When it comes to hiring salespeople, why do otherwise rational managers and owners throw all caution to the wind and rest their hiring practices on gut feelings and lame promises? All too often, a smooth talking, well-dressed candidate shows up for a hiring interview, hands us a list of impressive references, tells us that he'll sell at least half a million this year and over a million next year — and suddenly our minds turn to mush and we find ourselves agreeing to pay this candidate a monthly draw or salary. A few months go by, and we still have our heads in the clouds. The promised sales have …