“You can coach skills, but you can’t coach drive. The difference between a good salesperson and a great one is their inner fire—the relentless push to win, improve, and take ownership, no matter what.”
– Don Lazzari
In today’s hyper-competitive business landscape, sales isn’t just a function—it’s the engine that powers growth, profitability, and long-term success. Yet too many entrepreneurs underestimate the critical importance of hiring the right people, structuring effective compensation plans, and creating a culture of accountability and motivation within their sales teams. That’s where Don Lazzari comes in. As the President of Delivering Value and the author of Entrepreneur’s Sales Secrets Revealed, Don brings decades of hands-on experience and no-nonsense wisdom to the table, helping founders and business leaders transform underperforming sales departments into high-impact, revenue-generating machines.
In this exclusive interview, Don sits down with Stacey Chillemi to unpack the essential principles of sales leadership—from hiring for drive, to designing compensation plans that actually move the needle, to developing a winning team culture. With his refreshingly candid style and proven strategies, Don not only demystifies the sales process but empowers entrepreneurs to take control of it. Whether you’re scaling a startup or leading an established organization, this conversation is packed with actionable insights that could change your entire sales game.
Thank you so much for joining us, Don! Our readers would love to get to know you a bit better. Can you tell us a bit about your backstory?
Absolutely, Stacey. My sales journey began in the late 1980s when I was selling barcode print-and-apply label applicators—a relatively new technology at the time. Back then, UPC codes weren’t widespread, so companies like Playtex and Phillips Lighting needed new ways to label products. That role opened the door for me into the world of emerging tech. Nine months in, I landed the largest deal in our division’s history—partly due to meeting the VP of Distribution in a waiting room. It was a pivotal moment that showed me the power of preparation and timing. That experience fueled my passion for sales and, eventually, led me to start Delivering Value. Since 2010, I’ve been working with companies to strengthen their sales strategies, develop top-performing teams, and unlock revenue growth.
What inspired you to write Entrepreneur’s Sales Secrets Revealed?
I wrote the book because I saw too many entrepreneurs making the same avoidable mistakes when building sales teams. A lot of them don’t come from a sales background, so they either undervalue the sales process or don’t know how to spot real sales talent. I wanted to create a practical, tactical guide that teaches them how to build a successful sales culture—one that delivers real results. This book is full of actionable strategies I’ve developed and tested over the years, from compensation plans to hiring techniques and beyond.
What are some of the biggest mistakes entrepreneurs make when hiring salespeople?
The first big one is underpaying. I’ve seen tech founders pay $150K for a developer without hesitation but want to bring on a top-tier salesperson for pennies. Sales is not a commodity—you can’t treat it like it is. If you want talent, you have to pay for it. Second is unrealistic expectations. Many founders expect instant results, but building relationships and filling a pipeline takes time. For most B2B sales, especially in capital equipment or medical tech, you’re looking at a 9-month cycle. Third—and this is huge—is a poor interview process. You need to assume it’s a “no” until the candidate convinces you otherwise. Be skeptical. Great interviews are structured and thorough.
How do you identify real sales talent when hiring?
Look for drive. You can teach skills, but you can’t teach hunger. One of the best ways to spot drive is to ask about setbacks. I love asking, “Tell me about a deal you lost that still stings.” Great salespeople take ownership—they don’t blame the product or the company. They say, “I missed something,” or “I could’ve done better.” That tells you everything. Also, don’t get charmed. Salespeople are naturally persuasive. Don’t let charisma replace competence.
What is the “hot seat” interview technique and how does it work?
It’s my secret weapon. Once you’ve narrowed down your finalists, you have them present to the team in two parts. First, a 15-minute presentation on why they’re the right person for the job. It’s a pitch—just like they’d do with a customer. Then, they give a 15-minute overview of your company based on their own research. You’re not judging their product knowledge, but their preparation, poise, and ability to think critically. The great ones blow you away. The unqualified ones? They crash and burn. This method shows you who can perform under pressure and who can’t.
What qualities do top-performing salespeople all share?
Top performers know why they win and why they lose. They take accountability. They can walk you through deals they’ve closed in detail—even from years ago. They’re not vague. They don’t sugarcoat. They thrive under pressure and have an unwavering inner drive. These are the people who will show up and deliver—even when things get tough.
Can a mediocre salesperson be coached into becoming a high-performer?
Not really. Harvard Business Review nailed this—coaching can move someone maybe half a level up. So if you’ve got a B-player, maybe you get a B+. But you’re not turning a C-player into an A. Sales is too demanding. It’s better to hire better than hope to fix someone. You can’t coach someone into having drive. That’s something they either have or they don’t.
How should compensation plans be designed to drive real performance?
Start by recognizing that your salespeople are there to hit quota, not just sell. Your comp plan should reward quota achievement. Don’t base everything on commission. Layer in milestone bonuses. For example, when someone hits 50%, 75%, and 100% of their quota, they should receive bonuses at each level. On top of that, add stretch bonuses—rewards for going above and beyond. Your highest performers will chase those. Design your plan to reward the exact behaviors you want to see. Salespeople do what you pay them to do—so be intentional about it.
What’s the danger in assigning equal quotas across your team?
It sets you up to fail. Not everyone on your team is going to be a top performer. If you need $3 million in sales and you have three reps, don’t assign each a $1 million quota. Build in a buffer—assign quotas that total $4 million. That way, the high performers will help make up for the others who may come in below target. It’s about being realistic and strategic.
Why is it important to roll out comp plans before the year starts?
Because if you wait 45 or 60 days into the year, you’ve already lost valuable time. Salespeople are sitting there thinking, “How do I get paid? What do you want me to do?” It’s a huge miss. There’s no excuse not to have it ready. Your comp plan is your most important management tool for driving behavior. Get it in their hands before the new year starts.
Why do you emphasize simplicity in comp plans?
Because clarity leads to motivation. If a salesperson closes a deal, they should know—instantly—how much they’re going to make. If the plan is so complicated they need a calculator and an accountant to figure it out, it’s not going to drive the right behavior. And if your accounting department can’t figure out how to pay them? Even worse. Keep it simple.
How do you reward top performers while keeping the team motivated?
Use quota achievement and stretch bonuses to make hitting goals exciting. Salespeople thrive when they feel that momentum. Make sure your high performers earn more than just commission. Reward them for doing the hard stuff—closing deals, hitting milestones, going beyond. A well-timed bonus can spark the fire to keep going.
What’s your take on delayed payouts?
Avoid them if you can. If someone closes a deal in March, aim to pay them in April. The closer the payout is to the behavior you’re rewarding, the better. If your business model requires waiting for client payment first, fine—but where possible, pay quickly. There’s no better motivator than a solid commission check hitting the bank.
What should be included in a comp plan to avoid future disputes?
Everything. Put it all in writing. Define what gets paid, what doesn’t, how often, and how much. If you leave any gray areas, salespeople—who are expert negotiators—will find them. A clear plan reduces confusion, minimizes conflict, and protects everyone involved. In fact, we even include sample comp plans in the book, accessible by QR code, to help leaders avoid these mistakes.
You mentioned that sales is about embracing uncertainty. How so?
Sales isn’t like other jobs. In most roles, like accounting, if you’re hired at $80K, you’ll make $80K. But in sales, half your pay—or more—is performance-based. That’s scary for most people. But for the right people? It’s exciting. You wake up knowing your success is in your hands. And for those who thrive in that environment, there’s nothing better.
What was your first-ever sales experience like?
My first job was selling those barcode label machines. It was fascinating because it was all new—UPC codes were just catching on. I sold into major manufacturers, and I remember landing that huge deal with Phillips Lighting just nine months in. Was it skill? Some of it. But I also met the right guy in the waiting room. It showed me that sometimes success is about preparation meeting opportunity.
What inspired the design of your book’s cover?
We wanted it to look like it held secrets, right? Like you had to open it. That sense of curiosity was intentional, and I have to give a shoutout to my friends at Book Baby who helped make that happen. The whole point is to get entrepreneurs excited about learning what’s inside.
Why do you believe authenticity is so important in sales and leadership?
Because people can sniff out BS from a mile away. When you show up authentically—like Gord Downie did—you build real trust. That translates into every area of business, especially sales. The most magnetic leaders and salespeople I’ve worked with are the ones who are unapologetically themselves. That authenticity is what builds connection—and connection drives business.
How can our readers further follow your work online?
You can find Entrepreneur’s Sales Secrets Revealed on Amazon. For more resources, visit my website at www.deliveringvalue.com. I share tools, frameworks, and insights to help entrepreneurs level up their sales teams and drive growth. Let’s keep the conversation going.
Don, thank you so much for joining us today. Your insights were not only incredibly valuable but also truly inspiring. I know our audience is walking away with a new perspective on building successful sales teams. I can’t wait for our next conversation!
Thank you, Stacey. It’s always a pleasure being here with you. I appreciate the opportunity to share what I’ve learned, and I hope it helps fellow entrepreneurs take their sales strategy to the next level. Looking forward to the next one!
