Successful sales people have a planned, or dare I say "canned," response for the flinch test. They don't expect a prospect to respond with excitement about a price. They anticipate shock and have a process to handle it.

There are times where it makes sense to provide a trial for free for a period of time. However, it only makes sense to do that if there is a firm commitment to award you the business if the pilot goes well.

Employers need to develop a profile of their ideal salesperson. This requires the executive team to collaborate and be truly honest about the interworkings of the company. Their profile should include three primary components: product characteristics, buying process, and organizational attributes.

Ask any successful person how they became successful. They will tell you that they had a vision and developed a game plan to achieve that vision. Sales is no different. Know your success metrics and develop your game plan to achieve them.

There are two fundamental motivators of sales people: fear and greed. Guess what happens when a "greed" technique is used on a sales person motivated by fear? Nothing! Thus, it is critical for the sales manager to figure out the right motivator for each of his team members.

Honesty and integrity in sales. Those are two words that are not often associated with the profession. Dishonesty in a sales person's resume means they don't play on my team. There are more than enough statistics to support the issue of what I call "resume inflation."

They company worked so hard to recruit Steven that they celebrated prematurely. Consider how much money was spent to recruit Steven into Newman Industries. Now think about those dollars evaporating after Steven doesn't return after his first day. Putting together a new hire welcoming program takes commitment on the part of the entire management team to ensure it is followed.

By publishing job board ads that is so restrictive, many candidates won't apply. The companies miss out on potential superstars. Don't let the few great ones that are in the market get away. Make sure your communication to attract talent is formulated to truly represent what was intended.

You want to gather data about the candidate so that you can make a solid decision. Most companies get that. However, the goal is to also create an environment where the candidate has the same evaluation opportunity. That is the second dimension. One of the best ways to share the sales culture with candidates is through reverse interviewing.

Salespeople often allow popular to win versus right. For example, it is time for an account review, a manager inserts himself into the process and informs the salesperson of what is going to be done in that meeting. The salesperson listens to the strategy and knows that it is not right for the account. However, the sales person says nothing to the manager.