Traditional leadership approaches are destroying innovation potential at an alarming rate, with 76% of employees reporting their best ideas die in bureaucratic approval processes. In my two decades coaching Fortune 500 executives, I’ve witnessed how outdated leadership practices consistently undermine creative potential and organizational growth.

Motivation is a big factor in sales, and it should be simple. But is it? If you’re in sales and honest with yourself, you know that self-excuses are everywhere. All sellers have rationalizations that follow them around like a bad cold if they allow it. This isn’t a good time to approach XYZ client. They won’t want to buy this. This costs too much.

The Olympic motto, “Citius, Altius, Fortius – Communiter,” roughly translated to “Faster, Higher, Stronger – Together,” reads like a motivational quote for sales teams and their leaders. But that’s not the only inspiration that can be taken from the Olympics and the many ways that athletes prepare themselves for the rigor of the Games.

Sales teams are vital to business growth, yet they often face high turnover and low morale. Effective sales training programs not only enhance performance but also play a crucial role in boosting employee morale and retention. Investing in sales training provides salespeople with the skills and confidence they need, reducing stress and increasing job satisfaction. Research indicates that companies with robust sales training programs experience significantly lower turnover rates, with improved employee income and retention.

There’s a whole lot more to recruiting the right person for your team than just matching resumes to job descriptions. It’s about cultivating experiences and creating an impression that goes beyond a mere transaction. In today’s candidate-led job market, your company’s reputation matters—a lot. Many of the people who have the power to influence your reputation are those you’re recruiting. It’s not just about the role you’re filling anymore; it’s also about building relationships.

We know that individuals with Drive make great salespeople, but there are a number of other traits that complement Drive and are important to consider when looking to hire top-producing salespeople. These are sales traits that you just cannot identify from an interview alone. That is why it is critical to start out with an assessment that measures Drive, because coaching salespeople after hiring isn’t always the best way to find success.

Clients and colleagues frequently ask my opinion of people they are considering hiring. It’s often a request, “Dave, what do you think of each of these candidates? Who would you hire?” And the requests are accompanied with resumes, each extolling the fantastic accomplishments the candidate has achieved through their career.

Whenever you hear someone declaring that a particular thing is dead, you can be certain of two things. First, there is likely a survey from a large consulting group with clients who want the survey to confirm what they wish to be true. Second, whatever is supposedly dead is very much alive and kicking.

Sales meetings are a critical component of keeping your team aligned and motivated. But too often, they can feel like a chore rather than an opportunity for growth. With proper planning, these meetings can energize your media sales team and drive results.

If your team dreads meetings, it might not be the idea of meetings they hate—it might be the way they’re being run. Many leaders haven’t evolved past the outdated meeting practices of the 1990s. Endless talking, rigid agendas, and one-way communication no longer work. Today’s teams need meetings that are dynamic, inclusive, and productive. If you’re running meetings like it’s still 1995, it’s time to rethink how you bring your people together.

As local media evolves, hiring sales talent requires a shift from traditional experience to digital fluency, data literacy, and strategic thinking. The next generation of sellers must be curious, coachable, and capable of using AI and analytics to craft personalized, results-driven campaigns. Strong storytelling skills and a passion for local communities remain essential for building advertiser trust. Managers should prioritize mindset and adaptability over legacy media experience and use role-based assessments to evaluate real-world skills. By hiring for future-ready capabilities, local media companies can build sales teams that thrive in a hybrid, tech-enabled marketplace.

Hiring the next generation of local media sellers requires a shift from legacy experience to candidates who are digitally curious, data-literate, and self-motivated to win. Top performers are organized, goal-driven, and possess a natural competitive spirit that fuels consistent follow-through and client success. Strong hires also demonstrate consultative selling skills, storytelling ability, and a passion for helping local businesses thrive. Managers should watch for red flags like tech aversion, disorganization, and a transactional mindset, which often signal underperformance. By focusing on mindset, adaptability, and strategic thinking, local media companies can build sales teams equipped to lead in a hybrid, AI-enhanced marketplace.

This interview guide helps local media managers assess next-gen sales candidates across key traits like digital fluency, data literacy, storytelling, and competitive drive. It organizes questions into categories such as planning, motivation, tech comfort, and local market passion, with a 5-point scoring system for consistent evaluation. A new section highlights red flags like disorganization, tech aversion, and a transactional mindset. It also includes a comparison chart outlining the strengths of top performers versus the weaknesses of underperformers. Together, these tools help hiring teams identify candidates who are not only skilled but also adaptable, strategic, and aligned with the future of local media sales.