Does she know how to hire salespeople? What is her profile? Ask her to describe a recent bad hire. How does she find top talent? What percentage of her time is spent recruiting?

What you want in an interview is four things: You want someone who can explain what they do very well, who can have a sense of humor and hopefully is self-deprecating, who has a bit of a chip on their shoulder, and passion. If you have passion, a chip on the shoulder, a sense of humor, and you can explain what you do very well, it doesn't matter if you're a plumber or a singer or a politician. If you have those four things, you are interesting.

Despite what some people would have you believe, no one is born a salesperson. Stop trying to find “naturals.” Rather than looking for salespeople, look for people who believe in your vision and want to build relationships.

In interviewing salesmen, appeal to their imagination, appeal to their emotions, by telling the stories of other men in the organization who are a success in your work.

Develop questions that test for the criteria (see the appendix). This effort is important even if you never ask the candidate any of the pre-prepared questions. By writing down questions that test for what you want, you will get to a level of specificity that will be extremely difficult to achieve otherwise.

When your head of sales interviews for her next job, she won’t want to say that despite the fact that she ran a global sales force with hundreds of employees, her title was “Dude.

Because the purpose of an interview should be to best simulate a situation that will give evaluators the most accurate view of how a candidate really behaves, it seems to me that getting them out of the office and doing something slightly more natural and unconventional would be a better idea. Heck, even taking a walk or going shopping is better than sitting behind a desk. The key is to do something that provides evaluators with a real sense of whether the person is going to thrive in the culture of the organization and whether other people are going to enjoy working with him or her.

I’d learned the hard way that when hiring executives, one should follow Colin Powell’s instructions and hire for strength rather than lack of weakness. By running sales, I understood very clearly the strengths we needed. I made a careful list and set out to find the sales executives with the right skills and talents for Opsware.

APPENDIX QUESTIONS FOR HEAD OF ENTERPRISE SALES FORCE

to be genuinely interested in other people is a most important quality for a sales-person to possess — for any person, for that matter.

So by my lights, the number one rule for salespeople is to show customers that you genuinely like them. There’s a wise adage that fits this logic well: people don’t care how much you know until they know how much you care.

On level 14, Elizabeth is falling in love. This is what makes her such a good sales rep, and an emotional basket case: she falls in love with her customers. It is hard to convey just how wretchedly, boot-lickingly draining it is to be a salesperson. Sales is a business of relationships, and you must cultivate customers with tenderness and love, like cabbages in winter, even if the customer is an egomaniacal asshole you want to hit with a shovel. There is something wrong with the kind of person who becomes a sales rep, or if not, there is something wrong after six months.

In most cases, the best strategy for a job interview is to be fairly honest, because the worst thing that can happen is that you won't get the job and will spend the rest of your life foraging for food in the wilderness and seeking shelter underneath a tree or the awning of a bowling alley that has gone out of business.

The key issues facing managers in sales are no different than those faced by managers in other disciplines. Sales managers say they face problems such as "It takes us too long...we need to reduce the error rate." They want to know, "How do customers perceive us?" These issues are no different than those facing managers trying to improve in other fields. The systematic approaches to improvement are identical. ... There should be no reason our familiar principles of quality and process engineering would not work in the sales process.