Confessions from The Inside: Beyond the Myths of Getting Hired and Succeeding in Medical Sales
The Story of How I Found My Way to Medical Sales
As many of you know from watching my videos, listening to my podcasts, or reading my articles and blog posts, I didn’t graduate college planning to be a medical sales rep. In fact, I thought that salespeople were those who didn’t go to college and couldn’t do anything else (how’s that for being misinformed and ridiculous stereotyping?).
I got my BS degree from Emory University in Atlanta, Georgia (what many referred to as The Harvard of the South). I majored in Biology. When you’re 18 or so, and thinking about choosing a major, many choose a subject they like and not something that will make them employable. Plus, at that age, I always had the attitude, “I’m young . . . I have time to figure it out.”
When I was attending Emory, I landed a work/study job in the Department of Anatomy. Every day I saw medical and dental students coming in to dissect cadavers. I thought they were doing the coolest thing in a doctor’s or dentist’s education: studying human anatomy.
So, I graduated college and asked that all important question, “Now what?” The only jobs available to a graduate with a degree in Biology didn’t pay much.
I needed more education. Grad school! But in what?
I took some post-graduate courses at the University of Florida and learned that they had a Department of Anatomy. So I paid them a visit. They had a Ph.D. program which prepared students for medical research and a future as a professor of Anatomy. It sounded good to me! I always liked teaching others and “medical research” had a nice ring to it. I imagined it must pay pretty well too (more on that in a moment).
I took the GRE admissions test, applied and got accepted. Career launched!
I loved Gross Anatomy! It was a true privilege to study the human body in detail.
Studying these related anatomical sciences — Histology (microscopic anatomy, or the microscopic structure of organs and tissues) and Embryology (the study of how the human body develops) — was equally amazing.
After my first year, two things happened . . . one that was awesome, and one, well, not so much . . .
The awesome part was that grad students got to lecture and assist in Gross Anatomy lab. I enjoyed lecturing (which explains why I love speaking and teaching workshops to this day). I had found my calling!
The not so awesome part was starting research rotations. Don’t get me wrong, I think research is tremendously interesting and super-important work. The problem for me was that it was very lonely compared to teaching. I’m a people person — I need to be around people. During research rotations, I interacted more with lab rats than people. I felt isolated.
I learned that research comprised about 75% of an Anatomy professor’s time. In other words, teaching — the part I loved — was only 25% of the job. I remember doing some soul searching at 3:00 in the morning when I was in my deserted lab on a Saturday night feeding some cell cultures (it had to be done on a strict schedule which meant 3 a.m. after a night of partying with friends).
I asked myself, “Is this what I want to be doing the rest of my life?”
The answer was, “It depends. How much am I actually going to earn as an Anatomy professor?”
Later that morning, I called my major professor and asked a question I never asked before: “Don, what can I expect to earn as an Anatomy professor?
His answer floored me.
He said, “I don’t know what the pay scale will be when you’re ready to get your first job. You’re looking at four to five years to finish your Ph.D., followed by a three or four year post-doctoral fellowship. The starting salary right now for an Anatomy professor is about $25,000 a year.”
It only took me a day or two, but I knew this wasn’t going to cut it for me.
I grew up poor. My family of four lived in a one-bedroom apartment. Then my father died when I was eight. My dad’s Social Security benefits covered the rent and my mother made just enough to buy food and keep a car on the road. That was about it.
I wasn’t going to go through 7 more years of schooling and training to earn only $25K a year.
So I dropped out of graduate school (with a 4.0 average, I might add).
I thought about applying to medical school, but my wife said, “enough schooling for you. It’s time to get a job.” She found a hospital-based program in Miami that trained people to be Nuclear Medicine Technologists within a year. It seemed pretty easy, and the starting pay was almost the same as an Anatomy professor’s.
I breezed through the program and was hired by the hospital where I trained. For the most part, I enjoyed the work, but it became very routine. I tolerated the boredom, that is, until I got my first raise. It was something like $1 an hour. I came to the stark realization that despite being employable, I was destined to a very modest lifestyle.
Not good for a kid who grew up poor and didn’t want to continue to live paycheck to paycheck.
By the way, I did notice something while working in the hospital. There were two kinds of people who seemed to be living quite well: doctors and salespeople.
The medical sales reps I met had nice clothes, drove nice cars, and seemed to have nice lifestyles!
Glenn, one of the reps who sold equipment to the Nuclear Medicine Department took all the techs out to lunch each quarter. He seemed to love his job and his life, plus he enjoyed a house on the water, his boat, and great vacations all over the world with his wife.
My wife and I rented a one-bedroom apartment. It was nice, but trying to save up money for a downpayment on a home was next to impossible. I dreaded the thought of spending my entire working career at that income level.
So, I started job hunting and came across an opportunity in Atlanta. It was with a company that was starting a mobile nuclear cardiac diagnostics service and was looking for an “entrepreneurial” Nuclear Med tech. It would mean a pay bump of $12,000 a year. They hired me and I went to work helping them to get everything set up.
There was only one problem . . . we had no customers. Bob, the CEO started searching for a medical sales representative to sell our service to doctor’s offices. He wasn’t making much progress.
One day during lunch, I asked him why finding a sales rep was so difficult. He said, “Everyone I interviewed wants a guarantee of $100,000 a year.”
I think I spit up my food. “How much? For a salesperson? You’ve got to be kidding me!”
His next words changed my career path. He said, “That’s what good ones make.”
I was blown away! Salespeople (do you remember what I thought of salespeople when I was in college?) earning $100,000 a year? Then I remembered Glenn in Miami and many of the other reps who came into the department. Now I knew why they lived so well.
I said, “Wait a second. I know more than these guys. I have an extensive medical background. I worked in the operating room, worked as a pathology assistant in surgical and autopsy pathology for a few years (both before and during graduate school), plus I spent a lot of time with doctors in Nuclear Medicine. Oh yeah . . . I also studied Anatomy and left with a 4.0 average.
I said to Bob, “Let me do this. Let me call on the doctors. At least I know what I’m talking about. Besides, we don’t have any customers. You’re paying me and I really don’t have anything else to do.
This was the start of my medical sales career . . .
. . . but a good start it wasn’t. In plain English, I sucked at it!
I was baffled. I knew so much more about medicine than the typical medical sales rep, yet after a couple of months, I hadn’t sold a darn thing. I had good clinical conversations with the doctors who allowed me into their offices (I thought they were good, anyway). The doctors weren’t impressed though. In fact, a few scolded me for “trying to tell them what to do.” One even asked me to leave and never come back.
My boss, Bob, was having second thoughts about allowing me to continue.
One Friday night, while wondering around a bookstore in Atlanta, I happened upon the business book section and found a bunch of books on selling. Just for laughs, I picked one up and thumbed through it.
I was BLOWN AWAY!
For the first time ever, I realized that there is actually a process to selling. It wasn’t intuitive. It wasn’t just about one’s ability to talk, or regurgitate information or canned phrases. And . . . it was something that could be learned! This excited me because I was a great student of information and processes.
I read every book about sales I could get my hands on and started taking the knowledge to the field. And while my sales results improved some, I realized something . . . selling to doctors has similarities to selling to non-doctors, but there are also many differences. As I identified these differences and implemented specific sales strategies, my closing rate went up dramatically.
This is when I realized that I didn’t want to be a “selling” nuclear medicine technologist anymore. I wanted to be in sales full time and earn a full time sales income.
Bob, the CEO of the company was very understanding and supportive of my decision. I resigned and moved back to Florida. With my medical background and (short) medical sales experience, I expected to land a medical sales job in no time.
Thinking I could land a medical sales job easily was a huge mistake.
I applied for every high-paying medical sales job advertised. Why not? I knew I had the goods, i.e. the skills and knowledge to make it big in medical sales. The only problem was that the people reading my resume didn’t know it.
My whopping medical sales experience was for six months and with just one company. It just wasn’t enough since I was up against candidates who had worked in medical sales for years and could show a solid track record of success.
There were several interviews that went so well, I was sure I was going to get the job. But I didn’t.
After five months of looking for a job with zero success, I took a night and weekend job in a retail store just to pay the bills. I hated it, in fact, it made me feel like a failure. I was chasing jobs that paid six figures and I was working in a store for slightly more than minimum wage. I felt like I had all this knowledge and skill, yet there was a big gap between my dreams and my reality.
One morning I saw an ad in the local newspaper from an orthopedic company that specified “knowledge of anatomy required.”
Woah! This is it! This has to be for me. Who’s going to have more knowledge of anatomy than me?
I called the number in the ad and was asked to mail a resume. After waiting a week without hearing back, I called the company and asked to speak to the person who hired salespeople. He wouldn’t take my call, but the woman who answered the phone sounded very friendly so I asked a question: Did many people apply for the job?
She said they received close to 40 resumes and Jeff (the manager) had already interviewed 6 people. She said he was close to making a decision.
I feared I was about to lose out on what seemed like the perfect medical sales job for me.
“Has he seen my resume? I have more knowledge of anatomy than anyone he’s interviewed. I’ll guarantee it. He needs to interview me before he makes his decision.” I told the woman all about my education and my experience selling in Atlanta. She asked if she could put me on hold for a minute.
After what seemed like an eternity, she got back on the line and said, “Jeff said he’ll meet with you as a courtesy, but he’s probably going to hire one of the people he already interviewed. Can you be here in an hour?”
I asked where they was located. It was about half an hour away. I took the fastest shower of my life, threw on the one suit I owned and jumped in the car.
When I arrived at the company’s South Florida headquarters, they told me it was going to be a short meeting. Jeff had to leave in 15 minutes . . . and not to get my hopes up. He had pretty much settled on the decision to hire one of the candidates he interviewed.
As I entered Jeff’s office for our “talk,” I sensed that this was going to be another exercise in frustration. The chances of being considered for the job seemed zero.
So I decided to turn it into a learning experience.
Jeff was very gracious. He said, “Truthfully, I didn’t want to waste your time or mine. You don’t have enough experience, but Linda (the woman I spoke to on the phone) said you were very pleasant and very persistent. I like persistence. Tell me about yourself.”
Spending the limited time I had with Jeff talking about myself wasn’t going to help me once I left the office. I was convinced he wasn’t going to hire me so I decided to use the time to learn how a hiring manager thinks. I started asking him questions.
“Jeff, thank you for seeing me. I’ll be happy to tell you about myself if you really want to know, but can I ask you something? What kind of a person excels in a sales position with your company?”
What was going to be a casual talk did become an interview — only I was the one asking the questions. Seriously, I just wanted to understand what guys like Jeff, who hired sales reps for six figure jobs, looked for. I wasn’t worried about getting the job or not getting the job. I just wanted information and realized I had nothing to lose but this rare opportunity to learn.
After at least half an hour of my grilling him about how he hires sales reps, I looked him in the eye and said, “With everything you just told me, I have one last question for you: Why aren’t you hiring me? The ideal sales rep you just described . . . other than two or more years of experience, that’s me. What do I need to do to prove it to you?”
Jeff changed the dynamic of our conversation by asking me what I now know are typical medical sales interview questions. I was careful to consider each question before answering, and answered based on the sales knowledge I had acquired through lots of reading and my brief experience selling to doctors. I must have provided good answers because he said, “I’m willing to postpone my hiring decision if you’ll spend a week riding with one of my senior salespeople.”
Naturally, I agreed. Our 15 minute talk went well over an hour. I’ll tell you why in a moment, but first let me finish the story.
I only owned one suit!
When I called on doctors in Atlanta, I used to wear slacks and a sport jacket. Jeff told me all of his guys wore suits . . . every day. I’d need to wear a suit every day while riding with his senior rep.
I didn’t have money to buy suits, but I did have a J.C. Penney’s credit card (my only credit card, by the way). Fortunately for me, they sold suits. I went there and bought two.
The following Monday morning, I met Les, one of Jeff’s reps at 6:30 a.m. outside his largest hospital account. My ride-alongs with him started with Orthopedic Grand Rounds in an auditorium full of surgeons, followed by calls in his hospital accounts and visits to surgeons’ offices in his territory.
When driving from sales call to sales calls, I asked a lot of questions. But when Les was with customers, I was careful not to say much; I just observed and listened.
After a week riding with Les, I knew I had what was needed to do the job. In fact, I believed I could sell even better than he did. Was that rookie overconfidence? Maybe, but I believed it. I couldn’t wait to talk to Jeff again.
I called Jeff’s office on Monday. Linda, his secretary told me he was busy and would call me back.
I sat by the phone. I didn’t hear from him that day. Or the next. On Wednesday, I called Jeff’s office again. Linda said he was out of the office, but she’d leave a message that I called.
Two more days passed and I hadn’t heard back. I wanted to try calling again but decided to wait until the after the weekend.
The following Monday morning I parked myself near the phone. My plan was to call Jeff’s office after lunch if I didn’t hear from him by then. In the interim, I ran to the mailbox to check for mail. I was delighted to see an envelope with the corporate logo of Jeff’s company on it. I opened it hurriedly and optimistically expecting a congratulations letter from Jeff and instructions to report for work.
It wasn’t good news. In fact, it wasn’t even from Jeff. It was from Donna, another one of Jeff’s secretaries. It started . . .
After careful consideration, I regret to inform you that we cannot offer you a sales position with our company. We spoke with Les about the week you spent with him. He felt you were very quiet, shy and introverted and would not be a good choice for the job. Thank you for your interest and we wish you the best. Signed, Donna Barring, Office Manager.
Les thought I was quiet? Shy and introverted? Me? I was trying to be unobtrusive. I was quiet on purpose. I felt like I could eat that guy’s lunch if I was given the chance. He didn’t think I was good enough?
And Donna? My rejection letter was signed by Donna, the freakin’ secretary? The boss didn’t think enough of me to even sign the letter himself, let alone pick up the phone like a man and tell me the news himself.
I was pissed! Seriously pissed! This was no way to treat someone who just gave them a week of his life.
Quickly, I threw on a suit, jumped in my car and drove to Jeff’s office. I may not have gotten the job, but I wasn’t about to let him get away with treating me that way. He might not hire me, but he was at least going to know the facts. Again, I had nothing to lose.
I rolled into the parking lot and walked with purpose (and a bit of anger) towards the office. Just as I reached the door, it opened and out walked Jeff. As soon as he saw me he looked shocked. . . even a little concerned.
Somewhat angrily, he said, “What are you doing here?”
The first words out of my mouth were “Jeff, we need to talk.”
He started stammering and said, “I don’t have time. I need to pick up my kids.”
I looked him in the eyes and said, “Jeff, I need 10 minutes of your time before you make a huge mistake. I just gave you a week of my time. All I’m asking for is 10 minutes of yours. Please.”
He responded somewhat begrudgingly, “10 minutes. That’s it.”
We went into his office. I pulled out the letter from Donna.
“Jeff, this hiring decision, is it an important decision?”
He started telling me that it was critically important. The company was watching carefully because several salespeople he hired over the last few years didn’t perform well. He said he couldn’t take a chance on me with such little experience.
I said, “Jeff, if this is such an important decision, then I would think you would want to make it based on good information. The information you got from Les is wrong! Would you like to know the truth?”
I went on to explain how I was deliberately quiet, despite wanting to burst out and help Les when I saw him struggling on some of his sales calls. But I knew my place, acted professionally and kept quiet.
Then I added, “By the way Jeff . . . do I seem like someone who is shy and introverted to you?”
He laughed, shook his head and said, “No, you certainly don’t. And I’ll tell you one thing . . . if you can do with your doctors what you just did with me, you’re going to be a very wealthy guy. Here’s the deal. I’m going to call Ed, Regional Vice President and ask him to interview you. I’m going to tell him that I want to hire you but won’t do it without his stamp of approval. If he says yes, you’re hired. I just can’t risk hiring you on my own. Call me tomorrow morning and I’ll let you know what Ed says.”
The next morning I called Jeff. He said Ed would interview me if I could be in Atlanta the following week. Ed was attending an industry conference and would be busy in meetings most of the week, but said he would find time to meet with me.
This was good news . . . and bad. I was broke. I could barely afford the gas to drive from Ft. Lauderdale to Atlanta, let alone pay for a hotel. But I had to do it!
I called my old boss Bob, the CEO of the company I worked for previously in Atlanta. I stayed in touch with Bob the last few months. I asked if he knew of any place I could stay. He offered me the use of the office. I would have to sleep on the floor (but at least it did have a shower. . . and it was free).
I drove to Atlanta.
When I arrived I called Jeff, who was attending the same conference. He told me he spoke to Ed and asked for a number where Ed could call me and set up a meeting.
A day went by. Then two. Long story short, I left a series of messages for Ed, the regional VP at his hotel. I continued to leave messages for Jeff, who did call me back and said Ed would call me.
Finally, on the last day of the meeting, after confining myself to the office day and night for five days (other than trips to Burger King and McDonald’s for food) and sleeping on the floor for five nights, Ed called. He was ready to meet with me.
Not wanting to blow this opportunity, I planned to show Ed that I was a sales professional to the core.
I met Ed in the restaurant of his hotel. His first questions was, “Tell me about yourself.”
After providing a concise summary of my experience, I started asking Ed questions. Truth be told, he did about 90% of the talking during my interview. When it was over, he said, “I’m going to give Jeff my approval. I think he found himself a good hire.”
Yes, I had to jump through a lot of hoops, but I spent the next 20+ years representing this company, and extremely grateful for how everything worked out.
My Huge Realization
My whole take away from my experience with Jeff (plus hiring medical sales reps myself) is this: Hiring authorities really only want to know ONE THING about you: Can you bring new business and retain business (i.e. Make Them Look Good).
And do you remember when Jeff said he only had 15 minute and then he spent over an hour with me? This is critically important to remember. Anytime someone gives you a time limit, think of it as a soft stop, not a hard limit. Why? Because when you engage a hiring authority (or customer) and provide value and discuss what’s important to them, they’ll make more time for you.
Experience this realization for yourself. Play along with me here . . .
Pretend you’re a sales manager or owner of a medical products distributorship. You need to hire salespeople who produce. In other words, you’re looking for people who can get in the door, get customers’ attention and persuade them to buy while maintaining any existing business.
And one more important point . . . your company’s customers are highly-educated medical professionals who are very resistant to change and have zero patience for incompetent or annoying salespeople.
Simple enough, right?
You advertise the job opening and receive 100 resumes.
You go through each resume looking for information that tells you a candidate has the ability to meet your main personal goal, which is meeting or hopefully exceeding your sales quota each quarter.
99 of the resumes sound basically the same. They focus only on the candidate: schooling, work experience, awards, clubs, hobbies, family . . . (zzzzz . . .yawn).
But one resume is different. Sure, it talks about the candidate, but it takes each bit of information about the candidate and positions it specifically as to how the company (and hiring authority) will benefit.
Let’s recap: You want to hire someone. You have 100 resumes. 99 are candidate-focused. ONE is about how a candidate is (specifically) going to MAKE YOU LOOK GOOD.
You plan to interview 5 or 6 people.
Who’s going to make the cut?
Clearly, those with successful medical sales experience stand out. And any candidates who have sold products similar to yours . . . successfully. Maybe someone who has excelled in every area of their life — sure, they’re worth talking to.
. . . and what about someone who sounds like they’re already working the territory and UNDERSTANDS the customers. I’m talking about a resume that specifically details how the candidate would strategically organize and attack the opportunities that exist while creating new opportunities. In fact, it sounds like this person can teach you something!
Is this candidate worth inviting to an interview?
Ummm . . . Hell Yeah!
Do you understand why that 1 in 100 candidate stands out?
So, you invite 5 people for interviews. And guess what?
Four of the five spend the entire interview answering your questions. Talking about themselves. Asking occasional superficial questions like, “How much volume did the territory do last year?” or “What benefits do you offer?” or “Is there a car allowance?” And of course they try to impress you with self-serving statements like “I’m a hard worker” or “If you hire me you won’t be sorry” (Heck, you’re sorry now!), or “I’m very competitive and learn quickly.”
You can imagine all the self-aggrandizing statements interviewers hear.
But there is one question a hiring authority needs to answer (at least in their mind) more than anything else:
Can this person sell?
So, the last candidate you interview is the 1 in 100 whose resume is dramatically different. The one with nerve, chutzpah, determination and has obviously done their homework.
Your interview with this person starts the same way with answering your questions. But soon, the candidate is asking questions. Not empty, generic questions, but questions that imply a knowledge of your company and the industry. You feel a little put off, yet somewhat delighted at the same time: this person has taken control of the interview . . . and almost everything they say moves you closer to deciding that they’re the one. In fact, you’re starting to worry whether or not this candidate will accept your job offer because you’d dread having them as a competitor.
This candidate is different from all the rest. This candidate didn’t try to tell you how good they are. They showed you. You got to see it. You got to feel it. This person has the confidence, skills, and temperament of a winning medical sales professional.
Given a choice, are you going to hire someone who you hope can do the job, or someone who demonstrates the right stuff?
If you’re brand new to medical sales, let me be frank with you. It is not for the faint of heart or those that are easily offended or discouraged. Many medical professionals — doctors, nurses, therapists, technologists, healthcare executives, supply chain personnel — they eat their young! They can be mean, nasty, and downright offensive to salespeople.
It takes a real pro to cut through personalities, objections, excuses and myriad other obstacles to deliver a message that resonates and persuades.
And guess what? Typical resumes fail miserably. They almost never suggest any ability to do this.
And interviews? Many candidates show a lack of confidence and fail to provide any indication that they’re remotely capable of doing the job.
Why Jeff Hired ME
Jeff and I developed a good relationship, especially once he realized he made a good decision by hiring me. Sales were booming from a territory that had been dormant for over a year.
We were flying back from a convention one evening, one in which he received a lot of praise from customers for his new rep (me).
It seemed like a good time to ask the question. “Jeff, why did you hire me?”
He answered, “Because you sold me.”
When I asked if he could be more specific he explained.
He went on to tell me that he always hired experience first. The problem with experienced reps was that they thought they could name a salary without ever proving their worth. Most of the time their hype didn’t pan out.
He also said he tended towards hiring the tall, good-looking athletic or model type, who smiled their way into accounts but seldom closed business.
Jeff said he hired me because he was able to witness my sales skills firsthand both times we met. He was impressed with the way I specifically described how I would overcome customer resistance and persuade them to give me and my products a chance. He also was impressed with my tenacity — once when I didn’t get invited for an interview and called to ask for one, and again after Donna sent me that rejection letter (which still pisses me off to this day, but it taught me so much).
The wild and crazy hiring process I went through taught me a lot about sales and human nature. I’m very grateful to have had that experience, because here I am decades later, still working in the industry and helping others to succeed.
All my Passion and Drive has worked . . And in a BIG Way.
Remember, I grew up poor. I just wanted an opportunity to earn a good living.
And yes, I have a natural fascination with Anatomy, Physiology and medical science. Going to work every day in medical sales presented opportunities to learn more about what I love. It is never boring or predictable.
And it was way cool that I got to make a difference in people’s lives, both healthcare professionals and patients. When customers were happy because they could offer better results to their patients, it made me passionate about what I did.
And yes, I’ve been financially compensated very well in direct proportion to the value I provided my customers.
Not only have I been humbled by the impact I’ve had as a medical sales professional, I’ve also been blessed to have a VERY Gratifying Lifestyle
You’re probably wondering, could YOU do the same thing?
Over the years, countless people have contacted me to see if I could help them get hired. I turned most down, since I didn’t have the time and it wasn’t part of my business. But I counseled a several who successfully landed medical sales jobs
Some already had a bit of sales experience in healthcare. Many had sales experience in other industries. And some never sold a day in their lives (like an ex-minor league baseball player and an airline pilot). I showed them how to “sell” their way into a medical sales position using an approach that 99% of applicants don’t use. And it almost always works.
Listen, I could go on and on and give you an overview of how I did this, but I’ve already written a small novel here (not really, but it feels like it) and I don’t even know if enough of you are interested…
But yes, I believe most people who are truly serious about getting into medical sales can do this. Why? Because it’s simple.
Notice I didn’t say easy. It’s not easy because there is learning and work involved. And many candidates have fears that hold them back (which I can help them to overcome, again, if they’re willing to do the work).
So Here’s What I’m Coming To . . . Here’s What’s Being Asked of Me . . . And Here’s What I Feel Compelled to Do . . .
Here’s the deal.
The need for healthcare throughout the world is constant. This will NEVER change.
Hospitals, clinics, doctors, therapists, and other healthcare professionals can’t do what they do without the necessary goods and services.
With the continued development of existing and emerging medical technologies, the demand for competent medical sales professionals is strong.
As someone who has focused on medical sales performance exclusively for the last 11 years, I can say this without hesitation: Most reps entering this industry lack the necessary selling skills to succeed in a big way. That’s not to say they can’t develop these skills over time on their own, but in the world of competitive medical sales, if you’re not producing, you’re gone. The learning curve is huge.
Selling in healthcare is different. We’re talking life and death buying decisions — literally!
I hear from good people every week who just want a chance. They’ve graduated college. Many have graduate degrees. They’ve succeeded at everything they’ve done up until this point. But their resumes are dismissed, their calls aren’t returned, and their letters go unanswered by recruiters and hiring authorities. It doesn’t have to be this way.
Here’s why medical sales recruiters might not be a good choice for you.
Don’t get me wrong . . . I know some great medical sales recruiters. They do a phenomenal job of placing qualified candidates. And truth be told, often, these are the people who hold the keys to the best and highest paying jobs.
But here’s another truth . . . most recruiters don’t represent the candidates trying to land a job; they represent companies that need to fill a position (and pay them!). And they get paid (well-paid, I might add), when and only when, a candidate they recommend is hired.
So, if you’re a medical sales recruiter, what kind of candidate are you going to send to the companies you represent? The answer is the ones who are most likely to get hired. In other words, the ones with experience and a proven track record. Those who are good looking and articulate and know how to impress. If you’re a recruiter, you stack the odds in your favor.
Recruiters are not in the business of giving newcomers a break. They are in the business of identifying, screening, and presenting the most qualified candidates . . .
And rarely is that a person trying to land his or her first medical sales job or someone who wasn’t a top performer in their last medical sales job ! ! !
Aspiring medical sales reps can learn a different way to land a job in medical sales . . . without spending a fortune . . . and without depending on recruiters.
I’ve created a course that will show you the Insider’s Secrets to Getting Hired in Medical Sales. The results have been off the charts. Why? Because it allows you to bypass all the traditional methods and current technologies. You’ll learn how to get right to the people doing the hiring and how to sell yourself into the job…while your competition is still waiting for someone to respond to their resume.
Learn about the course and how it can help you by clicking on the blue button below.