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Introduction What makes a good salesperson? There are several schools of thought on the subject. Is it the ability to network effectively? Is it having a persuasive nature? Or is it simply the level of sales experience one possesses? Sales managers spend an inordinate amount of time searching for and recruiting high-performing salespeople (Adidam 2006). Finding the right candidates from the start is invaluable to a company. Even if the salesperson is only paid on business he or she brings in, the high cost of turnover is enough motivation to find the right people (Adidam and Srivastava 2002). For instance, salesperson turnover in the insurance industry is approximately 50 per cent within the first year, and 80 per cent within the first three years. The cost of such turnover is immense. Consider the substantial salaries paid to new salespeople for the first year or so, which are wasted when those salespeople fail to sell. In addition, consider the company costs in time, money, and energy of recruiting, selecting, training, and supervising individuals who do not inherently have the ability to succeed in sales. Further, vast costs caused by lost sales, reduced company reputation, and poor morale are very difficult to recover (Mayer and Greenberg 2006). All of these costs, be they quantitative or qualitative in nature, are motivation for managers to find the right kind of salespeople from the beginning.