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The Definitive Guide

to Building a Killer
Sales Team
A guide for busy sales leaders who don't have time
for amateur hiring processes, mediocre talent, and
long ramp cycles that cripple performance.

1. Understand Your Winston Wolfe.
The most successful rep you have solves a customer's problems
and stays efficient. Let's analyze this badass and figure out what
makes them so successful. (Bonus: see the seven personality traits
top performers share.)

2. Replicate Rockstars.
Educate your recruiters to find who you're looking for. Get past
meaningless resumes and social profiles and predict who will really
perform. (Bonus: learn which questions reveal the truth.)

3. Ramp. Like a Boss.
You've got two problems: new reps to train, and top reps to protect.
Let those two things work together for you. (Bonus: five ideas for
sharing tribal knowledge.)

4. Get This Show On the Road.
Managing remotely is a reality, and so is this: the speed of the boss
is the speed of the team. Get tips on how to hire, train, and stay
productive from the road. (Bonus: our list of the top 10 productivity
apps you can download right now.)

5. Be Aggressive. Passive Aggressive.
Recruiting top sales talent is an endless process. Learn how to have
meaningful interactions with the professionals who aren't looking for
a new job (yet).


The best reps solve problems
stay Wolfe.
This is yourand
efficient. What is it that makes these badasses

ustomers are smarter than ever.
They research the product market
and know the competitive landscape
with more clarity than some of your
reps do. In fact, the
average B2B buyer is fully
educated and done with 57% of the purchase
decision before they even speak to your rep.
While it's a fact that buyer behavior has changed,
one thing hasn't: successful reps are problem

Winston Wolfe was the no-nonsense problem
solver in the movie Pulp Fiction. A picture of
complete composure, he is called upon to clean
up the aftermath of a bloody crime. He is
confident, systematic and astonishingly accurate
as he takes control of the situation, delivers
precise instructions, and leads panicked criminals
towards the most efficient solution.

Close your eyes and visualize the most badass
rep in your organization. Chances are this rep
solves problems—efficiently.

"While it's a fact that buyer behavior has changed, one thing hasn't:
successful reps are problem solvers."


To understand your Winston Wolfe, it's critical to look beyond simple
sales numbers and get a deep understanding of the behavioral
attributes, personality traits, and performance indicators that make
this rep an undeniable rockstar.

Personality Traits

These are characteristics that
are consistently demonstrated
in spite of changing
circumstances or environment.
They define habitual patterns of
behavior, thought, and emotion;
they provide a foundation for
predicting behavior.

Behavioral Attributes Performance
These are observable and
measurable behaviors,
knowledge, skills, abilities, and
other characteristics that
contribute to individual success
in the organization, and
describe and how a rep does
something like decision-making,
information gathering, or

The leading indicators that show
that your top rep is consistently
executing the things they need
to do in order to be successful.

Tip: Don't ask your most successful reps to answer all these questions
for you; they don't know the answer. They're just doing what comes

Cheatsheet: A High Performing Rep

Outline what your Winston Wolfe looks like in the context of your
company, your culture, and industry so your recruiters know exactly

Personality Traits
Seven key personality traits for salespeople are Modesty,
Conscientiousness, Curiosity, Achievement Orientation,
Lack of Gregariousness, Lack of Discouragement, and Lack of

Behavioral Attributes
Examples: Teamwork, Cooperation, Communication, Ability to
Learn, Engagement, Mindset

Performance Indicators
Examples: Lead Response Time, Daily Activity Volume, Average
Pipeline Coverage, Forecasting Accuracy (beginning vs. end of
quarter), Average Deal Size (and variance from team median),
Quota Achievement, Win Rate.

Pro Tip

What are the 3 essential attributes to look for when hiring a sales

"Attitude, willingness to sacrifice to reach their goals, and
natural curiosity."
Sean Burke
CEO, Kitedesk

"Complete drive and grit, extremely creative - knows how
to solve complex problems and they have to have
Jim Keenan
CEO, A Sales Guy Consulting

"Intellectual curiosity, internal drive, "fire in the belly",
and a hard worker."
Steve Richard
Co-Founder, Vorsight

The Bottom Line: Understand Your
Winston Wolfe
A summary of the chapter's key points:

Know Your Top Reps
Top performing sales professionals possess a special combination of
personality traits and behavioral attributes that set them apart from
the rest of the pack. They require less effort from you, yet perform
at a level that has the most dramatic impact on your number.

Go Beyond the Numbers
Understanding why top reps are so successful within your unique
selling environment requires looking deeper than their job histories
and current performance. It requires identifying and measuring
against personality traits and behavioral and performance attributes
such as attitude, engagement, word choice, and operational
performance outcomes.

Make a Template for Success
Use our Build-a-Badass template to identify what those personality
traits and performance and behavioral attributes are, and pass it on
to your recruiters as a template to help them hire against these

No Time? Let Us Take Care of That.
Take a look at how HireVue Insights can help you identify your
future Winston Wolfes–before you even hire them:

Up Next: Replicate Rockstars


ow that you've created a "persona"
of your top performing rep(s), you've
got to find a way to hire against
those personality traits, behavioral
attributes, and performance
indicators. FACT:
you will never find any of this listed on a resume.

precision of their sales engineer? Are they

How to hire more top performers
every time.
admitting that bringing in their C-level exec was

Sales resumes are loaded with examples of
winning. They tell you what someone did instead
of what they could do. They reveal nothing about
the environment surrounding the win or the
additional team members involved.

"Sales resumes tell you what
somebody did, not what they
could do–they reveal nothing
about the environment
surrounding the win or the team
When was the last time a resume for a top B2B
members involved."
rep read more like movie credits praising the
whole cast? Are they telling you what the inside
sales rep did for them? Are they praising the

the pivotal moment the tide turned in their favor?
Yeah, probably not.
What's more important than what a resume is
telling you is what it's not ever going to tell you:
who is this person, what's their story, what really
went down? What was the selling environment?
What did the rest of the team look like? Did the
rep inherit a high-performing territory and ride
some sweet coattails? (Lucky you, but no thanks.)
Conversely, did this person manifest a thriving
territory out of nothing? (Boom. Let's talk!) The
simple statement "consistently exceeded quota
at..." actually reveals very little. You need more.
There's a story here. You need to get to the
bottom of it quickly.
It's time for better candidate screening and
consistently flawless interviewing chops.

Your recruiting team needs to know your template for a badass rep
and apply it to their screening questions. With this precise picture of
who you're looking for, they can begin to improve the quality of the
talent they tee up for those precious face-to-face interviews.

Cheatsheet: Better Screening
these examples to your recruiters to hire against your top personality traits:

• Tell me the role you played in closing your largest recent
deal? What did you not do?
• Tell me about a time when the sales cycle wasn't heading
in the right direction and started to lag. What caused the
slowdown and how did you fix it?
• Walk me through the decision-making process of your last
successful deal. Who were the players on the buyer side,
and what was important to each of them?
• What's the hardest question you've ever had to ask a
prospective client? What happened when they answered?
• Give me three adjectives you want prospects to use to
describe you when you leave the room.
• When was the last time you lost in a competition outside of
work? What did it feel like?
• Describe a time when you lost or won a deal because you
stuck to your guns and didn't cave to a customer's or
prospect's demands.
• Let me walk you through a common challenge our reps
face in the sales cycle [insert challenge]. Now, tell me how
you would handle it.
Bonus: "You're shrunken down to the size of nickels, and
dropped to the bottom of a blender. What do you do?"

It's important to make sure that once the recruiting
team is asking the right questions, they also
understand what the answers and their delivery really
mean. What words did they use? What was their tone?
Did they hesitate? Were they comfortable or
uncomfortable? Did the questions actually get them
excited to share their story?
Salespeople are naturally great storytellers. It's their job.
Seeing a candidate answer the questions, rather than
just listening to them can reveal much more than a
simple phone screen. Encourage your recruiting team to
incorporate communication platforms outside of
resumes and phone screens, such as cloud video and
predictive analytics.
The results of high-precision screening? You waste less
valuable time in bad interviews and stop hiring
salespeople who end up dominating 80% of your time
while slugging it out in the bottom 20% of performance
(after eight months of ramp—ouch).

Average cost of a bad hire


Reps who actually hit quota


Source: DePaul

Do you know how much your
bad hires, under-performers,
and open sales vacancies
are costing you right now?
What's the Damage?

Pro Tip

How do you determine how good a sales rep is before hiring

"Have them sell to me - it's the second step in our
interview process. It's super important that you hear
what they sound like - you put them in situations and
give them scenarios that they expect to go through as
Sean Burke
CEO, Kitedesk

Cheatsheet: 8 Process Problems
That Make Interviews Suck (And
these to ensure
that you maximize interview effectiveness, and
don't miss out on killer talent unnecessarily:

No Structure
Bottom line: no structure = no reliable results. On the flip side,
using the same generic structure around the globe can be risky due
to local cultures and laws.

No Time
Insufficient time to get the real story and the pressure to fill
vacancies can destroy the effectiveness of your interviews. After
small talk and settling in, interviews can end up rather short, with
little time to get to any real substance. On top of that, pressures in
the business can subconsciously cause many sales managers to
just go with their gut. (Cue the avalanche of consequences from
increasingly bad decisions.)

No Sleep
You're jamming five face-to-face interviews into a three-day business
trip. (Cue the venti latte.) Your candidate flew in the night before
and has a raging case of jet lag. (Cue the Visine®.) Nobody's
winning here.

No Consistency
Interviews should be consistent—including questions, sequence,
evaluation and feedback processes—from candidate to candidate
and evaluator to evaluator, in order to make objective, data-driven

No Data
Interview responses should be compared, rated and scored. Going
on "gut" might work when you have a couple of reps, but it will not
scale into a world-class sales team. This can be very difficult if using
a traditional (analog) interview process.

No Training
A lot of people assume an interview means sitting down and asking
a few questions to "get to know" a candidate. First, unless the
interviewer knows why they are asking the questions, the answers
are useless. Second, unless the interviewer is also a nonverbal
communication and human behavior expert, this is flawed because
candidates actually do train for interviews. They train themselves to
deliver the perfect answers.

No Recall (or Written Record)
Most interviews are conducted without being recorded, digitally or
otherwise. The result? Handwritten chicken-scratch that may or may
not make sense two days later when it's time to share with the
team. Plus, there's that giant gaping hole called EEOC risk. [More

No Objectivity
Some interviewers get laser-focused on one characteristic that
impresses them, or they get fooled by candidate enthusiasm. They
get so smitten with "the passion" they fail to accurately assess other
critical job requirements. Even worse, some managers hone in on
the candidates that are "just like me". (Not trying to be negative
here, but maybe this role doesn't require a you.)

Just don't interview like this and you'll be fine:

Pro Tip

What is your favorite interview question for sales reps?

"Three of my favorite questions: Tell me your story.
What's the hardest thing you've done? What questions
Steve Richard
Co-Founder, Vorsight

"Tell me about the most successful thing you've ever
CEO, A Sales Guy Consulting

The Bottom Line: Replicate
summary of the chapter's key points:

Ask the Right Questions
Traditional "resume-first" approaches lead to flawed sourcing
because they reveal nothing more than what a sales professional
has done in the past. A more effective approach for recruiters
includes screening questions meant to uncover specific behaviors
and attributes, combined with interaction-based technology that can
help them understand the answers to those questions and uncover
talent that might otherwise get overlooked.

Keep it Consistent
Standard interviewing processes have inherent issues because most
managers are not professional interviewers. Inconsistency, time
constraints, lack of training, zero recall, and the struggle to stay
objective are a few of the reasons most interviews produce poor
results. A more effective approach to interviewing should focus on
consistency and scalability, and call on the organization's very best
interviewers to execute.

Use Technology
Consider technology that uses cloud video, machine learning and
predictive language analytics to provide insights and
recommendations to improve your ability to identify and measure
specific attributes of not only candidates, but also the team
responsible for the actual interviewing.

Want to know more?
Take a quick tour of HireVue for Sales to see how technology can let
you build, launch, and accelerate your sales team:

Up Next: Ramp. Like A Boss.

3. Ramp. Like a Boss.


t any given time, you've got two very
different problems: you have new
team members to ramp, and you
have top performers to protect.

Let's talk about your newest reps first. They need
to become productive fast.

"The average rep takes eight
months to ramp before they are
contributing to sales revenue in
any meaningful capacity. "
New reps will always require a disproportionate
amount of your time. They will also
be the largest drain on the internal resources
within the sales support organization. Helping

them ramp quickly is tough, and doing it from the
road—while you're closing deals in open
territories—is even tougher. But regardless of how
difficult this is, you don't have the time to waste
on a slow or ineffective ramp process.
The average rep takes eight months to ramp
before they are contributing to sales revenue in
any meaningful capacity. In fact, at the average
SaaS software company, it isn't until between 12
and 18 months that the company actually breaks
even on its training and salary investment.
Incredibly, it can take 32 months to get back the
investment in just two reps. A sales model by
David Skok maps this out in great detail, making
it pretty clear why nailing the hiring up front is a

It can take a SaaS company 32 months to get back the investment
on just two new sales hires. [More info]












Now, let's talk about your other problem: protecting your
top performers from poachers.


While the stats aren't exactly encouraging, what is
interesting is that 78% say money isn't actually
everything: most would accept less money to work at a
company selling something compelling, and 71% would
accept less money for a great company culture.
(Remember Chapter One? Winston is a complex dude.)

Sales reps looking for a

Leave over compensation
Source: Glassdoor Survey: How to Recruit Sales

Get more advice on how to
recruit, ramp, and retain
salespeople in this webinar
Glassdoor, and Boston
Watch Now

The compensation issue is one that the successful sales
rep can solve on their own (to an extent). In simple
terms, the more they sell, the more they make. If there is
a limit in your compensation model that is putting high
performers at risk, that's a discussion to take up with
your compensation department.
But the other factors—selling something compelling and
enjoying a great company culture—are ones that you
can actually leverage in your anti-poaching efforts.

The answer: let the main two problems, ramping reps and
protecting performers, work together as a single solution.
Sharing tribal knowledge among the sales team lets your rockstars
show new reps how it's done and that you value their insight–
accelerating your ramp time while making sure you hang on to your
top performers.

Cheatsheet: 5 Ways to Optimize
Tribal Knowledge

Sharing is caring. Using digital technology to spread winning
knowledge among your reps will allow you to raise the bar for your
entire team and increase success:

Allow Me to Introduce Myself
Ask your top performers to digitally record themselves asking
discovery or qualification questions based on a pre-recorded set of
buyer personas, sales situations and trigger events. Listening is key.
Check out this vid to see how top sales organizations leverage tribal
knowledge using HireVue for Salesforce Chatter™:

Present and Correct
Ask your top performers to digitally record and share how they
present the value proposition for each of your products. Practice will
make them even bettter, and they will appreciate the result–more

Objection, Your Honor!
Ask your top performers to digitally record and share how they
handle current objections. As much as you can, do this frequently
and in real time, as competitors and market conditions continue to

Crush the Competition
Ask your top performers to digitally record and share how they
position key competitors in a particular situation. They may have a
perspective that completely neutralizes the competition.

Practice Makes Perfect
Ask your new reps to digitally record themselves giving their
"perfect pitch" based on a common sales scenario. Use these
recordings to provide feedback with specific areas to improve.

Pro Tip

What behaviors are common to under-performing reps?

"One commonality in all the under-performers - they
don't want to learn."
Steve Richard
Co-Founder, Vorsight

"Lack of ownership. They blame everyone else."
Jim Keenan
CEO, A Sales Guy Consulting

The Bottom Line: Ramp. Like A
summary of the chapter's key points:

Share Tribal Knowledge
Sharing tribal knowledge by tapping into what matters to your top
performers is a highly effective way to tackle the time-intensive task
of constantly ramping new sales reps. Plus, top performing sales
reps are highly conscientious and value the team around them.
Asking them to contribute to training is another way to show them
how valuable they are to your team.

Let the Robots Do the Work
Asking your reps to take the time to do this requires that you make
video creation and sharing as simple as possible. Consider
embedding these recordings into a library that could be accessible
from anywhere and doesn't require your team to venture outside of
the platforms they normally use to conduct business, such as their
CRM system.

Want to Know More?
Take a look at how HireVue Accelerate can increase the effectiveness
of your sales training and accelerate revenue:

Up Next: Get This Show On the Road

4. Get This Show


his is fact: sales executives are
required to manage their team, fill in
for territory vacancies, and keep the
sales and hiring process moving
forward from the road. It's also true
that the speed of the
boss is the speed of the team. From the road,
you're expected to deal with a lot of things that
probably have nothing to do with closing a deal,
and the more they slow you down, the more you
slow the team down.

Somewhere around 30k feet (hopefully enjoying
an upgrade and an aisle seat) you're probably
dealing with the pressure to review candidates,
scheduling and conducting face-to-face
interviews, circulating feedback, ramping new
reps, and answering an avalanche of emails.
Which isn't ideal.
You need to engineer a smarter, faster process to
stay productive on the road.

Cheatsheet: Let's Get Digital,
Digital recruiting using video and predictive language analytics can be
a highly effective and efficient tool. What parts of your hiring and
ramping process can you outright automate or augment with the help
of technology?

On-Demand Interviews
Regardless of time or location, press play, watch interviews, and rate
candidates from any device. Save your precious business hours for

Live Interview Scheduling
Coordinating eight different calendars for an interview sucks. Use a
smart scheduling solution to integrate with your calendaring system
and slice the time investment by 90%.

Share Interviews & Collect Feedback
You're busy, they're busy and nobody takes good enough notes. Use
real-time rating and evaluation tools for multi-user panel interviews
and record interviews to share with other team members anytime,

Share Tribal Knowledge Across the Sales
Consider using digital videos to communicate best practices,

objection handling, and competitive intel. Serving up that
information and monitoring engagement on the content within your
sales CRM system removes any effort to disseminate attachments
and find out who read it.

Identify the Things That Matter Most
With digital interviews, you can see what candidates say and how
they say it - beyond profile data, you get immediate visibility into
some of the critical attributes that matter most: personality,
engagement, optimism, understanding, and the ability to listen.
Take a look at HireVue Insights to get an idea of how this works:

Personal Coaching
Undeniably one of the most important parts of your job, and one
that cannot be completely delegated. Consider leveraging mobile
technology that allows you to train, prepare and help your reps
perfect their understanding of the customer, their pitch, questioning
techniques, and objection handling from anywhere (at any time) on
the road.

See what's different about the hiring processes at the top
companies in the world, and hire like Fortune's Most Admired:

Now think about your training and coaching process. Do new reps
drink from a firehose for a month and then get turned loose? Do
your coaching sessions happen once a quarter during the ride
It's increasingly well documented that frequency and recency are
both key to knowledge retention and improved engagement.
Frequent training reminders in the first 60 days after learning can
improve reps' longer-term retention of training, while interacting
frequently and providing feedback around near-term work improves
the effectiveness of coaching.

How periodical reminders can improve training effectiveness: [More

Typical decline in memory retention when there are no regular

The average person has around
27 apps on their smartphone.
How many of the apps on your
phone actually help you
stay productive? If it's less than
10, you can do better.

Cheatsheet: 10 Apps for Highly
Productive Sales Execs

If a machine can do it, or help you do it better or faster, let it. Get these
apps on your smartphone to stay productive when you're on the road:


Docusign [More info]


IFTTT [More info]


Replaces the need to print and fax contracts–because you probably
don't have access to that on a plane, train, or Uber ride to your next
appointment (unless you're fancy).

This lets you can automate every task that a robot can do. Trust in
our robot overlords friends.

Evernote [More info]
Seriously, this the Holy Grail of productivity apps–get your life
organized in one place.

Hop [More info]
Turns endless email chains into a text you can easily answer, so you
can stop reading and responding in the wrong order by accident.


ETA [More info]


HireVue [More info]


Tells you how long it will take you to get from point A to point B in
traffic. Because only schmucks are late.

So you can hire rockstars on the road from your smartphone or
iPad, and cut your time wasted in bad interviews by 95.6%. Not that
we're biased or anything. [More info]
Manage your emails and instantly unsubscribe from any BS lists
you've got caught up in.

Youmail [More info]
Turns your voicemails into text. Which is freaking awesome.

30/30 [More info]
Helps you make productive routines so you don't blow your fitness
routine (or whatever) every time you travel.

Dragon Dictation [More info]
Transcribes speech to text–because it's faster to talk than type.

The Bottom Line: Get This Show on
the Road.
A summary of the chapter's key points:

The Speed of the Boss Is the Speed of The
Maintaining productivity while covering vacant territories puts a
strain on the entire team. Standard interviewing and training
processes suffer from bottlenecks and drag vacancies and
non-productivity out for months.

There's an App For That
A more effective approach to productivity on the road should focus
on a faster, smarter process supported by machine learning and
streamlined through productivity tools.

Want to Know More?
See how you can use HireVue for Sales to hire on the road from
your smartphone or tablet:

Up Next: Be Aggressive. Passive Aggressive.

5. Be Aggressive.


ow that you've got a clear picture of
who your rockstars are, and how to
replicate them, it's time to think
about how to build and maintain a
quality talent pool you can access
quickly when
inevitable territory vacancies occur. If you're
waiting until the vacancy is open to start talking to
top performing talent you can expect your
revenue to take a beating during all the talent
courting you'll be busy with.

"Only 15% of passive candidates
say they are off limits, leaving
85% of the total workforce open
to conversations and opportunity."

As previously mentioned, 68% of sales
professionals will look for a new job within the
year. While that means your top talent may be
vulnerable, it's also good news for your sourcing
strategy. Only 15% of passive candidates say they
are off limits, leaving 85% of the total workforce
—that's a whopping 8 out of 10—open to
conversations and opportunities.
Translation: there is a plethora of passive and
active talent aspiring to work for great companies,
on high-performing teams led by exceptional
managers. You just need to know where to find
them, how to start and maintain a relevant
conversation, and understand who you need to
stay in touch with.
Let's start with where to find them.

Logic tells us (and your recruiters will confirm) that the best place to
find quality talent is by tapping your existing high performers. Top
talent likes to associate with top talent and salespeople are no
exception. Cultivate your talent pool by turning your top performers
into employment brand ambassadors and let their authentic
passion for the job and organic word-of-mouth do the heavy lifting


of sales pros read a firm's
online reviews before
a job
Source: Glassdoor


of job seekers say recent
Glassdoor reviews have the
most impact on
their employer
brand perception
Source: New Talent Times


of LinkedIn users have
received referrals from
Source: Jobvite

It's a fact: 92% of people believe friends and family over
marketing hype. The same goes for passive talent. Giving
your top performers a convenient way to share their
passion for the company across their personal and
professional networks goes a long way to strengthen
employment brand credibility, and that is priceless bait
for top talent.
The great news here is that personal and professional
networks are growing faster and more accessible than
ever on platforms like LinkedIn, Facebook, Twitter,
Google+, and Glassdoor. These platforms make it easy
for talent to share their experiences and exert influence
(good or bad) on a potential candidate's perception of
your employer brand.
When you consider that 40% of LinkedIn users have
received referrals from contacts it makes sense to
encourage your best performers to create connections,
share brand stories, and pique interest within their
personal and professional circles. If you can make the
process easy for them, starting meaningful conversations
with passive talent will be easier for you.

It's worth noting: although personal and professional networks are
great for referrals, sourcing and finding candidates, profile
information should not be used as screening and selection criteria.
It's like a personal billboard. You wouldn't just buy a car based on
it's Super Bowl ad, now would you? Additionally, some of the best
passive candidates are too busy working to keep their social profiles,
networks, and accomplishments up-to-date, so bear this in mind
when searching for passive candidates.

We all know out of sight really does end up out of mind, and this is
amplified for effective sales professionals who have mastered the art
of time management. They purposely restrict unwelcome
distractions and follow a vetted routine that keeps them focused.
With that in mind, your strategy for maintaining a conversation
should include an appropriate frequency, and a focus on relevance.

Cheatsheet: 5 Tips For Staying in
Touch With Your 2s

By maintaining the conversation with your 2s you not only keep a
pulse on their interest, but also stay top-of-mind when they actively
seek a new opportunity.

Tag Them
If they met the criteria on your list and they were a great fit for the
culture, they need to go on your list. Look back as far as you can. An
effective process should give you an objective measurement of who
performed highest in the process and will bring these candidates to
the forefront.

Create Reminders
We all know "if it's not on the calendar, it's not happening", so set up
automated reminders to stay in touch. Reaching out via email or on
a social platform once a month is a great way to stay top-of-mind.

Share Content
These candidates had all the personality traits and behavioral
attributes of your top performers, so don't be afraid to share the
industry news, company news and brand stories that are relevant to
your rockstars.

Ask Questions
It's important to remember that staying in touch should be a
conversation so throw in some questions that genuinely show that
you're interested in what they're up to.

Be a Boomerang Magnet
Don't forget: The advice for keeping up with the 2s also applies to
rockstar alumni that have left the organization.

The Bottom Line: Be Aggressive.
Passive Aggressive.

A summary of the chapter's key points:

The Talent Is Out There
The current pace of business requires an ongoing conversation with
potential talent and 85% of the current talent pool is open to having
a conversation. Unfortunately, it can be challenging to keep
interactions frequent, relevant, and targeted at the right recipients.

Build Your Bench
A smart approach to maintaining a direct line into future talent
should include tapping into the networks of top performers,
curating and scheduling content distribution and keeping close tabs
on your 2s.

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