Struggling with mediocre hires? Uncover how to spot true A-players.
Too often, hiring managers settle for B, C, or even D players, missing the opportunity to bring in top-tier talent who can drive real growth. In many cases, managers may not even have a clear definition of what an A-player looks like or how to identify one.
Here’s how to recognize an A-player in today’s competitive hiring landscape:
Key Traits of A-Players
• Proven track record, A-players have consistently been top performers in multiple roles across different companies, whether as individual contributors or managers.
• Diverse experience, their background spans various industries, customer segments, and markets, not just SaaS.
• Technological proficiency, they use technology effectively to enhance their performance but don’t depend on it as a crutch.
• Personal drive, their ambition extends beyond work, often demonstrated through notable personal achievements.
• Collaborative mindset, despite excelling individually, they thrive in team-oriented environments and contribute to a high-performance culture.
Yet, biases and misconceptions often prevent hiring managers from recognizing true A-players. Here’s a breakdown of common hiring mistakes:
Common Misconceptions That Lead to Hiring the Wrong People
“I prefer candidates with long tenures at one company.”
Longevity does not always equate to success. What matters is whether the candidate consistently delivered results. Candidates with long tenures may have relied on a company’s structure or brand rather than their own skills. In PE-backed SaaS, companies scale, exit, and sometimes fail, so an A-player may not have stayed at one company for long.
“I want candidates with direct industry experience.”
True A-players succeed in any market because they adapt quickly and learn fast. A strong seller can apply their skills to new industries and buyer personas, SaaS experience is not a prerequisite for success.
“A strong network is essential.”
While relationships help, A-players don’t rely on their existing book of business, they build new relationships and uncover fresh opportunities wherever they go. A great network might get someone in the door, but it doesn’t guarantee results.
“Tech-savviness is critical.”
The best candidates don’t just know technology, they use it to optimize their sales process. Being good at CRM or automation tools is not the same as being a great salesperson.
“Older candidates lack drive or tech skills.”
Some of the best A-players are seasoned professionals who have proven longevity, adaptability, and resilience. Dismissing experienced candidates due to age biases overlooks top talent who continue to outperform younger counterparts.
“A top-tier degree means a top-tier candidate.”
Success in sales and leadership is rarely determined by academic pedigree. Work ethic, grit, and real-world experience far outweigh the name of a school on a resume.
The Key Takeaway, Hire for Talent, Not Just Familiarity
Hiring managers should shift their focus away from rigid qualifications like industry experience, tenure, or networks, and instead prioritize the fundamental traits of an A-player.
• It takes less than a year to learn a new market or technology.
• It takes years to master the art of complex enterprise selling.
The best hires are those who deliver results across industries, adapt to change, and continuously elevate their game, not just those who check conventional hiring boxes.
Want to build a high-performing team? Stop hiring based on familiarity, and start hiring based on capability, drive, and impact.
