Why ‘Top Performer’ Hiring in Sales is Flawed, According to Ashleigh Early

In a recent LinkedIn post, Ashleigh Early discusses the common hiring practice of exclusively seeking “top performers” for sales roles, arguing that this approach is fundamentally flawed and potentially detrimental.

Early, who notes she is approaching 20 years in sales, expresses frustration with the continued reliance on a narrow definition of success in hiring, particularly in a field where hitting targets can be challenging. She highlights the complexities of the modern sales landscape and the realities of performance metrics.

“We all know every sales team is different and only 65% of sales reps hit target.”

The Pitfalls of ‘Top Performer’ Hiring

Ashleigh Early argues that the obsession with “top performers” overlooks critical factors that contribute to success. According to Early, hiring solely based on past high achievement can be misleading because it often fails to account for the environmental conditions that enabled that success.

She points out that a “top performer” might have thrived in a uniquely supportive or advantageous environment, and that this label doesn’t necessarily indicate the presence of transferable, adaptable sales skills. Early emphasizes the importance of assessing a candidate’s ability to navigate diverse challenges and build genuine connections with prospects.

Skills Over Scars: A Deeper Look

Early contrasts the superficial appeal of a “top performer” with a candidate who demonstrates consistent, albeit not necessarily stellar, performance under difficult conditions. She values the latter’s ability to articulate a nuanced understanding of sales strategy and client engagement.

“I’ll take someone who hit 80% consistently with an impossible quota who can tell me 10 different ways to build trust depending on the prospect’s role and personality type over a ‘Top Performer’ who ‘never missed quota’…but can’t tell how other than attributing it to their ‘skills’ or running plays other people taught them.”

This perspective suggests that true sales acumen lies not just in hitting numbers, but in the strategic thinking, adaptability, and interpersonal skills required to do so, especially when the odds are stacked against the rep. Early implies that focusing on a candidate’s ability to explain their process and build trust reveals more about their potential than a simple track record of success.

Addressing Systemic Biases in Hiring

Beyond the practical implications for sales effectiveness, Ashleigh Early also raises significant concerns about the systemic biases embedded within “top performer” hiring criteria. She contends that these broken systems often perpetuate discrimination.

“Oh, and don’t get me started on the inherent sexism, racism, classism, ableism, and every other ism that comes with these broken systems…”

Early’s observation points to a broader critique of how performance is measured and valued in professional settings. By focusing on a narrow, often subjective, definition of success, companies risk overlooking or actively excluding qualified candidates from underrepresented groups. This, in turn, can lead to less diverse and less innovative sales teams.

In conclusion, Ashleigh Early’s LinkedIn post serves as a critical examination of conventional sales hiring wisdom. She urges a shift towards evaluating candidates based on demonstrable skills, adaptability, and a deep understanding of client relationships, while also calling attention to the potential for these hiring practices to reinforce harmful societal biases.