaving their current role and their hopes and ambitions for the future.

In response to this question, you should look for clear responses – everyone knows what they want – whether that be more job satisfaction, more learning opportunities, or a cooperative team culture. From your interviewee’s response, you should be able to determine whether they are a good match for your business and how they can add a new dimension to your team.

What do you dislike about sales?

This is a sales interview question that will challenge those applying for both sales representative and sales executive roles. Along with questions to ask in a sales interview such as describing your weaknesses, or how you have solved a conflict at work, this can really make a candidate think.

What kind of responses should candidates give?

Anyone who is asked a sales interview question about what they dislike in sales should be honest and candid in their answer – but be sure to balance the negatives by talking about what you enjoy about the job.

There are positives and negatives in every role and field, so being honest is important, but this is another chance to talk about why you applied for the position.

What responses should you look for as an employer?

We all know that sales can be a high-pressure industry – this may be a common theme in response to this question. However, hopefully, your interviewee will emphasize how they cope well with pressure.

In response to this question, you need to look for your candidate to discuss both sides of the issue. Mentioning their negative answer but offsetting the answer with more positives. Obviously, anyone who tells you why they simply don’t like the sector may want to consider changing their career path.

What are you seeking in your next role?

This is a very typical sales advisor interview question that aims to find out if the candidate has a positive, proactive attitude. Hiring managers are looking for people with a growth mindset, who can really contribute to their team.

What kind of responses should candidates give?

For people responding to such sales interview questions, it is important not to dwell too much on what is wrong with your current job. Instead, focus on what you have gained from it and how you are now eager to advance.

What responses should you look for as an employer?

Interviewers want to hear from someone who is focused on the opportunity in front of them – what they can offer to the role and how that will benefit the company, and vice-versa. A hiring manager would want candidates to talk about how they are looking for a new challenge or adventure, and where they can apply the skills they acquired at their current employer to achieve goals for the potential new one.

You should pay close attention to your interviewee’s response looking for signs of trouble in their last position – are they leaving because they had a bad relationship with their manager, or are they looking to work for you because you pay more? If their answer is based on dissatisfaction in their last role, you may want to explore this further, to ensure they are going to be happy working as part of your team.

Hopefully, your interviewee will also give you insight into what most attracted them to your job role – they may have applied because they saw something unique or appealing about your company, This has the potential to give you insight into how effective your talent acquisition strategy is.

Tell me about a time you achieved or were proud of yourself?

When it comes to sales interview questions and answers, you can’t go wrong with this classic. Interviewers ask this sales job interview question as they want to understand your drive to succeed – and what your greatest accomplishments are.

What kind of responses should candidates give?

Candidates should first describe the situation they were in and any problems that needed to be solved, before going on to say what they were assigned and what their objectives were. The next step to answer this sales interview question is to talk about what action you took.

Do this step by step and explain why you did what you did at each stage. It is, of course, essential to then say what the result was.

What responses should you look for as an employer?

Hiring managers should expect candidates to remember that they are interviewing for a sales role, so any answer should be relevant to that sector. You will want to look out for a time when a candidate was determined, and reaped rewards as a result of their actions. If an interviewee has data to support what they are saying this will help provide a close to perfect answer.

How would your coworkers describe you?

This sales interview question reveals how well a candidate can assess themselves, and also gives hiring managers a sense of how they would fit in with their organization’s culture and existing team members.

What kind of responses should candidates give?

A good response would see you showcase your abilities and positivity, by talking about how coworkers always praise your perseverance or how goal-driven you are. It is also important to stress how you enjoy the company of your colleagues, how you collaborate well with others as part of a team, and that you enjoy working in a positive and friendly environment.

What responses should you look for as an employer?

When answering this sales jobs interview question, employers will want to hear how someone will adapt to their culture, and how they can adjust to the environment around them. Being part of a team and getting along with other team members is essential.

How did you close your biggest sale?

This question is likely to come up whether you are asking sales executive interview questions, sales director interview questions or sales manager interview questions. This is another opportunity for interviewees for sales roles to sell themselves and talk about how the work they have done has led to tangible success.

What kind of responses should candidates give?

Sales interview questions like this are testing you for examples of your sales achievements. A good response could include details of how you worked with a customer who was unsure about making a purchase and how you convinced them to do so.

What responses should you expect as an employer?

This sales interview question is asking for a concrete example of success, supported by data and information as to how the outcome was achieved. It is a great chance to discover the true skills and knowledge of the person you are interviewing.

Reed has a proven track record in finding sales professionals who boost company performance, as well as the experience and expertise to help sales professionals take their next career step. Contact one of our specialists today.​

You may also be interested in...

Three tips for finding a job you’ll love
2 mins read

Three tips for finding a job you’ll love

​Take a moment to picture your ideal career… Is it the job you’re in now or were you just daydreaming about greener pastures in another role or company? If it’s the latter, don’t worry. We’ve all been there. 

Maybe you’re worried that you don’t have the right skills or experience to get the job you really want, or maybe you’re not even sure about what you want to be doing but you know it’s not this. 

Whatever the reason, we’re here to help. Here are just three tips from the Life's Work course hosted by Reed's Chairman and CEO, James Reed, which could help you find a job you’ll love (and Love Mondays). 

Know what you want (what you really, really want)

It may seem obvious, but having a solid idea of what you want out of your career is the first step to getting there. 

It starts with understanding what your values, goals and strengths, and then using that knowledge to reflect on what careers you’ll really find fulfilling. What are your key skills and weaknesses? What tasks do you excel at (or dread doing)? And where do you really see yourself in the future?

Armed with these answers, you’ll feel more confident that your next career move is the right, because it matches not just what you want out of your job, but out of your life too.

Do your research

One of the most challenging parts of changing jobs or careers is making sure you land in a sector that isn’t in decline. That means digging into current in-demand and stable sectors, such as AI or education, to see where your skills might fit.

It’s also a good idea to look into the companies you’re interested in to see if your values align and if they’re financially stable. You won’t want to jump ship only to find yourself in a company you don’t like – or worse, that could lead to your job being at risk a few months down the line. 

Get networking

Or, as James Reed CBE puts it in his book, Life’s Work,– go to parties. 

The truth is the word ‘networking’ has become synonymous with things like sweaty palms at awkward social events and DMs from strangers on LinkedIn. But it doesn’t have to be that way.

When you strip it down to its essentials, networking is really about connecting with people who can help you (and vice versa). It could mean going for coffee with a friend to pick their brains about a sector you’re interested in it could mean attending an event and just getting to know people, and yes, it could mean messaging semi-strangers on LinkedIn – which can actually be really effective if approached in the right way and remember to personalize your message. 

While this list is by no means exhaustive, it’s a great starting point for exploring what you want to do next. 

Are you looking to take the next step in your career? Search and apply for jobs in the US now.

Who to promote: a guide for employers and managers
4 mins read

Who to promote: a guide for employers and managers

​How does your business decide who to promote? Is career progression embedded within the workplace culture or is it done in line with employee tenure?

The process of promotion should consider merit, potential, and alignment with organizational values. Meritocracy should be the cornerstone of any promotion strategy, rooted in a comprehensive evaluation of an individual's performance, skills, and contributions to the business. Tangible achievements such as key performance indicators, project outcomes, and leadership abilities, should guide this assessment.

However, merit alone does not paint the full picture. It’s important to identify individuals with the capacity to grow, adapt, and innovate and those who demonstrate a hunger for learning, a willingness to take on new challenges, and a track record of exceeding expectations. Investing in the development of high-potential individuals is key to futureproofing your business.

Promote those who show enthusiasm and excellence

Promoting individuals who embody the core values and culture of your business reinforces a sense of purpose and belonging among employees. Beyond technical skills and performance metrics, assess candidates' alignment with your company's mission, vision, and ethics. It’s usually easy to spot those who both excel in their roles and show enthusiasm for the ethos of the business – these professionals are more likely to drive positive change and inspire their colleagues.

There have been many conversations about extroverts and introverts in the workplace and the traits typical of both – some of which can sway employers to promote one group over another. Personality testing at the hiring stage or as part of professional development, can help identify individuals with the potential to go further within the business, but they can also lead to bias, so should be balanced with traditional interviews and employee performance.

Diversity and inclusion (D&I) should also be central considerations when promoting. Ensure opportunities are accessible to individuals from all backgrounds, regardless of gender, ethnicity, age, or socio-economic status. Actively seek out diverse talent, create inclusive promotion criteria, and address systemic barriers that may impede the advancement of underrepresented groups.

Jobseekers actively look for employers that can evidence their commitment to D&I, so it pays to promote this on all channels, including in your job adverts. Lip service is not enough – professionals will not stay long in an environment they perceive as old-fashioned and out of touch. Embracing diversity strengthens your talent pool and builds on your reputation as a progressive and inclusive employer.

Employees should have a clear understanding of the criteria, process, and timeline for promotion. Provide regular feedback on their performance and development areas, empowering them to actively pursue growth opportunities. Also, establish mechanisms for staff to raise concerns or grievances related to the promotion process.

Deciding who to promote

Look for those who demonstrate both competence and potential for leadership and growth. Here are some key attributes to consider:

Job performance

Consistent achievement of goals and targets - high-quality work output, ability to meet deadlines, and manage workload effectively.

Leadership skills

Demonstrated ability to motivate and inspire others - effective communication skills, both verbal and written, capacity to delegate tasks and empower team members.

Problem-solving abilities

Aptitude for critical thinking and analytical reasoning - proven track record of resolving complex issues, willingness to take initiative and propose innovative solutions.

Adaptability

Ability to thrive in changing environments - flexibility to adjust strategies and tactics as needed, openness to feedback and willingness to learn new skills.

Emotional intelligence

Empathy towards colleagues and clients - skill in managing interpersonal relationships, self-awareness, and ability to regulate emotions.

Strategic thinking

Understanding of the broader organizational goals and objectives - the capacity to develop long-term plans and strategies, skill in prioritizing tasks, and allocating resources effectively.

Team collaboration

Track record of working well within a team - ability to foster a positive and inclusive work environment, willingness to support colleagues and share knowledge.

Continuous learning

Commitment to personal and professional development - eagerness to seek out new challenges and opportunities for growth, willingness to invest time and effort in acquiring new skills.

Ethical conduct

Integrity in decision-making and actions - respect for company values and ethical standards, accountability for own behavior and its impact on others.

Industry knowledge

Understanding of the sector in which the business operates - awareness of industry trends and developments, ability to apply industry knowledge to drive business success.

Final thoughts

Promotion creates opportunities for leaders to strengthen their business and should therefore be seen as an investment. No one should ever feel pressured to take on the greater responsibility that comes with promotion, but providing avenues for those who want the challenge is a win-win situation.

If you are looking for new talent for your teams, or considering your next career move, get in touch with one of our specialist consultants today.

Download our editable performance review template
4 mins read

Download our editable performance review template

​The annual appraisal is considered a dying practice – but it just needs to be revived in the right way, and more importantly, undertaken more frequently, to benefit the parties involved.

With positive feedback, little and often is the best way to keep employees motivated and inspired. These reviews should be a meeting that employees look forward to because they will either receive praise or constructive feedback that will help them in their careers.

An employer who nurtures the progression of their team and shows they care about them is more likely to retain their employees than those who seem apathetic.

What is a performance review?

A performance review is an assessment of an employee’s performance in the workplace over a certain period. It is typically used to provide feedback on the professional’s strengths, weaknesses, and areas for improvement. It may also include a discussion of the employee’s career objectives and provide guidance on how best to achieve them.

Is there a difference between a performance review and appraisal?

Performance reviews and appraisals refer to the same type of one-to-one meetings about employee performance and progression. The only difference lies in how they are used: ‘performance review’ connotes an informal meeting between a manager and their employee which focuses on feedback, career progression, goals, salaries and more. Appraisals, on the other hand, often refer to more formal reviews, in which the two parties might, for example, discuss salary.

While other performance review templates will have a firm structure, our template can be used periodically, as needed for any type of one-to-one or group discussion regarding goals and areas for development and tailored to the employee. It is fully editable and customisable.

What should be included within a performance review?

Performance reviews can cover any area of concern employees wish to discuss that might help them improve their work, productivity, skills, or prospects. This might include their progression, goals, salary, benefits, upskilling opportunities, wellbeing and more. The content, context and frequency of the review should be a mutual decision, but the focus should be on the needs of the employee.

Usually, there should be some structure to the meeting in order for both parties to benefit. Our performance review template can be used to cover specific areas for the employee’s development and build a progression plan.

What questions should a manager ask as part of a performance review?

Performance review questions should prompt the employee to speak openly and honestly about their performance and any concerns they have.

Here are some performance review question examples:

  • What do you hope to achieve by the next review?

  • What do you feel you have done well / how do you feel you’ve developed since the last review?

  • What do you feel you could have done better and why?

  • Do you have any additional feedback or suggestions for me?

  • What are the different types of performance review?

Performance reviews come in various forms

From self-assessments and one-to-ones to wider evaluations by multiple colleagues. Here are the main examples:

  • Traditional performance reviews involve a manager assessing the performance of their employee, but feedback can go both ways. When an employee evaluates the performance of their manager, it is known as upwards feedback.

  • Self-assessment reviews are undertaken by the individual employee and give them a chance to reflect on their performance from a different perspective, perhaps more objectively.

  • Peer reviews enable colleagues to share their perspective of another’s contribution to the team.

  • 360-degree reviews involve more than one assessor, resulting in multiple points of view in one review.

Employee performance reviews can happen as frequently as they need to for the best outcomes: perhaps monthly, annually, or quarterly. Individuals may be suited to a mix of the above reviews, according to the level of support needed.

Each type of performance review mentioned above can be facilitated by our appraisal template.

The benefits of conducting performance reviews

Regardless of how frequently they’re performed or who is reviewing whom, regular performance reviews offer many benefits. If done well, there are no downsides.

The overall benefits are:

  • Ensuring employees understand their role and your expectations of them

  • Determining to what extent employees are meeting those expectations

  • Providing support and having an honest discussion

  • Acknowledging and rewarding good performance

  • Nurturing your employees’ career progression

  • Increasing engagement and longevity

Making time regularly to discuss anything and everything is crucial for transparency and building trust between a manager and their employee.

Examples of effective performance reviews

The most effective performance reviews are those where the person comes away with SMART (specific, measurable, attainable, realistic, time-bound) goals to help them improve in some way before the next review.

In any employee review form, there must be structure, but there should also be flexibility to adapt it to the needs of different employees.

The fundamentals of a performance review are:

  • Setting SMART goals

  • Honest and constructive feedback

  • A safe space for two-way communication and trust

  • Appropriate praise and recognition

Our template provides space to outline key areas of success, development, and focus, to give feedback on skills, and create an agreed action plan with objectives to meet before the next review – whether that’s monthly, quarterly, or annually.

Every team is different – that’s why our performance review template is adaptable to your own requirements.

Whether you’ve completed many performance reviews in the past, or have yet to conduct one, our template can help you provide the best experience for your employees.

Get started with our free template today – download it now.