The Traditional Approach: Hiring from Within
A few years ago (quite a few), I was looking for a senior business development manager to replace someone moving on. At the time, there was a long-standing policy that sales experts must come from within the industry and have at least five to ten years of industry experience, no matter how many years of experience and achievements they may have in another industry in sales. You can excuse the thinking back then.
Challenging the Status Quo: Looking Outside the Industry
Onboarding people outside the industry was perceived as a high risk, and safety was paramount, so the policy. I interviewed ten great BDMs from within the industry, each with their perspective. However, they all (basically) said the same thing and their experience and outlook were very similar. Why? Because they all work in the same industry, have the same customers and speak the same language. It’s very safe, but nothing dynamic. I did something a little crazy and invited people from outside the industry with great experience to interview for the role. Yes, they needed an in-depth understanding of our industry, products and services, but that can be taught. What they did bring, though, was a fresh perspective, ideas and thinking. They were likeable, communicated well and engaging. I picked one of them, and they smashed it out of the park.
Innovation Through Diversity
Today, innovation often arises from diverse perspectives. While hiring within our industry is comfortable, we risk overlooking fresh insights and untapped opportunities. Diversity in our talent pool is about more than just ticking a box. It’s about unlocking a wealth of benefits. With their fresh perspectives, external hires can inject novel ideas, challenge conventional thinking, and introduce best practices from other sectors. Their unique viewpoints can ignite creativity and drive unconventional growth strategies, opening up new possibilities and giving us a competitive edge.
The Risks of Insular Hiring Practices
Conversely, insular hiring practices can lead to stagnation. Internal hires may carry ingrained biases or adhere rigidly to industry norms, limiting our ability to adapt to changing market dynamics. Moreover, they might need more exposure to emerging trends or innovative methodologies in other industries.
The Competitive Edge of External Hires
By broadening our search, we cultivate a culture of innovation and resilience. However, navigating potential pitfalls, such as more extended onboarding periods or cultural adjustments, is crucial. Yet, these challenges pale compared to the immense value diverse perspectives bring our business.
In business development, having an in-depth understanding of industry, products and services can be taught however, people who are well experienced and successful in other industries, that are natural at building genuine business relationships and winning major work, in my view are more valuable and important.