Interview Guide for

Sales Strategy Manager

This comprehensive interview guide provides a structured approach to finding the ideal Sales Strategy Manager for your organization. Designed to evaluate both strategic thinking and analytical capabilities, this guide includes carefully crafted questions that assess candidates' ability to develop effective sales strategies, analyze performance data, and collaborate across departments to drive revenue growth.

How to Use This guide

This interview guide serves as a blueprint for evaluating Sales Strategy Manager candidates effectively. To maximize its benefits:

Customize: Adapt questions to reflect your [company]'s specific sales environment and challenges.
Collaborate: Share this guide with your hiring team to ensure alignment on evaluation criteria and interview approach.
Maintain Consistency: Use the same structured format for all candidates to enable fair comparisons.
Probe Deeply: Leverage follow-up questions to explore the full context of candidates' experiences and thinking.
Score Independently: Have each interviewer complete their scorecard before discussing candidates to prevent groupthink.

Learn more about conducting effective interviews and using structured interview processes on the Yardstick blog.

Job Description

Sales Strategy Manager

About [Company]

[Company] is an innovative leader in the [industry] space, committed to driving business growth through cutting-edge solutions and exceptional customer relationships. Our culture emphasizes analytical thinking, collaboration, and a results-oriented mindset.

The Role

As a Sales Strategy Manager at [Company], you'll serve as the strategic backbone of our sales organization, helping to architect the systems, processes, and strategies that drive revenue growth. Your analytical insights and strategic recommendations will directly influence how we approach the market, structure our sales team, and execute our go-to-market strategies.

Key Responsibilities

Develop and execute comprehensive sales strategies aligned with [Company]'s business objectives and revenue targets
Conduct market research and competitor analysis to identify new sales opportunities and market trends
Analyze sales performance data to identify improvement areas and measure effectiveness of sales initiatives
Develop and implement sales process improvements for lead generation, qualification, and closing strategies
Partner with sales leadership to define effective sales targets, quotas, and compensation plans
Collaborate with marketing, product, and other departments to ensure alignment for sales initiatives
Provide data-driven recommendations to improve sales performance and efficiency
Generate and present regular reports and dashboards to track KPIs and forecast sales
Evaluate and recommend enhancements to sales tools and technologies to optimize productivity
Develop and maintain sales playbooks, training materials, and best practices

What We're Looking For

Analytical Excellence: Ability to interpret complex sales data and market trends to derive actionable insights
Strategic Vision: Experience developing and implementing successful sales strategies that drive measurable results
Communication Skills: Exceptional ability to present complex information clearly to various stakeholders
Collaboration: Track record of effectively partnering cross-functionally with marketing, product, and finance teams
Technical Proficiency: Comfortable with CRM systems, data visualization tools, and sales methodologies
Problem-Solving: Proven ability to identify inefficiencies and develop innovative solutions
Experience: Previous success in sales operations, strategy, or similar analytical roles
Education: Bachelor's degree in Business, Marketing, or related field

Why Join [Company]

At [Company], you'll have the opportunity to make a significant impact on our sales organization's growth and evolution. Your strategic insights will directly influence our approach to market and revenue generation.

Competitive compensation package of [pay range]
Comprehensive health, dental, and vision insurance
Professional development opportunities
Performance-based bonus structure
Collaborative and innovative work environment
Flexible work arrangements

Hiring Process

We've designed a streamlined interview process to respect your time while allowing us to fully evaluate your fit for the role:

Initial Screening: A conversation with our recruiting team to discuss your background and interest in the role.
Chronological Interview: A deeper dive into your career experience with our Sales leadership.
Competency-Based Interview: Discussion with cross-functional stakeholders to assess key competencies.
Strategy Case Study: You'll present a sales strategy analysis based on a scenario we provide.
Executive Conversation: For final candidates, a meeting with senior leadership to discuss fit and vision.

Ideal Candidate Profile (Internal)

Role Overview

The Sales Strategy Manager serves as a vital strategic partner to our sales leadership team, using data analysis and market insights to optimize sales performance. They bridge the gap between high-level business objectives and tactical sales execution, requiring strong analytical capabilities, strategic thinking, and excellent cross-functional collaboration skills.

Essential Behavioral Competencies

Strategic Thinking: Ability to connect broader business goals to specific sales strategies and tactics, considering long-term impacts and market trends when developing recommendations.
Analytical Problem-Solving: Skill in analyzing complex sales and market data to identify patterns, draw insights, and recommend actionable solutions that drive performance improvements.
Cross-Functional Collaboration: Capability to build effective partnerships across departments, align different stakeholders around common objectives, and collaborate productively with diverse teams.
Influential Communication: Ability to articulate complex data and recommendations clearly and persuasively, tailoring communication style to different audiences to drive buy-in and action.
Results Orientation: Demonstrates persistent focus on achieving measurable outcomes, taking ownership of initiatives from conception through implementation to ensure they deliver meaningful business impact.

Desired Outcomes

Design and implement a comprehensive sales strategy that increases win rates by at least 15% within the first year
Develop standardized sales processes and playbooks that reduce average sales cycle length by 20%
Create and implement a data-driven approach to territory and account planning that improves territory productivity by 25%
Establish sales performance analytics framework that provides actionable insights to sales leadership, improving forecast accuracy by 30%
Partner with sales enablement to design training programs that measurably improve conversion rates at key stages of the sales funnel

Ideal Candidate Traits

5+ years of experience in sales operations, sales strategy, or relevant analytical roles, preferably in the [industry] sector
Strong background in data analysis and visualization with proficiency in relevant tools
Proven track record of developing strategies that resulted in measurable sales performance improvements
Experience working directly with sales leadership to influence decision-making
Exceptional project management skills with ability to drive multiple initiatives simultaneously
Curious mindset with desire to continuously explore new approaches to sales effectiveness
Comfortable with ambiguity and ability to make recommendations with imperfect information
Process-oriented with attention to detail and implementation excellence
Bachelor's degree required, MBA or advanced degree a plus

Screening Interview

Directions for the Interviewer

This initial screening aims to identify candidates with the right combination of analytical skills, strategic thinking, and sales operations experience for our Sales Strategy Manager role. Your goal is to assess if they have the fundamental capabilities to succeed and the potential to be a high performer in this position.

Focus on understanding both their experience level and their approach to sales strategy challenges. Listen for evidence of data-driven decision making, cross-functional collaboration, and the ability to translate analysis into actionable recommendations. Evaluate their communication style, as this role requires influencing without direct authority.

Ask each candidate the same core questions to ensure fair comparison. Take detailed notes on their responses, focusing on specific examples and outcomes rather than theoretical approaches. Allow 30-40 minutes for this interview, saving at least 5 minutes at the end for candidate questions.

Directions to Share with Candidate

"Today, I'd like to learn more about your background in sales strategy and operations, focusing on your approach to analyzing sales data and developing effective strategies. I'll ask about your experience, specific projects you've worked on, and how you've collaborated with sales leadership and other teams. This conversation will help us understand how your skills align with what we're looking for in this role."

Interview Questions

Tell me about your background in sales strategy and what interests you about this role.

Areas to Cover

Career progression in sales strategy or related fields
Specific aspects of the role that align with their interests and experience
Understanding of sales strategy's role in driving business results
How this position fits into their career goals

Possible Follow-up Questions

What specific sales strategy initiatives have you led that you're most proud of?
How have you developed your analytical skills throughout your career?
What sales methodologies or frameworks are you most familiar with?

Describe a situation where you analyzed sales performance data to identify an opportunity for improvement. What was your approach and what was the outcome?

Areas to Cover

Data sources and analysis methods used
Key insights identified from the data
Recommendations developed based on analysis
Implementation process and stakeholder buy-in
Measurable results achieved

Possible Follow-up Questions

What tools did you use to conduct your analysis?
How did you present your findings to leadership?
What challenges did you encounter during implementation?
How did you measure the success of your initiative?

How have you collaborated with sales leadership to develop and implement a sales strategy? What was your specific role in the process?

Areas to Cover

Approach to working with sales executives
Process for gathering input and building consensus
Contribution to strategy development
Role in implementation planning
Adaptations made based on feedback

Possible Follow-up Questions

How did you handle resistance or conflicting priorities?
What methods did you use to ensure strategy adoption?
How did you monitor and adjust the strategy after implementation?

Tell me about a time when you had to influence cross-functional teams (like marketing or product) to support a sales initiative.

Areas to Cover

Nature of the cross-functional project
Approach to building relationships with other departments
Communication methods used to gain buy-in
Challenges encountered in aligning different priorities
Resolution strategies and outcomes

Possible Follow-up Questions

How did you address competing priorities between departments?
What techniques were most effective in gaining cooperation?
What would you do differently in hindsight?

What experience do you have with designing or optimizing sales processes, territories, or compensation structures?

Areas to Cover

Specific sales operations areas they've worked with
Approach to process design or optimization
Analytical methods used to evaluate effectiveness
Implementation challenges and solutions
Results achieved and measurement methods

Possible Follow-up Questions

How did you determine the right metrics to track success?
What stakeholders did you involve in the design process?
How did you balance company goals with sales team motivation?

What tools and technologies have you used to analyze sales data and implement sales strategies?

Areas to Cover

CRM systems experience
Analytics and visualization tools proficiency
Sales enablement technologies
Comfort level with data manipulation
Experience implementing new tools

Possible Follow-up Questions

How did you ensure adoption of new sales technologies?
What challenges have you encountered with data quality or integration?
Which tools have you found most effective for analyzing sales performance?

Interview Scorecard

Analytical Capability

0: Not Enough Information Gathered to Evaluate
1: Limited evidence of data analysis skills; struggles to derive insights from information
2: Some analytical capability but lacks depth or sophistication in approach
3: Strong analytical skills with ability to identify meaningful patterns in sales data
4: Exceptional analytical capability; demonstrates sophisticated approach to data interpretation

Strategic Thinking

0: Not Enough Information Gathered to Evaluate
1: Focuses primarily on tactical execution with little strategic perspective
2: Shows some strategic thinking but may struggle connecting strategy to execution
3: Demonstrates clear ability to develop coherent strategies with implementation paths
4: Exhibits outstanding strategic vision with proven ability to translate strategy to results

Sales Operations Knowledge

0: Not Enough Information Gathered to Evaluate
1: Limited understanding of sales operations principles and practices
2: Basic knowledge of sales operations but lacks depth in key areas
3: Comprehensive understanding of sales operations including processes, metrics, and tools
4: Expert knowledge of sales operations with proven innovation in multiple areas

Cross-Functional Collaboration

0: Not Enough Information Gathered to Evaluate
1: Struggles to work effectively across departmental boundaries
2: Can collaborate with other teams but may face challenges building consensus
3: Effectively builds relationships and aligns priorities across departments
4: Exceptional at bringing diverse teams together and creating shared objectives

Communication Skills

0: Not Enough Information Gathered to Evaluate
1: Communication lacks clarity or persuasiveness
2: Communicates clearly but may struggle with complex or sensitive topics
3: Articulates ideas effectively and can tailor message to different audiences
4: Outstanding communicator who can influence decisions and drive buy-in

Desired Outcome: Increase Win Rates

0: Not Enough Information Gathered to Evaluate
1: Unlikely to develop strategies that significantly improve win rates
2: Likely to make modest improvements to win rates through incremental changes
3: Likely to achieve the 15% win rate improvement goal through systematic approach
4: Likely to exceed the win rate improvement goal through innovative strategies

Desired Outcome: Improve Sales Processes

0: Not Enough Information Gathered to Evaluate
1: Unlikely to successfully standardize and optimize sales processes
2: Likely to partially standardize processes with modest efficiency gains
3: Likely to achieve the 20% sales cycle reduction through effective process redesign
4: Likely to exceed the sales cycle reduction goal through exceptional process innovation

Desired Outcome: Enhance Territory Planning

0: Not Enough Information Gathered to Evaluate
1: Unlikely to significantly improve territory productivity
2: Likely to make some improvements to territory planning with moderate results
3: Likely to achieve the 25% productivity improvement through data-driven planning
4: Likely to exceed territory productivity goals through sophisticated optimization models

Overall Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Chronological Interview

Directions for the Interviewer

This chronological interview aims to develop a comprehensive picture of the candidate's career progression and growth in sales strategy capabilities. Your goal is to understand how they've developed their skills over time, their performance in previous roles, and how their experiences have prepared them for this position.

Focus on exploring each relevant role in detail, particularly those involving sales strategy, sales operations, or analytical positions. Dive deep into their achievements, the context of their work, relationships with leadership, and specific contributions to sales performance. Be especially attentive to evidence of strategic thinking, analytical capability, and cross-functional collaboration.

Take detailed notes on specific examples, methodologies used, and quantifiable results. This information will be crucial for assessing their ability to drive the outcomes we need in this role. Allow 45-60 minutes for this interview, with time for the candidate to ask questions at the end.

Directions to Share with Candidate

"Today, I'd like to walk through your professional experience chronologically, focusing on your roles related to sales strategy and operations. For each position, we'll discuss your responsibilities, key projects, relationships with stakeholders, and specific achievements. This will help us understand how your career path has prepared you for this role and the unique perspective you could bring to our team."

Interview Questions

To start broadly, of all the roles you've held in your career, which one do you feel best prepared you for this Sales Strategy Manager position, and why?

Areas to Cover

Which aspects of past roles align most closely with this position
Key skills or experiences that translate to sales strategy success
Self-awareness about strengths relevant to the role
Career moments that shaped their approach to sales strategy

Possible Follow-up Questions

What specific projects in that role most closely resemble what you'd be doing here?
How did that experience change your approach to sales strategy?
What gaps do you feel you still need to develop to excel in this role?

Let's start with your most recent role at [company]. What initially attracted you to that position, and what were your primary responsibilities?

Areas to Cover

Scope of responsibilities and team structure
Primary objectives and how they were measured
Types of sales strategy initiatives led
Key stakeholders and reporting relationships
Company context (size, growth stage, market position)

Possible Follow-up Questions

How large was the sales organization you supported?
What were the biggest challenges in the sales organization when you joined?
How was success measured for your role?

While in this role, what sales strategy initiatives did you lead that had the most significant impact? Walk me through your approach and the results.

Areas to Cover

Problem identification process
Analysis methodology and data sources
Strategy development and stakeholder alignment
Implementation plan and execution
Measurement approach and actual results
Lessons learned and adjustments made

Possible Follow-up Questions

What resistance did you encounter and how did you overcome it?
How did you prioritize this initiative among competing priorities?
What would you have done differently knowing what you know now?

Tell me about your relationship with the sales leadership team in this role. How did you work together to develop and implement strategies?

Areas to Cover

Communication cadence and methods
Approach to influencing without authority
How they navigated disagreements or competing priorities
Specific examples of successful collaboration
Methods for building credibility with leadership

Possible Follow-up Questions

How did you handle situations where leadership disagreed with your recommendations?
What techniques did you use to gain buy-in for your initiatives?
How did you establish yourself as a trusted advisor to the sales leadership?

What were the most challenging aspects of your role at [company], and how did you address them?

Areas to Cover

Specific obstacles encountered in the role
Problem-solving approach and resources leveraged
Adaptations made to overcome challenges
Results achieved despite difficulties
Personal growth from challenging situations

Possible Follow-up Questions

What did you learn about yourself through addressing these challenges?
How did these challenges shape your approach to sales strategy?
What support or resources would have made these challenges easier to overcome?

Now let's move to your previous role at [company]. How did this position differ from your most recent role, and what new skills did you develop?

Areas to Cover

Key responsibilities and objectives
New capabilities developed in this role
Different business context or challenges
Growth in strategic thinking or analytical skills
Advancement in leadership or influencing abilities

Possible Follow-up Questions

How did your approach to sales strategy evolve in this role?
What tools or methodologies did you learn that you still use today?
How did this role prepare you for subsequent positions?

In this role, how did you work across departments (like marketing, product, finance) to support sales initiatives?

Areas to Cover

Specific cross-functional projects or initiatives
Approach to building relationships outside sales
Methods for aligning different departmental priorities
Challenges in cross-functional work and how they were addressed
Outcomes of collaborative efforts

Possible Follow-up Questions

What techniques were most effective in gaining cooperation from other departments?
How did you resolve conflicts between departmental objectives?
What did you learn about effective cross-functional collaboration?

Let's discuss any earlier positions that helped form your foundation in sales strategy or analytics. What key learnings from those roles still influence your approach today?

Areas to Cover

Early career experiences relevant to sales strategy
Foundational skills developed in previous roles
Mentors or experiences that shaped their approach
Evolution of their sales strategy philosophy over time
Connection between past experiences and current capabilities

Possible Follow-up Questions

What principles from these earlier roles still guide your work today?
How has your approach to sales analysis evolved since these positions?
What experiences outside of sales have influenced your strategic thinking?

Looking at your career as a whole, which sales strategy project or initiative are you most proud of, and why?

Areas to Cover

Description of the high-impact initiative
Their specific contribution to the project
Challenges overcome during implementation
Measurable business impact achieved
Personal satisfaction factors beyond business results

Possible Follow-up Questions

What made this particular project more successful than others?
How did this project showcase your unique strengths?
What elements of this project would you like to replicate in future roles?

Which aspects of your background do you think will be most relevant to this Sales Strategy Manager role at our company?

Areas to Cover

Self-assessment of key strengths and experiences
Understanding of our company's needs and challenges
Alignment between their experience and our requirements
Unique perspective they could bring to the role
Areas where they anticipate making the quickest impact

Possible Follow-up Questions

What aspects of our business model or sales approach most interest you?
How would you approach your first 90 days in this role?
What questions do you have about how we approach sales strategy?

Interview Scorecard

Career Progression

0: Not Enough Information Gathered to Evaluate
1: Fragmented career path with limited growth in relevant capabilities
2: Steady but modest progression in sales strategy/operations roles
3: Clear upward trajectory with increasing responsibility in relevant areas
4: Exceptional career advancement demonstrating mastery of sales strategy disciplines

Strategic Thinking Development

0: Not Enough Information Gathered to Evaluate
1: Limited evidence of strategic thinking throughout career
2: Some strategic capabilities but primarily focused on tactical execution
3: Strong development of strategic thinking skills with clear examples of impact
4: Sophisticated strategic approach with proven ability to drive transformational change

Analytical Growth

0: Not Enough Information Gathered to Evaluate
1: Minimal development of analytical capabilities across career
2: Moderate analytical skills growth but lacking advanced techniques
3: Strong progression in analytical capabilities with evidence of data-driven decisions
4: Exceptional advancement in analytical sophistication and impact on business results

Leadership Influence

0: Not Enough Information Gathered to Evaluate
1: Limited evidence of influence without direct authority
2: Some ability to influence but struggles with more senior stakeholders
3: Strong track record of influencing decisions at various organizational levels
4: Exceptional ability to drive change through influence at all organizational levels

Cross-Functional Collaboration Experience

0: Not Enough Information Gathered to Evaluate
1: Limited experience working effectively across department boundaries
2: Some cross-functional experience but primarily within comfortable relationships
3: Strong history of successful collaboration across multiple departments
4: Exceptional track record of building high-impact cross-functional initiatives

Achievement of Results

0: Not Enough Information Gathered to Evaluate
1: Few concrete examples of driving measurable business outcomes
2: Some successful projects but limited in scale or impact
3: Consistent pattern of delivering significant, measurable results
4: Exceptional history of driving transformational business outcomes

Desired Outcome: Increase Win Rates

0: Not Enough Information Gathered to Evaluate
1: Unlikely to develop strategies that significantly improve win rates
2: Likely to make modest improvements to win rates through incremental changes
3: Likely to achieve the 15% win rate improvement goal through systematic approach
4: Likely to exceed the win rate improvement goal through innovative strategies

Desired Outcome: Improve Sales Processes

0: Not Enough Information Gathered to Evaluate
1: Unlikely to successfully standardize and optimize sales processes
2: Likely to partially standardize processes with modest efficiency gains
3: Likely to achieve the 20% sales cycle reduction through effective process redesign
4: Likely to exceed the sales cycle reduction goal through exceptional process innovation

Desired Outcome: Enhance Territory Planning

0: Not Enough Information Gathered to Evaluate
1: Unlikely to significantly improve territory productivity
2: Likely to make some improvements to territory planning with moderate results
3: Likely to achieve the 25% productivity productivity through data-driven planning
4: Likely to exceed territory productivity goals through sophisticated optimization models

Overall Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Competency Interview: Strategic Thinking & Cross-Functional Collaboration

Directions for the Interviewer

This interview focuses on assessing the candidate's abilities in strategic thinking and cross-functional collaboration—two critical competencies for the Sales Strategy Manager role. Your goal is to examine how the candidate approaches complex problems, develops innovative solutions, and works effectively with other departments to drive sales initiatives.

Listen for evidence of systematic thinking processes, ability to connect tactical decisions to broader business goals, and success in navigating organizational dynamics. Pay particular attention to how they build consensus, handle resistance, and create alignment across different stakeholders with potentially competing priorities.

Ask probing follow-up questions to understand the full context of their examples, including their specific contributions, the challenges they faced, and the concrete results they achieved. Allow 45-60 minutes for this interview, with time for candidate questions at the end.

Directions to Share with Candidate

"In this interview, we'll explore your approach to strategic thinking and cross-functional collaboration, which are crucial skills for the Sales Strategy Manager role. I'll ask you about specific situations where you've developed strategies, solved complex problems, and worked across different departments to achieve business goals. For each question, I'm interested in understanding the situation, your thought process, the actions you took, and the outcomes you achieved."

Interview Questions

Tell me about a time when you identified a significant opportunity or challenge affecting sales performance and developed a strategic response. (Strategic Thinking)

Areas to Cover

How they identified the problem or opportunity
Analysis process to understand root causes
Strategic options considered and evaluation criteria
Alignment with broader business objectives
Implementation plan and stakeholder engagement
Measurement approach and actual results

Possible Follow-up Questions

What data sources did you use to validate your understanding of the issue?
How did you prioritize this initiative among competing options?
What obstacles did you encounter during implementation?
How did you adjust your strategy based on early results?

Describe a situation where you had to analyze complex sales data to develop insights that influenced sales strategy. (Analytical Problem-Solving)

Areas to Cover

Nature of the data and analytical challenge
Methodology and tools used for analysis
Key insights discovered and their significance
How insights were translated into action recommendations
Impact of recommendations on business outcomes
Lessons learned about effective data analysis

Possible Follow-up Questions

What challenges did you face in obtaining or analyzing the data?
How did you validate your conclusions?
How did you make your analysis understandable to non-technical stakeholders?
What surprised you most about what the data revealed?

Give me an example of a time when you needed to collaborate with multiple departments to implement a sales initiative. (Cross-Functional Collaboration)

Areas to Cover

Nature of the initiative and why cross-functional work was necessary
Departments involved and their different perspectives
Approach to building relationships and establishing common goals
How they navigated competing priorities or concerns
Communication methods used across teams
Results achieved through collaboration

Possible Follow-up Questions

How did you build credibility with teams outside of sales?
What was the most challenging aspect of getting alignment?
How did you handle resistance from particular groups?
What would you do differently in your approach to collaboration?

Tell me about a time when you had to influence sales leadership to adopt a new approach or strategy based on your analysis. (Influential Communication)

Areas to Cover

Context and reason for the proposed change
Initial resistance or skepticism encountered
Evidence and arguments used to build your case
Communication approach tailored to the audience
Process of gaining buy-in and support
Implementation results and feedback received

Possible Follow-up Questions

How did you prepare for potential objections?
What aspects of your communication were most effective?
How did you respond when faced with challenges to your analysis?
What did you learn about effectively influencing senior stakeholders?

Describe a situation where you led or contributed to a sales initiative that didn't achieve the expected results. What happened and what did you learn? (Results Orientation & Learning Agility)

Areas to Cover

Nature of the initiative and expected outcomes
Their specific role and responsibilities
Signs that outcomes weren't meeting expectations
Actions taken to address issues or course-correct
Ultimate results and gap analysis
Specific lessons learned and how they've applied them since

Possible Follow-up Questions

At what point did you realize the initiative wasn't working as expected?
How did you communicate challenges to stakeholders?
What would you do differently if you could approach it again?
How has this experience shaped your approach to new initiatives?

Tell me about a time when you had to balance competing priorities from different stakeholders while developing a sales strategy. (Strategic Thinking & Cross-Functional Collaboration)

Areas to Cover

Situation and stakeholders involved
Nature of the competing priorities
Process for understanding different perspectives
Method for evaluating trade-offs
Approach to building consensus
Resolution and stakeholder satisfaction with outcomes

Possible Follow-up Questions

How did you ensure all stakeholders felt heard in the process?
What principles guided your decision-making when facing trade-offs?
How did you communicate decisions, especially to stakeholders whose priorities weren't prioritized?
What would you do differently in hindsight?

Interview Scorecard

Strategic Thinking

0: Not Enough Information Gathered to Evaluate
1: Shows limited ability to develop comprehensive strategies
2: Demonstrates basic strategic thinking but may miss important considerations
3: Exhibits strong strategic approach with clear connection to business objectives
4: Demonstrates exceptional strategic vision and ability to anticipate future needs

Analytical Problem-Solving

0: Not Enough Information Gathered to Evaluate
1: Analysis lacks depth or fails to identify key insights
2: Can perform basic analysis but may struggle with more complex data sets
3: Shows strong analytical skills with ability to derive meaningful insights
4: Demonstrates sophisticated analytical approach that uncovers non-obvious insights

Cross-Functional Collaboration

0: Not Enough Information Gathered to Evaluate
1: Struggles to work effectively across departmental boundaries
2: Can collaborate with other teams but encounters difficulties with alignment
3: Successfully builds relationships and aligns efforts across departments
4: Excels at creating powerful cross-functional partnerships that drive exceptional results

Influential Communication

0: Not Enough Information Gathered to Evaluate
1: Communication lacks clarity or persuasiveness
2: Communicates effectively in favorable situations but struggles with resistance
3: Successfully influences stakeholders through well-structured, persuasive communication
4: Demonstrates masterful ability to influence even the most skeptical stakeholders

Results Orientation

0: Not Enough Information Gathered to Evaluate
1: Shows limited focus on driving measurable outcomes
2: Attempts to achieve results but may lose focus or become distracted
3: Consistently drives initiatives to completion with strong results
4: Demonstrates exceptional persistence and creativity in achieving significant outcomes

Desired Outcome: Increase Win Rates

0: Not Enough Information Gathered to Evaluate
1: Unlikely to develop strategies that significantly improve win rates
2: Likely to make modest improvements to win rates through incremental changes
3: Likely to achieve the 15% win rate improvement goal through systematic approach
4: Likely to exceed the win rate improvement goal through innovative strategies

Desired Outcome: Improve Sales Processes

0: Not Enough Information Gathered to Evaluate
1: Unlikely to successfully standardize and optimize sales processes
2: Likely to partially standardize processes with modest efficiency gains
3: Likely to achieve the 20% sales cycle reduction through effective process redesign
4: Likely to exceed the sales cycle reduction goal through exceptional process innovation

Desired Outcome: Enhance Territory Planning

0: Not Enough Information Gathered to Evaluate
1: Unlikely to significantly improve territory productivity
2: Likely to make some improvements to territory planning with moderate results
3: Likely to achieve the 25% productivity increase through data-driven planning
4: Likely to exceed territory productivity goals through sophisticated optimization models

Overall Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Sales Strategy Case Study Work Sample

Directions for the Interviewer

This work sample assessment evaluates the candidate's ability to analyze sales data, identify strategic opportunities, and develop actionable recommendations—core skills for the Sales Strategy Manager role. You'll assess both their analytical capabilities and their ability to communicate complex findings in a clear, compelling way.

At least 48 hours before the interview, provide the candidate with the case study materials, which should include:

Background on a fictional company in your industry
Sales performance data (by product, region, segment, etc.)
Market information and competitive landscape details
Business objectives and challenges

Ask the candidate to prepare a 20-minute presentation with their analysis and recommendations, followed by 25-30 minutes of questions and discussion. Evaluate both the quality of their analysis and their ability to present strategic recommendations persuasively.

During the session, focus on understanding their analytical process, the strategic frameworks they apply, and how they connect data insights to practical recommendations. Challenge their assumptions and test how they respond to probing questions.

Directions to Share with Candidate

"We'd like you to complete a case study analysis to help us understand your approach to sales strategy development. You'll receive information about a fictional company in our industry, including sales performance data, market information, and business objectives.

Please prepare a 20-minute presentation that includes:

Your assessment of the current sales performance and key issues
Identification of the most significant opportunities for improvement
A strategic plan with 2-3 specific recommendations for improving sales effectiveness
Key metrics you would track to measure success
Implementation considerations and potential challenges

Your presentation should demonstrate your analytical thinking, strategic approach, and ability to develop actionable recommendations. After your presentation, we'll have 25-30 minutes for questions and discussion."

Case Study Framework (to be customized for your industry)

Provide the candidate with the following materials:

Company Background

Overview of fictional company [FutureGrowth Technologies]
Product portfolio and current go-to-market approach
Sales organization structure (team size, roles, geography coverage)
Current sales process and methodology

Performance Data

2 years of quarterly sales data by product, region, and customer segment
Win/loss rates and reasons
Sales cycle length trends
Pipeline conversion rates by stage
Rep productivity metrics

Market Context

Market size and growth by segment
Competitive landscape with key players' strengths/weaknesses
Customer buying behavior trends
Industry analyst perspectives

Business Challenge

Company is experiencing declining win rates and longer sales cycles
Growth targets require 25% increase in sales productivity
New product launch planned that will require different selling motion
Customer retention rate declining in mid-market segment

Evaluation Criteria

Depth of analysis and insight generation
Strategic thinking and alignment with business goals
Practicality and prioritization of recommendations
Communication clarity and persuasiveness
Ability to answer challenging questions

Interview Scorecard

Data Analysis Quality

0: Not Enough Information Gathered to Evaluate
1: Superficial analysis missing key insights or misinterpreting data
2: Basic analysis identifying obvious patterns but missing deeper insights
3: Thorough analysis uncovering meaningful patterns and root causes
4: Exceptional analysis revealing non-obvious insights with compelling evidence

Strategic Thinking

0: Not Enough Information Gathered to Evaluate
1: Primarily tactical recommendations without strategic framework
2: Some strategic elements but lacking cohesion or long-term perspective
3: Strong strategic approach with clear connection to business objectives
4: Sophisticated strategy demonstrating exceptional business acumen and foresight

Recommendation Quality

0: Not Enough Information Gathered to Evaluate
1: Vague or impractical recommendations with limited impact
2: Reasonable recommendations but lacking specificity or prioritization
3: Well-defined, actionable recommendations with clear expected outcomes
4: Exceptional recommendations balancing innovation, practicality, and impact

Implementation Planning

0: Not Enough Information Gathered to Evaluate
1: Minimal consideration of implementation challenges or requirements
2: Basic implementation considerations but lacking detail or thoroughness
3: Comprehensive implementation approach with thoughtful risk mitigation
4: Exceptional implementation plan demonstrating deep operational understanding

Communication Effectiveness

0: Not Enough Information Gathered to Evaluate
1: Presentation lacks clarity, structure, or persuasiveness
2: Adequate communication but room for improvement in organization or delivery
3: Clear, well-structured presentation with persuasive elements
4: Outstanding communication that simplifies complexity and inspires action

Desired Outcome: Increase Win Rates

0: Not Enough Information Gathered to Evaluate
1: Recommendations unlikely to significantly improve win rates
2: Some potential to improve win rates but with limited impact
3: Likely to achieve meaningful win rate improvements through solid approach
4: Exceptional strategy with high probability of exceeding win rate targets

Desired Outcome: Improve Sales Processes

0: Not Enough Information Gathered to Evaluate
1: Limited focus on process improvements that would reduce sales cycles
2: Some process recommendations but not fully developed or impactful
3: Strong process improvement recommendations likely to reduce sales cycles
4: Comprehensive process transformation approach with exceptional potential impact

Desired Outcome: Enhance Territory Planning

0: Not Enough Information Gathered to Evaluate
1: Minimal attention to territory optimization in recommendations
2: Basic territory planning considerations with moderate potential impact
3: Well-developed territory strategy likely to improve productivity significantly
4: Innovative approach to territory planning with potential to exceed productivity targets

Overall Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Executive Stakeholder Interview (Optional)

Directions for the Interviewer

This interview, conducted by a senior leader (typically VP of Sales or Chief Revenue Officer), assesses the candidate's strategic alignment with company direction, cultural fit, and ability to partner with executive leadership. Rather than duplicating previous competency assessments, focus on how the candidate would operate within your specific organizational context and support leadership priorities.

Use this opportunity to evaluate the candidate's business acumen, strategic vision alignment, and how they approach building relationships with executive stakeholders. This conversation should help determine if they will be effective working directly with your leadership team and executing on your specific sales strategy.

Keep the tone conversational while still probing for substantive insights about the candidate's approach to sales strategy in your specific business context. Allow 30-45 minutes for this interview, ensuring time for candidate questions which often reveal their strategic thinking and priorities.

Directions to Share with Candidate

"This conversation is an opportunity for us to discuss how your approach to sales strategy would apply in our specific business context. I'm interested in your perspectives on our market position, how you would approach our current challenges, and how you've partnered with executive teams in the past. This will be a two-way dialogue to help us both determine if there's a good fit between your expertise and our organization's needs."

Interview Questions

Based on what you've learned about our business, what do you see as our biggest sales strategy opportunities and challenges?

Areas to Cover

Depth of research and understanding of our company
Ability to apply strategic thinking to our specific context
Identification of relevant industry trends and competitive factors
Initial thinking on how they might approach our situation
Alignment with our known challenges and opportunities

Possible Follow-up Questions

How would you prioritize these opportunities if resources were limited?
What information would you need to validate your initial assessment?
How have you addressed similar challenges in previous roles?

How do you approach building relationships with sales executives and other senior stakeholders when implementing strategic initiatives?

Areas to Cover

Methods for establishing credibility with leadership
Communication approach with executives
Balancing strategic vision with practical execution
Experience navigating complex organizational dynamics
Track record of executive-level influence

Possible Follow-up Questions

How do you adjust your approach for different leadership styles?
Tell me about a time when you had to convince a skeptical executive of your approach
How do you ensure continued executive support throughout an initiative?

What's your philosophy on balancing data-driven decision making with intuition and experience in sales strategy?

Areas to Cover

Approach to using data in strategic decisions
Comfort with ambiguity and incomplete information
Respect for leadership experience and market knowledge
Process for validating assumptions
Decision-making framework in complex situations

Possible Follow-up Questions

How have you handled situations where data contradicted conventional wisdom?
Can you give me an example of when you had to make a recommendation with incomplete data?
How do you determine when you have enough information to move forward?

How do you ensure sales strategies are effectively translated into execution at the field level?

Areas to Cover

Approach to implementation planning
Methods for gaining frontline buy-in
Experience with change management
Monitoring and adjustment processes
Balancing strategic intent with field realities

Possible Follow-up Questions

What's been your biggest learning about driving field adoption of new strategies?
How do you incorporate feedback from the field into your planning?
What barriers to execution have you encountered and how did you address them?

What questions do you have about our sales organization, business strategy, or current priorities?

Areas to Cover

Quality and depth of candidate questions
Areas of interest that reveal their strategic thinking
How they process your responses
Follow-up questions that demonstrate critical thinking
Alignment of their interests with your priorities

Possible Follow-up Questions

Based on what I've shared, what would be your initial focus areas?
What additional information would be most valuable to you in understanding our challenges?

Interview Scorecard

Strategic Alignment

0: Not Enough Information Gathered to Evaluate
1: Limited understanding of our business context and strategic needs
2: Basic grasp of our situation but missing important nuances
3: Strong alignment with our strategic direction and challenges
4: Exceptional insights about our business with innovative but relevant perspectives

Executive Partnership Capability

0: Not Enough Information Gathered to Evaluate
1: May struggle to partner effectively with our leadership team
2: Would likely develop adequate working relationships with executives
3: Strong potential to build effective partnerships with senior leadership
4: Exceptional executive presence and ability to be a trusted leadership advisor

Business Acumen

0: Not Enough Information Gathered to Evaluate
1: Limited business acumen relative to our industry and challenges
2: Adequate business understanding but gaps in critical areas
3: Strong business acumen with relevant insights to our situation
4: Sophisticated business understanding with valuable external perspectives

Implementation Focus

0: Not Enough Information Gathered to Evaluate
1: Primarily theoretical with limited practical implementation experience
2: Some implementation capability but potential execution gaps
3: Strong focus on translating strategy to practical execution
4: Exceptional implementation mindset with proven ability to drive results

Cultural Alignment

0: Not Enough Information Gathered to Evaluate
1: Significant questions about fit with our organizational culture
2: Some alignment but potential friction points with our culture
3: Strong alignment with our values and working culture
4: Exceptional cultural fit with potential to enhance our organizational culture

Desired Outcome: Increase Win Rates

0: Not Enough Information Gathered to Evaluate
1: Unlikely to significantly impact our win rates based on approach
2: May achieve modest win rate improvements but limited by gaps
3: Strong potential to achieve our win rate improvement targets
4: Exceptional likelihood of exceeding win rate targets through innovative approach

Desired Outcome: Improve Sales Processes

0: Not Enough Information Gathered to Evaluate
1: Limited ability to drive meaningful process improvements
2: Some process improvement potential but execution concerns
3: Strong capability to optimize our sales processes effectively
4: Exceptional process improvement vision with high implementation likelihood

Desired Outcome: Enhance Territory Planning

0: Not Enough Information Gathered to Evaluate
1: Minimal evidence of territory optimization capabilities
2: Basic territory planning approach with moderate impact potential
3: Solid territory strategy capabilities aligned with our needs
4: Sophisticated territory optimization approach likely to exceed our targets

Overall Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Debrief Meeting

Directions for Conducting the Debrief Meeting

The Debrief Meeting is an open discussion for the hiring team members to share the information learned during the candidate interviews. Use the questions below to guide the discussion.

Start the meeting by reviewing the requirements for the role and the key competencies and goals to succeed.
The meeting leader should strive to create an environment where it is okay to express opinions about the candidate that differ from the consensus or from leadership's opinions.
Scores and interview notes are important data points but should not be the sole factor in making the final decision.
Any hiring team member should feel free to change their recommendation as they learn new information and reflect on what they've learned.

Questions to Guide the Debrief Meeting

Question: Does anyone have any questions for the other interviewers about the candidate?

Guidance: The meeting facilitator should initially present themselves as neutral and try not to sway the conversation before others have a chance to speak up.

Question: Are there any additional comments about the Candidate?

Guidance: This is an opportunity for all the interviewers to share anything they learned that is important for the other interviewers to know.

Question: Is there anything further we need to investigate before making a decision?

Guidance: Based on this discussion, you may decide to probe further on certain issues with the candidate or explore specific issues in the reference calls.

Question: Has anyone changed their hire/no-hire recommendation?

Guidance: This is an opportunity for the interviewers to change their recommendation from the new information they learned in this meeting.

Question: If the consensus is no hire, should the candidate be considered for other roles? If so, what roles?

Guidance: Discuss whether engaging with the candidate about a different role would be worthwhile.

Question: What are the next steps?

Guidance: If there is no consensus, follow the process for that situation (e.g., it is the hiring manager's decision). Further investigation may be needed before making the decision. If there is a consensus on hiring, reference checks could be the next step.

Reference Checks

Directions for Conducting Reference Checks

These reference checks are crucial for validating our assessment of the Sales Strategy Manager candidate and gaining additional context about their past performance. Your goal is to speak with individuals who have directly observed the candidate's work, particularly in roles relevant to sales strategy, analytics, or cross-functional collaboration.

Ideally, references should include former managers, peers from other departments they partnered with, and potentially sales leaders they supported. When setting up the call, ask the candidate to make the introduction, explaining that we conduct thorough reference checks as part of our commitment to building a high-performing team.

During the conversation, listen carefully not just for the content of responses but also for tone, hesitations, or qualifications that might provide additional insights. Take detailed notes and ask follow-up questions to clarify any ambiguous responses. Multiple reference checks using these questions will provide a more complete picture of the candidate's capabilities and work style.

Questions for Reference Checks

In what context did you work with [Candidate], and for how long?

Guidance: Establish the reference's relationship with the candidate and their credibility for evaluating the candidate's performance. Listen for specifics about the nature of their working relationship and whether they directly observed the candidate's work on relevant projects.

What were [Candidate]'s primary responsibilities in their role, and how would you rate their overall performance?

Guidance: Verify the candidate's self-reported responsibilities and get an initial assessment of performance. Ask for specific examples that support their performance rating, and note any areas where the description differs from what the candidate shared.

How would you describe [Candidate]'s analytical capabilities and their effectiveness in using data to drive strategic decisions?

Guidance: Probe for specific examples of the candidate's analytical work and impact. Listen for evidence of sophisticated analysis, ability to derive meaningful insights, and effectiveness in translating data into action recommendations.

Can you tell me about a time when [Candidate] identified a significant sales challenge and developed a strategic response? What was their approach and what was the outcome?

Guidance: Seek examples that demonstrate strategic thinking and problem-solving abilities. Listen for the reference's assessment of the candidate's initiative, depth of analysis, quality of recommendations, and the actual business impact achieved.

How effective was [Candidate] at collaborating across departments or functions to drive sales initiatives?

Guidance: Understand the candidate's cross-functional collaboration skills. Ask for specific examples of partnerships with marketing, product, finance, or operations teams. Listen for indicators of their ability to build relationships, navigate competing priorities, and drive alignment.

How would you describe [Candidate]'s communication style, particularly when presenting complex data or recommendations to leadership?

Guidance: Assess communication effectiveness, especially with senior stakeholders. Ask about their ability to tailor communication to different audiences, clarity in presenting complex information, and effectiveness in influencing decisions.

What would you say were [Candidate]'s greatest strengths in their role?

Guidance: Listen for alignment with the key competencies needed for the Sales Strategy Manager role. Ask for specific examples that demonstrate these strengths in action and their impact on the organization.

What areas would you suggest [Candidate] focus on for continued professional development?

Guidance: This question often reveals more honest feedback about limitations. Listen carefully for development needs that might impact their effectiveness in the role you're hiring for, distinguishing between critical gaps and areas for normal professional growth.

On a scale of 1-10, how likely would you be to hire [Candidate] again if you had an appropriate role? Why?

Guidance: This forced ranking often reveals the reference's true assessment. Pay attention to both the numerical rating and the explanation. Anything below an 8 warrants further exploration of concerns. Ask what would have made their rating higher.

Is there anything else I should know about [Candidate] that would help us ensure their success if we move forward?

Guidance: This open-ended question sometimes elicits important information not covered by previous questions. Listen for both positive insights and potential concerns or suggestions for management approach.

Reference Check Scorecard

Analytical Capabilities

0: Not Enough Information Gathered to Evaluate
1: Reference indicates significant concerns about analytical abilities
2: Reference suggests adequate but not exceptional analytical skills
3: Reference confirms strong analytical capabilities with supporting examples
4: Reference highlights exceptional analytical skills as a standout strength

Strategic Thinking

0: Not Enough Information Gathered to Evaluate
1: Reference indicates primarily tactical focus with limited strategic capabilities
2: Reference suggests some strategic thinking but not consistently applied
3: Reference confirms strong strategic approach with meaningful business impact
4: Reference emphasizes outstanding strategic vision as a key differentiator

Cross-Functional Collaboration

0: Not Enough Information Gathered to Evaluate
1: Reference notes significant challenges working across departments
2: Reference indicates adequate collaboration but with some limitations
3: Reference confirms effective partnerships across multiple functional areas
4: Reference highlights exceptional collaboration skills and relationship building

Communication Effectiveness

0: Not Enough Information Gathered to Evaluate
1: Reference indicates concerns about clarity, persuasiveness, or audience adaptation
2: Reference suggests satisfactory communication with room for improvement
3: Reference confirms strong communication skills with senior stakeholders
4: Reference emphasizes exceptional communication as a standout capability

Results Orientation

0: Not Enough Information Gathered to Evaluate
1: Reference expresses concerns about follow-through or impact
2: Reference indicates adequate results but without exceptional impact
3: Reference confirms consistent achievement of meaningful business outcomes
4: Reference highlights exceptional track record of driving significant results

Desired Outcome: Increase Win Rates

0: Not Enough Information Gathered to Evaluate
1: Reference suggests limited capability to impact win rates based on past performance
2: Reference indicates some success improving win rates but modest in scale
3: Reference confirms successful initiatives that significantly improved win rates
4: Reference emphasizes exceptional track record of transforming win rate performance

Desired Outcome: Improve Sales Processes

0: Not Enough Information Gathered to Evaluate
1: Reference suggests limited process improvement experience or success
2: Reference indicates some process improvements but with execution challenges
3: Reference confirms successful sales process optimization with measurable results
4: Reference highlights exceptional process transformation achievements

Desired Outcome: Enhance Territory Planning

0: Not Enough Information Gathered to Evaluate
1: Reference indicates minimal experience or success with territory optimization
2: Reference suggests some territory improvements but limited in scope or impact
3: Reference confirms successful territory planning initiatives with significant impact
4: Reference emphasizes outstanding territory optimization as a particular strength

Frequently Asked Questions

How should I prepare for using this interview guide?

Thoroughly review the job description and interview guide before conducting interviews. Familiarize yourself with the key competencies and desired outcomes for the role. For the work sample case study, ensure you understand the evaluation criteria and have reviewed the materials that will be provided to candidates. Consider conducting a mock interview with a colleague to practice your questioning technique and ensure smooth delivery of the more complex behavioral questions.

What if a candidate doesn't have specific experience in our industry?

Focus on transferable skills and analytical capabilities that would apply across industries. Sales strategy fundamentals often translate well between sectors, so look for evidence of the candidate's ability to quickly learn new markets and business models. Pay particular attention to their analytical approach, strategic thinking process, and cross-functional collaboration skills. You may want to explore their learning agility and adaptability more deeply to assess how quickly they'll get up to speed.

How should we evaluate candidates with more operational versus strategic backgrounds?

Candidates from operational backgrounds may demonstrate stronger implementation capabilities but might need development in strategic thinking. Look for evidence they can elevate their perspective beyond tactical execution. Conversely, strategically-oriented candidates may need assessment on their ability to translate plans into practical execution. The work sample is particularly valuable for evaluating both dimensions. Consider how their strengths complement your existing team's composition, as detailed in our guide on constructing ideal candidate profiles.

What's the most important competency to evaluate for this role?

While all the competencies are important, analytical problem-solving is foundational for a Sales Strategy Manager. Without strong analytical capabilities, candidates will struggle to identify opportunities and develop data-driven recommendations. However, this must be paired with influential communication skills to drive adoption of their strategies. The combination of analysis and influence is particularly powerful. Review our article on screening for successful sales candidates for additional insights.

How should we adapt the case study for our specific company needs?

Customize the case study to reflect your industry dynamics, sales model, and current challenges. The scenario should be realistic but not so complex that candidates spend excessive time on data analysis rather than strategic recommendations. Consider including challenges similar to those the hire will face in the role, but avoid using actual company data. The work sample should evaluate both analytical capabilities and strategic thinking, with clear evaluation criteria shared with the candidate in advance.

How much weight should we give to the chronological interview versus the competency interview?

Both interviews provide valuable but different insights. The chronological interview reveals the candidate's career progression and experience depth, while the competency interview focuses on specific skills relevant to the role. Generally, for candidates with substantial experience, the chronological interview may reveal important context about their career choices and growth. For candidates with less experience, the competency interview often provides better predictive value about their capabilities. Use both in conjunction with the work sample for a comprehensive assessment.

What red flags should we watch for during the interview process?

Watch for candidates who struggle to provide specific examples of their impact, speak in generalities about strategy without tactical implementation details, demonstrate weak analytical reasoning, or show limited ability to influence cross-functionally. Other concerns include inability to adapt their communication to different audiences or difficulty providing clear, structured answers to case study questions. Our resource on why sales leadership should own the hiring process explores additional evaluation considerations.