Why You are Not Hiring "A"Players

As a person that has hired and developed a number of "A" players that the what seems to be general industry wisdom is pushing hiring managers away from hiring the best performers.

Today’s hiring managers often aren’t recruiting A-players—they’re settling for B, C, or even D players. In fact, I question whether many managers even understand what an A-player is, or how to identify one.

Let’s start by defining the key characteristics of an A-player:

1. Proven Success: They've excelled as top performers—whether as reps or managers—at multiple companies.
2. Diverse Experience: They’ve worked across multiple market spaces and have sold to a variety of prospects and companies.
3. Tech-Savvy: They are proficient enough with technology to effectively do their jobs without relying on it as a crutch.
4. Proud of Their Accomplishments: A-players often have achievements outside of work that show their commitment and drive.
5. Team Players: Despite their individual success, they excel in collaborative environments.

But when I speak with hiring managers, here's what I hear:

• “I prefer people who’ve been at one company for a long time or haven’t had too many jobs.” The truth is, the number of jobs doesn’t matter. What you should care about is how much money they made and how successful they were in those roles. And if they've been at one or two companies for a long time, it likely means they needed that structure and market knowledge to succeed.
• “I like people who already know the space.” Many A-players have succeeded in multiple markets—often three or more. Their ability to learn and adapt is what makes them stand out.
• “I prefer candidates with a strong network.” Sure, having a network helps, but most A-players rarely sell to the same companies or prospects twice. They consistently find new opportunities and build new relationships wherever they go. A salesperson with a “book” of business might get meetings, but that doesn’t usually translate to sales.
• “I want people who are very familiar with technology.” It’s true that today’s sellers need a working knowledge of technology to be effective, but many managers overemphasize this. What matters most is how candidates use technology in their sales process. Are they leveraging it to sell, or are they using it as a crutch?
• “I’m cautious about older reps or managers. They may be too slow, lack tech knowledge, or have less drive.” This is a clear bias. A top salesperson doesn't become an A-player overnight. And A-players aren’t born—they’re made over time. Older reps who are still passionate about their work are doing it because they love it and are still great at what they do.
• “I prefer candidates from top schools because they’re smart.” Yes, Ivy League grads are often smart, but many non-Ivy League candidates are just as capable. I once interviewed 14 students from a prestigious Ivy League school for a college recruitment program and found only one candidate I would hire. He was on the Dean's list, played football, and worked part-time at school. When I asked him how he managed all of that, he said, “If my mom can clean houses and my dad can work three jobs to send me here, the least I can do is work hard.” That left a lasting impression.

A Key Lesson: Many managers overlook this fundamental truth: It takes less than a year to learn a market space, a technology stack, or a company’s processes. But it takes years of experience to learn how to successfully sell complex technology to the enterprise