55 • It is undeniable – you will have stronger performance when you hire salespeople who have more natural sales talent. Training and practice is important, but even with the 10,000 hours of practice recommended by Malcom Gladwell, people will only become marginally better. They will never be elite if they don’t have the right stuff to start with. • It’s not enough to hire talent if the fit isn’t right. Know which talents, skills and experiences are necessary to fill the role you’re hiring for. If you hire for a position without this focus, you may end up hiring a talented individual who is all wrong for what you need. • Your top candidate is more likely to be swayed to accept your job offer by their heart – not their head. As a matter of fact, 70% of decision-making is a result of emotion rather than rational thinking. Don’t assume that a great list or a strong benefits package is enough. Consider how you can create an experience for them that will touch their emotions. Show them the human side of the job, help them see how they will belong. • Consider using this single question in your candidate interviews, “What single proj- ect or task would you consider your most significant accomplishment to date?” You will learn a lot about your prospective new hire! Follow-up with questions like, “Can you give me a detailed overview of the accomplishment?” And, “What were the actual results achieved?” • Giving your new hire detailed feedback on their talents is one of the best ways to set them up for success. This conversation will arm them with information on their potential, ways they can maximize their strengths in their new role and understand their value in the organization. It will also be an opportunity to begin establishing a strong coaching relationship and considering how you can support their success. SELECTION TAKEAWAYS What you need to know about Selection to turn talent into performance