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Hiring manager reviewing candidate results with the message that broad personality tests do not reliably predict sales performance.
Sales Assessments

Why Personality Tests Often Fail at Sales Hiring (And What to Use Instead)

Personality tests like DISC and Myers-Briggs fail at sales hiring because they measure broad traits — communication style, temperament, how someone interacts with others — instead of the traits that actually drive revenue. They’re also self-reported, which means candidates can answer the way they think you want to see rather than how they actually behave. What actually predicts sales success is Drive: the combination of Need for Achievement, Competitiveness, and Optimism. Drive shows up in behavior — consistent follow-up, persistence through rejection, initiative — which makes it harder to fake than a personality questionnaire. I’ve spent over twenty years building
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Sales assessment tools comparison graphic for hiring salespeople in 2026, showing a laptop with an assessment comparison chart for evaluating tool categories, strengths, and best-fit sales hiring use cases.
Sales Assessments

The Best Sales Assessment Tools for Hiring [2026 Comparison]

The Best Sales Assessment Tool Depends on What You Need to Measure Most companies do not fail at sales hiring because they use no assessment at all. They fail because they choose an assessment without first asking the harder question: What exactly are we trying to measure? A salesperson hired to generate new pipeline does not need the same evaluation as someone hired to manage existing accounts. A sales manager does not need the same assessment as an SDR. A relationship-driven account manager may succeed with a very different profile than a high-intensity new business hunter. And while many platforms
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Infographic showing how hiring based on polished résumés, strong interviews, and confidence can lead to an empty funnel, thin pipeline, slipping forecasts, and missed revenue.
Sales Assessments

Why Companies Hire Bad Salespeople — and How to Stop It

Most companies do not hire bad salespeople because they are careless. They hire bad salespeople because their hiring process rewards the wrong evidence. A résumé looks strong. The candidate sounds confident on the phone. The interview feels comfortable. The hiring manager likes them. The company needs the seat filled. Then three months later, nothing is happening. The pipeline is thin. Activity is inconsistent. Forecasts keep slipping. The manager is spending too much time coaching effort instead of skill. Eventually, the company admits what was becoming obvious: this person is not going to produce. That mistake can easily cost $50,000, $100,000,
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