Why Sales Interview Questions Haven’t Changed (But the Answers Have)
Let’s be honest, the core questions in a sales interview are timeless. Hiring managers have always wanted to know if you can sell, if you’re resilient, and if you’ll work hard. “Tell me about a time you overcame an objection” is practically carved into the wall of every interview room. So why does the old advice feel so stale?
Because the game has changed. The questions are the same, but the expectations for the answers are worlds apart. In the past, a good story was enough. Today, hiring managers want to see a modern sales professional who blends timeless skills with a tech-forward mindset.
The bar has been raised by AI and a new generation of sales tools. Vague answers about “building relationships” don’t cut it anymore. Top candidates talk about their process, their metrics, and their tech stack. They demonstrate not just what they did, but how they did it efficiently and at scale. They show they can use technology to be more human, not less. This guide isn't about memorizing lines; it's about upgrading your entire approach to prove you’re the salesperson of the future, not a relic of the past.
Top 40 Sales Interview Questions (and Answers That Don’t Suck)
Get ready. We’ve broken down the most common salesperson interview questions into categories. For each one, we’ll give you a typical, unimpressive answer and a much better one that shows you actually know what you’re talking about. No fluff, just the good stuff.
The Classics (Tell me about yourself, Why sales?, etc)
These are the warm-ups. They seem easy, but they’re your first chance to make an impression or completely fumble the ball. Don’t wing it.
1. Tell me about yourself.
Bad Answer: “Well, I was born in Ohio, and then I went to college for communications. I’ve always been a people person, so I kind of fell into sales after graduation. My last job was at a software company, and now I’m looking for a new challenge.”
Good Answer: “I’m a competitive and process-driven sales professional with about three years of experience in the B2B SaaS space. In my last role as an AE at Company X, I specialized in selling to marketing leaders. I consistently exceeded my quota, hitting 115% of my number last year by focusing on a multi-threaded approach. I’m passionate about how technology can solve real business problems, which is why I was so drawn to what you’re doing here.”
Why it works: The good answer is a professional highlight reel, not a biography. It’s concise, leads with results, and connects your experience directly to the role you’re interviewing for.
2. Why did you get into sales?
Bad Answer: “I’m really good with people, and I heard you can make good money.”
Good Answer: “I was drawn to sales because I’m motivated by solving problems and I thrive in a competitive, results-oriented environment. I love the process of understanding a customer’s pain points and showing them a path to a solution. For me, the commission is just a scorecard for how well I’m doing that.”
Why it works: It frames your motivation around customer success and personal drive, not just the paycheck. It shows you understand the purpose of sales.
3. What do you know about our company?
Bad Answer: “I saw you guys make software for sales teams. It looks pretty cool. Your website is nice.”
Good Answer: “I’ve been following you for a while. I was particularly impressed by your recent funding announcement and the launch of your new AI agent feature. I also read a case study on your work with Client Z and how you helped them increase their pipeline by 40%. It seems like you’re solving a major pain point around outbound efficiency, which aligns perfectly with my experience in helping teams automate their prospecting.”
Why it works: It’s specific. It proves you did more than a 30-second Google search. You understand their product, their market position, and their customer wins.
4. Why are you looking to leave your current role?
Bad Answer: “My boss is a micromanager, the comp plan is terrible, and I’m just totally burned out.”
Good Answer: “I’ve learned a ton at my current company and I’m proud of the results I’ve achieved, like closing the largest deal in my team’s history last quarter. However, I’m looking for an opportunity where I can tackle more complex deal cycles and have a greater impact on a growing company’s trajectory. Your focus on the enterprise market is exactly the kind of challenge I’m excited to take on next.”
Why it works: Never bad-mouth a former employer. Frame your departure as running towards a better opportunity, not away from a bad situation.
5. What are your strengths as a salesperson?
Bad Answer: “I’m a great communicator and a hard worker.”
Good Answer: “My biggest strength is my ability to run a tight discovery process. I’m relentless about digging deep to uncover not just the surface-level pain, but the quantifiable business impact of that pain. This allows me to build a strong business case for the solution and avoid getting stuck on price. For example, in a recent deal…”
Why it works: It’s a specific sales skill, not a generic personality trait. It shows you understand the mechanics of a sale and gives you a perfect entry to tell a story using the STAR method.
6. What’s your biggest weakness?
Bad Answer: “I’m a perfectionist” or “I work too hard.”
Good Answer: “Historically, I would sometimes get so focused on a single large deal that I’d let my top-of-funnel prospecting slow down. I recognized this was a risky pattern, so I’ve become disciplined about time-blocking. I now dedicate the first hour of every day to prospecting activities, no matter what. It’s helped me maintain a much more consistent pipeline.”
Why it works: It’s a real, relevant weakness, but you show self-awareness and describe the concrete steps you’ve taken to improve. It turns a negative into a positive story of professional growth.
Handling Objections & Tough Scenarios
This is where the rubber meets the road. They want to see if you can think on your feet and handle the pressure that every sales role entails.
7. Tell me about a time you lost a deal you thought you were going to win. What did you learn?
Bad Answer: “The prospect just ghosted me. They didn’t have the budget anyway. It was a waste of time.”
Good Answer: “We had a strong champion and a verbal yes on a 50k deal, but it stalled in legal for weeks. I learned I hadn't properly multi-threaded the account and had no relationship with the legal or procurement teams. When my champion went on vacation, the deal died. Now, I make it a priority to map out the entire buying committee, including influencers and blockers, on every deal over 10k.”
Why it works: You take ownership of the loss, diagnose the specific mistake, and explain the process change you implemented to prevent it from happening again. It shows coachability.
8. What’s the most common objection you hear, and how do you handle it?
Bad Answer: “Usually it’s about price. I just explain why we’re worth it.”
Good Answer: “The most common objection I get is, ‘We’re already working with Competitor X.’ I handle that by first acknowledging and validating their choice—‘That’s great, they’re a solid company.’ Then I pivot to curiosity: ‘What’s working well with them, and what’s one thing you wish they did better?’ This opens a door to discuss our unique differentiators without directly attacking the competitor.”
Why it works: It demonstrates a specific, repeatable process for handling a common objection (Acknowledge, Pivot, Differentiate). It’s strategic, not defensive.
9. Your prospect says, “This is too expensive.” What do you say?
Bad Answer: “Well, you get what you pay for. We’re the premium option.”
Good Answer: “I usually respond with a question: ‘Too expensive compared to what?’ This helps me understand if they’re comparing us to a competitor, an internal build, or just have sticker shock. Once I understand the context, I can reframe the conversation around value and ROI. If I did my discovery right, I can say, ‘We talked about how this problem is costing you $200k a year in lost productivity. How does a $50k investment to solve that sound now?’”
Why it works: It shows you don’t jump straight to discounting. You seek to understand before you respond, and you tie the price back to the value and the cost of inaction.
10. Role-play: I’m a busy prospect. You have 30 seconds to get my attention on a cold call. Go.
Bad Answer: “Hi, my name is Alex from Topo, do you have a few minutes to talk about our amazing AI sales platform?”
Good Answer: “Hi [Interviewer Name], this is Alex calling from Topo. I saw your company just posted three new openings for SDRs. We help sales leaders like you automate their outbound prospecting so they can scale their pipeline without tripling headcount. Is that something you’re thinking about right now?”
Why it works: It’s relevant and personalized. It references a specific buying signal (job postings) and immediately presents a value proposition tied to a likely pain point (scaling a team).
11. How do you handle a prospect who keeps putting you off?
Bad Answer: “I just keep following up until they answer.”
Good Answer: “If I’ve followed up a couple of times with no response, I’ll shift tactics. I might send a ‘breakup’ email that’s polite but direct, like, ‘It seems like this isn’t a priority right now, so I’ll close your file. If that changes, feel free to reach out.’ Alternatively, I might try a different channel, like a LinkedIn connection request with a note referencing a piece of content I think they’d find valuable. The key is to add value or create urgency, not just check in.”
Why it works: It shows you have multiple strategies and that you respect the prospect’s time. You know when to push and when to pull back.
Proving Your Process & Performance
They need to know you’re not just lucky—you have a repeatable system for success. This is where you connect your actions to your results with cold, hard numbers.
12. Walk me through your sales process.
Bad Answer: “I find leads, I call them, I do a demo, and then I close them.”
Good Answer: “I follow a five-stage process: 1) Prospecting & Qualification, where I focus on my ICP and look for intent signals. 2) Discovery, where I uncover pain and quantify the business impact. 3) Solution Mapping & Demo, where I tailor the presentation to the specific problems we uncovered. 4) Proposal & Negotiation, where I focus on value and multi-threading to get buy-in. And 5) Closing, which includes managing legal and procurement. I track everything in our CRM to ensure a clean handoff to customer success.”
Why it works: It’s structured, methodical, and uses industry-standard terminology. It proves you have a plan you can execute consistently.
13. What are your quota attainment numbers for the last four quarters?
Bad Answer: “I’ve done pretty well. I usually hit my number.”
Good Answer: “Q1: 110%, Q2: 95%, Q3: 125%, Q4: 105%. My average for the year was 108%. The dip in Q2 was because a large enterprise deal I was forecasting slipped into Q3, which is why that quarter was so high.”
Why it works: Be prepared with the exact numbers. Honesty about a down quarter, with a clear explanation, builds more trust than pretending you’re perfect.
14. Tell me about your most successful sale. What made it a success?
Bad Answer: “I closed this huge deal once. It was awesome.”
Good Answer: “My most successful sale was a $150k ARR deal with a company that was initially a solid ‘no.’ It was successful not just because of the size, but because I won by using a challenger approach. They were convinced their homegrown solution was fine. I brought them data on the hidden costs of maintaining that system and showed them how their competitors were innovating past them. It completely reframed their perspective, and we went from a ‘no’ to a signed contract in six weeks.”
Why it works: It highlights a specific sales methodology, demonstrates strategic thinking, and focuses on how you changed the customer’s mind with value, not just features.
15. How do you build your pipeline?
Bad Answer: “I get leads from marketing and I make cold calls.”
Good Answer: “I use a multi-channel approach. About 40% of my pipeline comes from inbound leads from marketing. I generate another 40% through my own outbound efforts, which includes targeted email sequences, LinkedIn outreach, and cold calling based on intent signals like funding or new executive hires. The final 20% comes from working with my BDRs and generating referrals from my existing customer base.”
Why it works: It’s specific, data-driven (with percentages), and shows you take ownership of your pipeline instead of just waiting for leads to be handed to you.
16. How do you stay organized and manage your time?
Bad Answer: “I use a calendar and a to-do list.”
Good Answer: “I live by time-blocking. My calendar is my source of truth. 9-10 AM is for prospecting, no exceptions. 10-12 is for customer meetings and demos. The afternoon is split between follow-ups, internal meetings, and prepping for the next day. I also use our CRM religiously to set follow-up tasks after every single interaction so nothing falls through the cracks.”
Why it works: It shows a clear, disciplined system for managing the chaos of a sales day. It also demonstrates you’re a responsible CRM user, which every sales manager loves to hear.
17. What sales metrics do you track for yourself?
Bad Answer: “Just my quota.”
Good Answer: “I track my quota, of course, but I also obsess over my leading indicators. I look at my activity numbers (calls, emails), my conversion rates at each stage of the funnel (e.g., discovery calls booked to demos completed), my average deal size, and my sales cycle length. This helps me spot problems early. If my conversion rate from demo to proposal drops, I know I need to work on my demo skills or qualification process.”
Why it works: It shows you think like a business owner, not just a rep. You understand the inputs that create the outputs.
Culture Fit & Motivation Questions
They want to know if you’ll be a good teammate, if you’re coachable, and what gets you out of bed in the morning (besides coffee).
18. What motivates you?
Bad Answer: “Money.”
Good Answer: “I’m driven by a few things: winning as a team, solving complex problems for my customers, and personal growth. I’m very competitive and I love seeing my name at the top of the leaderboard, but I get just as much satisfaction from helping a teammate workshop a tough deal. And of course, the financial rewards that come with that success are a great motivator too.”
Why it works: It’s a balanced answer that includes team success, customer success, and personal ambition. It’s honest about money but doesn’t make it the only factor.
19. How do you handle feedback from your manager?
Bad Answer: “I take it fine. I don’t really get a lot of negative feedback.”
Good Answer: “I actively seek it out. I believe radical candor is the fastest path to growth. In my last role, I asked my manager to review my call recordings with me weekly. It was tough at first, but she pointed out that I was talking more than listening. That direct feedback helped me completely change my approach to discovery and my win rates improved as a result. I’m always looking to get better.”
Why it works: It shows you’re not just open to feedback, you’re hungry for it. You provide a specific example of how you used feedback to improve, proving you’re coachable.
20. Describe your ideal sales manager.
Bad Answer: “Someone who just lets me do my thing and doesn’t micromanage.”
Good Answer: “My ideal manager is a coach and a strategist. Someone who is in the trenches with the team, helping to remove roadblocks and strategize on key deals, but who also trusts me to run my own book of business. I value regular, transparent feedback and a leader who is invested in my professional development and career path.”
Why it works: It shows you want a partner in success, not just a boss. It communicates maturity and a desire for a collaborative relationship.
21. Where do you see yourself in five years?
Bad Answer: “In your job!” or “On a beach, retired.”
Good Answer: “In five years, I aim to be a recognized expert in this industry and a top-performing senior account executive. I’m also interested in mentorship and leadership, so I’d love to be in a position where I can help train new reps and contribute to the team’s overall strategy. My main goal is to continue learning and taking on more responsibility within a company I believe in.”
Why it works: It shows ambition that is aligned with the company’s growth. It expresses a desire to grow with the organization, not just use it as a stepping stone.
Your Knowledge of Tech & Tools
In 2025, being “not technical” isn’t an option. They need to know you can use the modern sales stack to be more effective and efficient.
22. What’s in your sales tech stack right now? Which tools do you love and why?
Bad Answer: “We use Salesforce. It’s fine, I guess.”
Good Answer: “Our core stack is Salesforce as the CRM, which I use to manage my pipeline and log all activities. For prospecting, we use LinkedIn Sales Navigator and an AI sales platform for building lists and finding contact data. I personally love using tools that provide conversation intelligence because listening back to my own calls is the fastest way I’ve found to improve my talk track and objection handling.”
Why it works: It shows you’re fluent in the language of modern sales technology. You not only name the tools but also explain how you use them strategically to improve your performance.
23. How do you use AI or automation in your sales process today?
Bad Answer: “I don’t really use AI. I prefer the human touch.”
Good Answer: “I see AI as a way to automate the tedious parts of my job so I can spend more time on high-value activities. I use an AI agent to help build my target account lists based on intent signals like recent funding or tech stack changes. It also helps me draft initial outreach emails that I can then personalize. It saves me hours of manual research each week and lets me focus on actually talking to qualified prospects.”
Why it works: This is the money answer. It shows you’re a modern seller who understands that automation and AI are about efficiency and effectiveness, not replacing human interaction. It shows you work smarter, not just harder.
24. How do you keep up with new sales trends and technologies?
Bad Answer: “I read some articles sometimes.”
Good Answer: “I’m a bit of a nerd about it. I follow several sales leaders on LinkedIn, listen to podcasts like ‘The Advanced Selling Podcast’ on my commute, and I’m part of a couple of online sales communities. It’s how I first learned about the impact of AI on prospecting and got ideas for improving my own outreach sequences.”
Why it works: It shows you’re proactive and passionate about your craft. You have a personal learning system and you’re continuously improving.
Behavioral & Situational Questions: How to Tell a Good Story
Many of the questions above are behavioral. They start with “Tell me about a time when…” and are designed to see how you’ve acted in past situations as a predictor of future performance. Just rambling through a story won’t cut it. You need a framework.
Your New Best Friend: The STAR Method
The STAR method is your secret weapon for answering any behavioral question. It gives your story a clear, compelling structure that hiring managers love. It’s simple:
S - Situation: Briefly set the scene. What was the context? (e.g., “Last quarter, I was working on a competitive deal with a major prospect in the finance industry.”)
T - Task: What was your specific responsibility or goal? (e.g., “My task was to unseat the incumbent provider they had been with for five years and demonstrate a 25% ROI within the first year.”)
A - Action: What specific steps did you take? This is the longest part of your answer. Use “I” statements. (e.g., “First, I conducted deep discovery with three different departments to find pain points the incumbent wasn’t solving. Then, I built a custom demo that focused only on those three points. Finally, I created a mutual action plan with my champion to navigate their complex procurement process.”)
R - Result: What was the outcome? Quantify it whenever possible. (e.g., “As a result, we not only won the $200k deal, but the customer has already expanded their account by 30% in the first six months. I also got a referral that led to another closed deal.”)
Practice framing your biggest career wins and challenges in the STAR format. It will make you sound clear, confident, and incredibly prepared.
Role-Specific Questions: What to Expect If You’re an…
While many questions are universal, the focus changes dramatically depending on the role. A great SDR has different skills than a great AE or a great Sales Manager. Here’s what to expect.
SDR (Sales Development Representative)
The SDR interview is about grit, activity, and coachability. They’re betting on your potential. Show them you have the engine and the right attitude.
How do you handle rejection and a day full of ‘no’s? They want to see resilience.
What does a typical day look like for you in terms of activity? (calls, emails, etc.) Be specific and show you understand the numbers game.
How do you research a prospect before reaching out? Show them your process for personalization at scale. For a deeper dive into effective prospecting, check out B2B Prospecting 101: ICP, Signals, and Strategy.
What’s more important: quality or quantity of outreach? The answer is a balance, but explain why.
How do you know when a lead is qualified enough to pass to an AE? This tests your understanding of the sales process and your role in it.
Role-play: Leave me a compelling voicemail. Keep it under 30 seconds and focus on a single, relevant point.
AE (Account Executive)
The AE interview is about process, strategy, and results. They’re betting on your ability to own a number and close revenue. Show them you’re a business person who sells.
Walk me through the largest or most complex deal you’ve ever closed. Use the STAR method here. For more on closing strategies, see 4 Proven Tips to Close Deals Successfully.
How do you forecast your deals? How accurate have your forecasts been? This shows your business acumen and reliability.
How do you collaborate with your BDR/SDR? They want to see a team player who sees the BDR as a strategic partner. Learn more about optimizing this relationship in Account Executive vs SDR: How to Optimize AE & SDR Collaboration for Sales Performance.
Tell me about a time you had to negotiate with a difficult prospect. Focus on how you held firm on value instead of caving on price.
How do you manage a long sales cycle with multiple stakeholders? This is about your ability to multi-thread and build consensus.
How do you use discovery to tailor your demo? This separates the pros from the amateurs who give the same demo every time. For a detailed guide, read What Is a Discovery Call?.
Sales Manager
The Sales Manager interview is about leadership, strategy, and multiplication. They’re not hiring you to be the best salesperson; they’re hiring you to build a team of them.
What is your philosophy on coaching and developing reps? Talk about your process for call coaching, deal reviews, and career pathing.
How would you handle a top-performing rep with a bad attitude? This tests your ability to manage difficult situations and protect team culture.
Walk me through how you would build a sales plan for a new territory. They want to see your strategic thinking around hiring, quotas, and go-to-market.
How do you use data and reporting to manage your team’s performance? Be specific about the KPIs you track and how you use them to inform your coaching.
Tell me about a time you had to let someone go. How did you handle it? This is a test of your professionalism and empathy.
What’s your 30-60-90 day plan for this role? Show them you’ve thought about how you’ll ramp up and start adding value immediately.
How to Prepare for Your Sales Interview (Without Losing Your Mind)
Showing up and winging it is a recipe for failure. The top 1% of candidates are obsessively prepared. Here’s how they do it.
The Pre-Interview Checklist
Research the Company: Go beyond the homepage. Read their last two press releases, find a recent customer case study, and understand their core value proposition
Research Your Interviewers: Look up every single person you’re meeting with on LinkedIn. Find a common connection, a post they wrote, or something interesting about their career path. Use it
Master Your Stories: Prepare 3-5 killer stories using the STAR method. Have one for a big win, a tough loss, handling an objection, and demonstrating teamwork
Know Your Numbers: Have your quota attainment, deal size, and sales cycle stats memorized. Don’t fumble when they ask
Prepare Your Questions: Have at least 5 thoughtful questions ready to ask them (more on this below)
Test Your Tech: If it’s a video call, test your camera, microphone, and internet connection 30 minutes before. No excuses
Using AI for Smarter Research
The old way of researching a company meant spending hours scrolling through LinkedIn, news articles, and financial reports. It was a grind. The new way is about using AI to get an edge.
Frankly, manual research is a grind. That's why modern reps use AI to get an edge. Tools like Topo can surface intent signals like job changes or funding announcements, so you walk in knowing their challenges before they even say them. You look brilliant, and you saved an hour of your life. Imagine starting a conversation with, “I saw you’re hiring a new VP of Engineering to scale your platform—that must be a big priority. How is the sales team supporting that initiative?” You’ve just skipped three steps ahead of every other candidate. For more on leveraging AI in your sales process, explore How To Maximize Sales Team Performance With AI Sales Agents.
Common Mistakes That Get You Ghosted
Being Generic: If your answers could apply to any company, you’ve already lost
Talking Too Much: A sales interview is a discovery call. Ask questions. Listen more than you speak
Bad-mouthing Anyone: Never complain about a past boss, company, or customer. It makes you look unprofessional
Not Having Questions: Having no questions for the interviewer signals a lack of interest and curiosity
A Weak Follow-up: A generic “Thanks for your time” email is a wasted opportunity. Personalize it and reiterate your value
The Smartest Questions to Ask Your Interviewer
An interview is a two-way street. This is your chance to interview them. Asking smart, insightful questions shows you’re a serious professional who is evaluating them as much as they’re evaluating you. It also gives you the information you need to decide if you even want the job.
Here are some questions that will make you stand out:
Questions about the Role & Team:
What separates your top performers from the rest of the team?
What is the day-to-day reality of this role like? What’s the biggest challenge the person in this role will face in their first 90 days?
Can you describe the team culture? How do you celebrate wins?
Questions about Strategy & Growth:
What are the company’s biggest priorities for the next 12 months, and how does this sales team contribute to them?
How do you see the competitive landscape evolving, and what is the company’s strategy to stay ahead?
What is the career path for a successful person in this role?
The Killer Question to Ask the Hiring Manager:
Based on our conversation today, do you have any hesitations about my ability to succeed in this role?
That last one is bold, but it’s pure gold. It gives you a final chance to address any concerns they might have before you walk out the door. It shows confidence and a desire for direct feedback—hallmarks of a great salesperson.
Why Sales Interview Questions Haven’t Changed (But the Answers Have)
Let’s be honest, the core questions in a sales interview are timeless. Hiring managers have always wanted to know if you can sell, if you’re resilient, and if you’ll work hard. “Tell me about a time you overcame an objection” is practically carved into the wall of every interview room. So why does the old advice feel so stale?
Because the game has changed. The questions are the same, but the expectations for the answers are worlds apart. In the past, a good story was enough. Today, hiring managers want to see a modern sales professional who blends timeless skills with a tech-forward mindset.
The bar has been raised by AI and a new generation of sales tools. Vague answers about “building relationships” don’t cut it anymore. Top candidates talk about their process, their metrics, and their tech stack. They demonstrate not just what they did, but how they did it efficiently and at scale. They show they can use technology to be more human, not less. This guide isn't about memorizing lines; it's about upgrading your entire approach to prove you’re the salesperson of the future, not a relic of the past.
Top 40 Sales Interview Questions (and Answers That Don’t Suck)
Get ready. We’ve broken down the most common salesperson interview questions into categories. For each one, we’ll give you a typical, unimpressive answer and a much better one that shows you actually know what you’re talking about. No fluff, just the good stuff.
The Classics (Tell me about yourself, Why sales?, etc)
These are the warm-ups. They seem easy, but they’re your first chance to make an impression or completely fumble the ball. Don’t wing it.
1. Tell me about yourself.
Bad Answer: “Well, I was born in Ohio, and then I went to college for communications. I’ve always been a people person, so I kind of fell into sales after graduation. My last job was at a software company, and now I’m looking for a new challenge.”
Good Answer: “I’m a competitive and process-driven sales professional with about three years of experience in the B2B SaaS space. In my last role as an AE at Company X, I specialized in selling to marketing leaders. I consistently exceeded my quota, hitting 115% of my number last year by focusing on a multi-threaded approach. I’m passionate about how technology can solve real business problems, which is why I was so drawn to what you’re doing here.”
Why it works: The good answer is a professional highlight reel, not a biography. It’s concise, leads with results, and connects your experience directly to the role you’re interviewing for.
2. Why did you get into sales?
Bad Answer: “I’m really good with people, and I heard you can make good money.”
Good Answer: “I was drawn to sales because I’m motivated by solving problems and I thrive in a competitive, results-oriented environment. I love the process of understanding a customer’s pain points and showing them a path to a solution. For me, the commission is just a scorecard for how well I’m doing that.”
Why it works: It frames your motivation around customer success and personal drive, not just the paycheck. It shows you understand the purpose of sales.
3. What do you know about our company?
Bad Answer: “I saw you guys make software for sales teams. It looks pretty cool. Your website is nice.”
Good Answer: “I’ve been following you for a while. I was particularly impressed by your recent funding announcement and the launch of your new AI agent feature. I also read a case study on your work with Client Z and how you helped them increase their pipeline by 40%. It seems like you’re solving a major pain point around outbound efficiency, which aligns perfectly with my experience in helping teams automate their prospecting.”
Why it works: It’s specific. It proves you did more than a 30-second Google search. You understand their product, their market position, and their customer wins.
4. Why are you looking to leave your current role?
Bad Answer: “My boss is a micromanager, the comp plan is terrible, and I’m just totally burned out.”
Good Answer: “I’ve learned a ton at my current company and I’m proud of the results I’ve achieved, like closing the largest deal in my team’s history last quarter. However, I’m looking for an opportunity where I can tackle more complex deal cycles and have a greater impact on a growing company’s trajectory. Your focus on the enterprise market is exactly the kind of challenge I’m excited to take on next.”
Why it works: Never bad-mouth a former employer. Frame your departure as running towards a better opportunity, not away from a bad situation.
5. What are your strengths as a salesperson?
Bad Answer: “I’m a great communicator and a hard worker.”
Good Answer: “My biggest strength is my ability to run a tight discovery process. I’m relentless about digging deep to uncover not just the surface-level pain, but the quantifiable business impact of that pain. This allows me to build a strong business case for the solution and avoid getting stuck on price. For example, in a recent deal…”
Why it works: It’s a specific sales skill, not a generic personality trait. It shows you understand the mechanics of a sale and gives you a perfect entry to tell a story using the STAR method.
6. What’s your biggest weakness?
Bad Answer: “I’m a perfectionist” or “I work too hard.”
Good Answer: “Historically, I would sometimes get so focused on a single large deal that I’d let my top-of-funnel prospecting slow down. I recognized this was a risky pattern, so I’ve become disciplined about time-blocking. I now dedicate the first hour of every day to prospecting activities, no matter what. It’s helped me maintain a much more consistent pipeline.”
Why it works: It’s a real, relevant weakness, but you show self-awareness and describe the concrete steps you’ve taken to improve. It turns a negative into a positive story of professional growth.
Handling Objections & Tough Scenarios
This is where the rubber meets the road. They want to see if you can think on your feet and handle the pressure that every sales role entails.
7. Tell me about a time you lost a deal you thought you were going to win. What did you learn?
Bad Answer: “The prospect just ghosted me. They didn’t have the budget anyway. It was a waste of time.”
Good Answer: “We had a strong champion and a verbal yes on a 50k deal, but it stalled in legal for weeks. I learned I hadn't properly multi-threaded the account and had no relationship with the legal or procurement teams. When my champion went on vacation, the deal died. Now, I make it a priority to map out the entire buying committee, including influencers and blockers, on every deal over 10k.”
Why it works: You take ownership of the loss, diagnose the specific mistake, and explain the process change you implemented to prevent it from happening again. It shows coachability.
8. What’s the most common objection you hear, and how do you handle it?
Bad Answer: “Usually it’s about price. I just explain why we’re worth it.”
Good Answer: “The most common objection I get is, ‘We’re already working with Competitor X.’ I handle that by first acknowledging and validating their choice—‘That’s great, they’re a solid company.’ Then I pivot to curiosity: ‘What’s working well with them, and what’s one thing you wish they did better?’ This opens a door to discuss our unique differentiators without directly attacking the competitor.”
Why it works: It demonstrates a specific, repeatable process for handling a common objection (Acknowledge, Pivot, Differentiate). It’s strategic, not defensive.
9. Your prospect says, “This is too expensive.” What do you say?
Bad Answer: “Well, you get what you pay for. We’re the premium option.”
Good Answer: “I usually respond with a question: ‘Too expensive compared to what?’ This helps me understand if they’re comparing us to a competitor, an internal build, or just have sticker shock. Once I understand the context, I can reframe the conversation around value and ROI. If I did my discovery right, I can say, ‘We talked about how this problem is costing you $200k a year in lost productivity. How does a $50k investment to solve that sound now?’”
Why it works: It shows you don’t jump straight to discounting. You seek to understand before you respond, and you tie the price back to the value and the cost of inaction.
10. Role-play: I’m a busy prospect. You have 30 seconds to get my attention on a cold call. Go.
Bad Answer: “Hi, my name is Alex from Topo, do you have a few minutes to talk about our amazing AI sales platform?”
Good Answer: “Hi [Interviewer Name], this is Alex calling from Topo. I saw your company just posted three new openings for SDRs. We help sales leaders like you automate their outbound prospecting so they can scale their pipeline without tripling headcount. Is that something you’re thinking about right now?”
Why it works: It’s relevant and personalized. It references a specific buying signal (job postings) and immediately presents a value proposition tied to a likely pain point (scaling a team).
11. How do you handle a prospect who keeps putting you off?
Bad Answer: “I just keep following up until they answer.”
Good Answer: “If I’ve followed up a couple of times with no response, I’ll shift tactics. I might send a ‘breakup’ email that’s polite but direct, like, ‘It seems like this isn’t a priority right now, so I’ll close your file. If that changes, feel free to reach out.’ Alternatively, I might try a different channel, like a LinkedIn connection request with a note referencing a piece of content I think they’d find valuable. The key is to add value or create urgency, not just check in.”
Why it works: It shows you have multiple strategies and that you respect the prospect’s time. You know when to push and when to pull back.
Proving Your Process & Performance
They need to know you’re not just lucky—you have a repeatable system for success. This is where you connect your actions to your results with cold, hard numbers.
12. Walk me through your sales process.
Bad Answer: “I find leads, I call them, I do a demo, and then I close them.”
Good Answer: “I follow a five-stage process: 1) Prospecting & Qualification, where I focus on my ICP and look for intent signals. 2) Discovery, where I uncover pain and quantify the business impact. 3) Solution Mapping & Demo, where I tailor the presentation to the specific problems we uncovered. 4) Proposal & Negotiation, where I focus on value and multi-threading to get buy-in. And 5) Closing, which includes managing legal and procurement. I track everything in our CRM to ensure a clean handoff to customer success.”
Why it works: It’s structured, methodical, and uses industry-standard terminology. It proves you have a plan you can execute consistently.
13. What are your quota attainment numbers for the last four quarters?
Bad Answer: “I’ve done pretty well. I usually hit my number.”
Good Answer: “Q1: 110%, Q2: 95%, Q3: 125%, Q4: 105%. My average for the year was 108%. The dip in Q2 was because a large enterprise deal I was forecasting slipped into Q3, which is why that quarter was so high.”
Why it works: Be prepared with the exact numbers. Honesty about a down quarter, with a clear explanation, builds more trust than pretending you’re perfect.
14. Tell me about your most successful sale. What made it a success?
Bad Answer: “I closed this huge deal once. It was awesome.”
Good Answer: “My most successful sale was a $150k ARR deal with a company that was initially a solid ‘no.’ It was successful not just because of the size, but because I won by using a challenger approach. They were convinced their homegrown solution was fine. I brought them data on the hidden costs of maintaining that system and showed them how their competitors were innovating past them. It completely reframed their perspective, and we went from a ‘no’ to a signed contract in six weeks.”
Why it works: It highlights a specific sales methodology, demonstrates strategic thinking, and focuses on how you changed the customer’s mind with value, not just features.
15. How do you build your pipeline?
Bad Answer: “I get leads from marketing and I make cold calls.”
Good Answer: “I use a multi-channel approach. About 40% of my pipeline comes from inbound leads from marketing. I generate another 40% through my own outbound efforts, which includes targeted email sequences, LinkedIn outreach, and cold calling based on intent signals like funding or new executive hires. The final 20% comes from working with my BDRs and generating referrals from my existing customer base.”
Why it works: It’s specific, data-driven (with percentages), and shows you take ownership of your pipeline instead of just waiting for leads to be handed to you.
16. How do you stay organized and manage your time?
Bad Answer: “I use a calendar and a to-do list.”
Good Answer: “I live by time-blocking. My calendar is my source of truth. 9-10 AM is for prospecting, no exceptions. 10-12 is for customer meetings and demos. The afternoon is split between follow-ups, internal meetings, and prepping for the next day. I also use our CRM religiously to set follow-up tasks after every single interaction so nothing falls through the cracks.”
Why it works: It shows a clear, disciplined system for managing the chaos of a sales day. It also demonstrates you’re a responsible CRM user, which every sales manager loves to hear.
17. What sales metrics do you track for yourself?
Bad Answer: “Just my quota.”
Good Answer: “I track my quota, of course, but I also obsess over my leading indicators. I look at my activity numbers (calls, emails), my conversion rates at each stage of the funnel (e.g., discovery calls booked to demos completed), my average deal size, and my sales cycle length. This helps me spot problems early. If my conversion rate from demo to proposal drops, I know I need to work on my demo skills or qualification process.”
Why it works: It shows you think like a business owner, not just a rep. You understand the inputs that create the outputs.
Culture Fit & Motivation Questions
They want to know if you’ll be a good teammate, if you’re coachable, and what gets you out of bed in the morning (besides coffee).
18. What motivates you?
Bad Answer: “Money.”
Good Answer: “I’m driven by a few things: winning as a team, solving complex problems for my customers, and personal growth. I’m very competitive and I love seeing my name at the top of the leaderboard, but I get just as much satisfaction from helping a teammate workshop a tough deal. And of course, the financial rewards that come with that success are a great motivator too.”
Why it works: It’s a balanced answer that includes team success, customer success, and personal ambition. It’s honest about money but doesn’t make it the only factor.
19. How do you handle feedback from your manager?
Bad Answer: “I take it fine. I don’t really get a lot of negative feedback.”
Good Answer: “I actively seek it out. I believe radical candor is the fastest path to growth. In my last role, I asked my manager to review my call recordings with me weekly. It was tough at first, but she pointed out that I was talking more than listening. That direct feedback helped me completely change my approach to discovery and my win rates improved as a result. I’m always looking to get better.”
Why it works: It shows you’re not just open to feedback, you’re hungry for it. You provide a specific example of how you used feedback to improve, proving you’re coachable.
20. Describe your ideal sales manager.
Bad Answer: “Someone who just lets me do my thing and doesn’t micromanage.”
Good Answer: “My ideal manager is a coach and a strategist. Someone who is in the trenches with the team, helping to remove roadblocks and strategize on key deals, but who also trusts me to run my own book of business. I value regular, transparent feedback and a leader who is invested in my professional development and career path.”
Why it works: It shows you want a partner in success, not just a boss. It communicates maturity and a desire for a collaborative relationship.
21. Where do you see yourself in five years?
Bad Answer: “In your job!” or “On a beach, retired.”
Good Answer: “In five years, I aim to be a recognized expert in this industry and a top-performing senior account executive. I’m also interested in mentorship and leadership, so I’d love to be in a position where I can help train new reps and contribute to the team’s overall strategy. My main goal is to continue learning and taking on more responsibility within a company I believe in.”
Why it works: It shows ambition that is aligned with the company’s growth. It expresses a desire to grow with the organization, not just use it as a stepping stone.
Your Knowledge of Tech & Tools
In 2025, being “not technical” isn’t an option. They need to know you can use the modern sales stack to be more effective and efficient.
22. What’s in your sales tech stack right now? Which tools do you love and why?
Bad Answer: “We use Salesforce. It’s fine, I guess.”
Good Answer: “Our core stack is Salesforce as the CRM, which I use to manage my pipeline and log all activities. For prospecting, we use LinkedIn Sales Navigator and an AI sales platform for building lists and finding contact data. I personally love using tools that provide conversation intelligence because listening back to my own calls is the fastest way I’ve found to improve my talk track and objection handling.”
Why it works: It shows you’re fluent in the language of modern sales technology. You not only name the tools but also explain how you use them strategically to improve your performance.
23. How do you use AI or automation in your sales process today?
Bad Answer: “I don’t really use AI. I prefer the human touch.”
Good Answer: “I see AI as a way to automate the tedious parts of my job so I can spend more time on high-value activities. I use an AI agent to help build my target account lists based on intent signals like recent funding or tech stack changes. It also helps me draft initial outreach emails that I can then personalize. It saves me hours of manual research each week and lets me focus on actually talking to qualified prospects.”
Why it works: This is the money answer. It shows you’re a modern seller who understands that automation and AI are about efficiency and effectiveness, not replacing human interaction. It shows you work smarter, not just harder.
24. How do you keep up with new sales trends and technologies?
Bad Answer: “I read some articles sometimes.”
Good Answer: “I’m a bit of a nerd about it. I follow several sales leaders on LinkedIn, listen to podcasts like ‘The Advanced Selling Podcast’ on my commute, and I’m part of a couple of online sales communities. It’s how I first learned about the impact of AI on prospecting and got ideas for improving my own outreach sequences.”
Why it works: It shows you’re proactive and passionate about your craft. You have a personal learning system and you’re continuously improving.
Behavioral & Situational Questions: How to Tell a Good Story
Many of the questions above are behavioral. They start with “Tell me about a time when…” and are designed to see how you’ve acted in past situations as a predictor of future performance. Just rambling through a story won’t cut it. You need a framework.
Your New Best Friend: The STAR Method
The STAR method is your secret weapon for answering any behavioral question. It gives your story a clear, compelling structure that hiring managers love. It’s simple:
S - Situation: Briefly set the scene. What was the context? (e.g., “Last quarter, I was working on a competitive deal with a major prospect in the finance industry.”)
T - Task: What was your specific responsibility or goal? (e.g., “My task was to unseat the incumbent provider they had been with for five years and demonstrate a 25% ROI within the first year.”)
A - Action: What specific steps did you take? This is the longest part of your answer. Use “I” statements. (e.g., “First, I conducted deep discovery with three different departments to find pain points the incumbent wasn’t solving. Then, I built a custom demo that focused only on those three points. Finally, I created a mutual action plan with my champion to navigate their complex procurement process.”)
R - Result: What was the outcome? Quantify it whenever possible. (e.g., “As a result, we not only won the $200k deal, but the customer has already expanded their account by 30% in the first six months. I also got a referral that led to another closed deal.”)
Practice framing your biggest career wins and challenges in the STAR format. It will make you sound clear, confident, and incredibly prepared.
Role-Specific Questions: What to Expect If You’re an…
While many questions are universal, the focus changes dramatically depending on the role. A great SDR has different skills than a great AE or a great Sales Manager. Here’s what to expect.
SDR (Sales Development Representative)
The SDR interview is about grit, activity, and coachability. They’re betting on your potential. Show them you have the engine and the right attitude.
How do you handle rejection and a day full of ‘no’s? They want to see resilience.
What does a typical day look like for you in terms of activity? (calls, emails, etc.) Be specific and show you understand the numbers game.
How do you research a prospect before reaching out? Show them your process for personalization at scale. For a deeper dive into effective prospecting, check out B2B Prospecting 101: ICP, Signals, and Strategy.
What’s more important: quality or quantity of outreach? The answer is a balance, but explain why.
How do you know when a lead is qualified enough to pass to an AE? This tests your understanding of the sales process and your role in it.
Role-play: Leave me a compelling voicemail. Keep it under 30 seconds and focus on a single, relevant point.
AE (Account Executive)
The AE interview is about process, strategy, and results. They’re betting on your ability to own a number and close revenue. Show them you’re a business person who sells.
Walk me through the largest or most complex deal you’ve ever closed. Use the STAR method here. For more on closing strategies, see 4 Proven Tips to Close Deals Successfully.
How do you forecast your deals? How accurate have your forecasts been? This shows your business acumen and reliability.
How do you collaborate with your BDR/SDR? They want to see a team player who sees the BDR as a strategic partner. Learn more about optimizing this relationship in Account Executive vs SDR: How to Optimize AE & SDR Collaboration for Sales Performance.
Tell me about a time you had to negotiate with a difficult prospect. Focus on how you held firm on value instead of caving on price.
How do you manage a long sales cycle with multiple stakeholders? This is about your ability to multi-thread and build consensus.
How do you use discovery to tailor your demo? This separates the pros from the amateurs who give the same demo every time. For a detailed guide, read What Is a Discovery Call?.
Sales Manager
The Sales Manager interview is about leadership, strategy, and multiplication. They’re not hiring you to be the best salesperson; they’re hiring you to build a team of them.
What is your philosophy on coaching and developing reps? Talk about your process for call coaching, deal reviews, and career pathing.
How would you handle a top-performing rep with a bad attitude? This tests your ability to manage difficult situations and protect team culture.
Walk me through how you would build a sales plan for a new territory. They want to see your strategic thinking around hiring, quotas, and go-to-market.
How do you use data and reporting to manage your team’s performance? Be specific about the KPIs you track and how you use them to inform your coaching.
Tell me about a time you had to let someone go. How did you handle it? This is a test of your professionalism and empathy.
What’s your 30-60-90 day plan for this role? Show them you’ve thought about how you’ll ramp up and start adding value immediately.
How to Prepare for Your Sales Interview (Without Losing Your Mind)
Showing up and winging it is a recipe for failure. The top 1% of candidates are obsessively prepared. Here’s how they do it.
The Pre-Interview Checklist
Research the Company: Go beyond the homepage. Read their last two press releases, find a recent customer case study, and understand their core value proposition
Research Your Interviewers: Look up every single person you’re meeting with on LinkedIn. Find a common connection, a post they wrote, or something interesting about their career path. Use it
Master Your Stories: Prepare 3-5 killer stories using the STAR method. Have one for a big win, a tough loss, handling an objection, and demonstrating teamwork
Know Your Numbers: Have your quota attainment, deal size, and sales cycle stats memorized. Don’t fumble when they ask
Prepare Your Questions: Have at least 5 thoughtful questions ready to ask them (more on this below)
Test Your Tech: If it’s a video call, test your camera, microphone, and internet connection 30 minutes before. No excuses
Using AI for Smarter Research
The old way of researching a company meant spending hours scrolling through LinkedIn, news articles, and financial reports. It was a grind. The new way is about using AI to get an edge.
Frankly, manual research is a grind. That's why modern reps use AI to get an edge. Tools like Topo can surface intent signals like job changes or funding announcements, so you walk in knowing their challenges before they even say them. You look brilliant, and you saved an hour of your life. Imagine starting a conversation with, “I saw you’re hiring a new VP of Engineering to scale your platform—that must be a big priority. How is the sales team supporting that initiative?” You’ve just skipped three steps ahead of every other candidate. For more on leveraging AI in your sales process, explore How To Maximize Sales Team Performance With AI Sales Agents.
Common Mistakes That Get You Ghosted
Being Generic: If your answers could apply to any company, you’ve already lost
Talking Too Much: A sales interview is a discovery call. Ask questions. Listen more than you speak
Bad-mouthing Anyone: Never complain about a past boss, company, or customer. It makes you look unprofessional
Not Having Questions: Having no questions for the interviewer signals a lack of interest and curiosity
A Weak Follow-up: A generic “Thanks for your time” email is a wasted opportunity. Personalize it and reiterate your value
The Smartest Questions to Ask Your Interviewer
An interview is a two-way street. This is your chance to interview them. Asking smart, insightful questions shows you’re a serious professional who is evaluating them as much as they’re evaluating you. It also gives you the information you need to decide if you even want the job.
Here are some questions that will make you stand out:
Questions about the Role & Team:
What separates your top performers from the rest of the team?
What is the day-to-day reality of this role like? What’s the biggest challenge the person in this role will face in their first 90 days?
Can you describe the team culture? How do you celebrate wins?
Questions about Strategy & Growth:
What are the company’s biggest priorities for the next 12 months, and how does this sales team contribute to them?
How do you see the competitive landscape evolving, and what is the company’s strategy to stay ahead?
What is the career path for a successful person in this role?
The Killer Question to Ask the Hiring Manager:
Based on our conversation today, do you have any hesitations about my ability to succeed in this role?
That last one is bold, but it’s pure gold. It gives you a final chance to address any concerns they might have before you walk out the door. It shows confidence and a desire for direct feedback—hallmarks of a great salesperson.
FAQ
How do you answer 'sell me this pen' in 2025?
Forget the feature pitch. The modern answer is all about discovery. Start by asking questions: 'Before I do, can you tell me what you're using now? What do you like or dislike about it? Are you signing big contracts or just doodling?' The goal is to show you have a process for understanding a need before you push a solution. It proves you're a consultant, not just a product-pusher.
How do you answer 'sell me this pen' in 2025?
Forget the feature pitch. The modern answer is all about discovery. Start by asking questions: 'Before I do, can you tell me what you're using now? What do you like or dislike about it? Are you signing big contracts or just doodling?' The goal is to show you have a process for understanding a need before you push a solution. It proves you're a consultant, not just a product-pusher.
How do you answer 'sell me this pen' in 2025?
Forget the feature pitch. The modern answer is all about discovery. Start by asking questions: 'Before I do, can you tell me what you're using now? What do you like or dislike about it? Are you signing big contracts or just doodling?' The goal is to show you have a process for understanding a need before you push a solution. It proves you're a consultant, not just a product-pusher.
How do you answer 'sell me this pen' in 2025?
Forget the feature pitch. The modern answer is all about discovery. Start by asking questions: 'Before I do, can you tell me what you're using now? What do you like or dislike about it? Are you signing big contracts or just doodling?' The goal is to show you have a process for understanding a need before you push a solution. It proves you're a consultant, not just a product-pusher.
What are the biggest red flags for hiring managers in a sales interview?
Hiring managers look for a few key deal-breakers. The biggest red flags are: 1) Not doing your homework on the company. 2) Trashing your old boss or employer. 3) Having zero questions for them, which shows a lack of curiosity. 4) Giving vague, buzzword-filled answers without specific examples or data. They want proof, not platitudes.
What are the biggest red flags for hiring managers in a sales interview?
Hiring managers look for a few key deal-breakers. The biggest red flags are: 1) Not doing your homework on the company. 2) Trashing your old boss or employer. 3) Having zero questions for them, which shows a lack of curiosity. 4) Giving vague, buzzword-filled answers without specific examples or data. They want proof, not platitudes.
What are the biggest red flags for hiring managers in a sales interview?
Hiring managers look for a few key deal-breakers. The biggest red flags are: 1) Not doing your homework on the company. 2) Trashing your old boss or employer. 3) Having zero questions for them, which shows a lack of curiosity. 4) Giving vague, buzzword-filled answers without specific examples or data. They want proof, not platitudes.
What are the biggest red flags for hiring managers in a sales interview?
Hiring managers look for a few key deal-breakers. The biggest red flags are: 1) Not doing your homework on the company. 2) Trashing your old boss or employer. 3) Having zero questions for them, which shows a lack of curiosity. 4) Giving vague, buzzword-filled answers without specific examples or data. They want proof, not platitudes.
How should I talk about a time I missed my quota?
Everyone misses quota. Lying about it is worse than admitting it. The key is to own it, diagnose it, and explain what you learned. Use a framework like STAR: explain the Situation, your Task, the Actions you took to correct course, and the final Result. This shows accountability, coachability, and resilience—three traits every sales manager desperately wants on their team.
How should I talk about a time I missed my quota?
Everyone misses quota. Lying about it is worse than admitting it. The key is to own it, diagnose it, and explain what you learned. Use a framework like STAR: explain the Situation, your Task, the Actions you took to correct course, and the final Result. This shows accountability, coachability, and resilience—three traits every sales manager desperately wants on their team.
How should I talk about a time I missed my quota?
Everyone misses quota. Lying about it is worse than admitting it. The key is to own it, diagnose it, and explain what you learned. Use a framework like STAR: explain the Situation, your Task, the Actions you took to correct course, and the final Result. This shows accountability, coachability, and resilience—three traits every sales manager desperately wants on their team.
How should I talk about a time I missed my quota?
Everyone misses quota. Lying about it is worse than admitting it. The key is to own it, diagnose it, and explain what you learned. Use a framework like STAR: explain the Situation, your Task, the Actions you took to correct course, and the final Result. This shows accountability, coachability, and resilience—three traits every sales manager desperately wants on their team.