Hiring sales professionals who can quickly be successful in a new organization remains a significant challenge. The cost of hiring the “wrong person” can be 2.5 to 4.5 times the individual’s annual base compensation. Too often managers hire a sales candidate that has the appropriate qualifications, references, experience and success in previous organizations. The expectation from the hiring manager is for the candidate’s “A” performance to naturally continue in the new role. Unfortunately, what often transpires is frustration and disappointment. Why do a majority of new hires – those with great track records elsewhere, exhibit suboptimal performance in the new organization?