State farm cts training slides for 1.5 hour webinar

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State Farm 1.5 Hour Webinar Training Slides

State Farm 1.5 Hour Webinar Training Slides

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  • 1. 1
  • 2. Recruiting The Best Team Members A Best-Practice Recruiting System Page 1 in workbook 2
  • 3. WHAT do I look for to choose the best from the rest? Selling in a high-activity, high-rejection environment 3
  • 4. HOW do I look for the best traits and skills? A best practice recruiting Process 4
  • 5. WHERE do I find enough of the best candidates? Building a Recruiting Referral Network 5
  • 6. CTS Sales Profile Workshop Using Science to Measure Hard-wired Personality Traits 6
  • 7. Interview Skills Workshop Interviewing Skills Workshop – Attract the Best, Repel the Rest. 7
  • 8. WHAT ARE THE TRAITS OF THE BEST TEAM MEMBERS WHO CAN SELL IN TODAY’S ENVIRONMENT? 8
  • 9. Best Salesperson Profile attitudes 1/5 motivations 1/5 character 1/5 personality 1/5 sales skills 1/5 Page 1 in workbook 9
  • 10. 1/5 Attitudes positive self image as a salesperson passion for solving problems using your products 10
  • 11. 1/5 Attitudes positive self image as a salesperson The products they own and the process they used to purchase them reveal their image of salespeople and their attitude toward your products/ industry. 11
  • 12. 1/5 Attitudes What has been your experience with purchasing or selling products like we sell, or your experience with dealing with salespeople from our industry? 12
  • 13. 1/5 Attitudes positive self image as a salesperson A person’s buying habits tell you the image they have of salespeople. Do they appreciate the expertise that other salespeople provide them during the buying process? 13
  • 14. 1/5 Motivations Immediate needs financial needs physical needs spiritual needs drive for change 14
  • 15. 1/5 Motivations Immediate needs Character, Skills & Personality to Move Forward 15
  • 16. 1/5 Motivations desire to make future better Passion for Others children family spouse community customers world 16
  • 17. 1/5 Motivations desire to make future better Passion for Self retirement health spiritual life build a business 17
  • 18. 1/5 Motivations desire to make future better What are some current and longterm needs that will be satisfied if you do this job well? 18
  • 19. 1/5 Motivations desire to make future better In order of priority, what are the 3 most important things in your life right now? 19
  • 20. 1/5 Character learned from environment parents culture relationships employment education 20
  • 21. 1/5 Character learned from environment top character traits honesty work ethic concern for others personal responsibility 21
  • 22. The Path to Character Development Honesty Concern for Others Teaching Work Ethic Responsibility eco the patterns of character we become the teacher Maturity (relationships work) (society works) Bonded to Trait Praise & Approval Gratification Disapproval & Discipline 22
  • 23. Attitudes, Motivation, Character Measure Attitudes, Motivation, and Character using questions that get candidates to tell stories. The strength of the story helps measure the level of each trait. 23
  • 24. Attitudes, Motivation, Character “Who had the greatest influence on you when growing up?” “What did they teach you about Honesty / Work Ethic / Personal Responsibility / Concern for others?” 24
  • 25. The greater the degree to which we fight our selfish nature, the greater tendency we have of exercising character traits Selfishness high selfishness = low character low selfishness = high character Character Honesty, Concern for Others, Work Ethic, Accepts Personal Responsibility 25
  • 26. 1/5 Personality genetic Determines ways we react to our environment and circumstances 26
  • 27. 1/5 Personality genetic Tasks that are aligned with our hard-wired traits energize. 27
  • 28. 1/5 Personality genetic Tasks that are not aligned with our hard-wired traits drain our energy. 28
  • 29. 1/5 Personality genetic Determines how we approach work pace confidence/assertiveness intensity 29
  • 30. 1/5 Personality genetic Top personality traits Deadline Motivation Assertiveness Independent Spirit Self-Promotion Analytical Recognition Drive Compassion Belief in Others Optimism 30
  • 31. Low levels of Character traits cause the negative side of our personality to emerge. character High levels of Character traits cause the positive side of our personality to emerge. Personality Traits -Negative +Positive 31
  • 32. 1/5 Sales Competencies learned by training and experience prospecting/networking setting/holding appointments fact finding presenting solutions handling objections getting the sale getting referrals 32
  • 33. 1/5 Sales Competencies learned by training and experience What sales training have you had? Describe the sales process you follow. 33
  • 34. Attitudes, Motivations,Character & Personality Traits The Degree to which a candidate possesses the Attitudes, Motivations, Character and Personality Traits will determine the Level at which they will master sales skills High Sales Productivity Low Sales Productivity Sales Competencies 34 cts l salespro le
  • 35. 3 Dimensions of Sales Sales Skills - Training in developing relationships, gaining trust, following a sales process Product Knowledge - Training on product’s benefits and features Sales Productivity - Training + Attitudes + Motivations + Character + Personality Traits. 35
  • 36. HOW do I look for the best traits and skills? A best practice recruiting Process. Page 2 in Field Manual 36
  • 37. Searching Methods Screening Profiling Interviewing "Making Offer" The Best Recruits! A system helps us in 2 areas: Who to hire Who not to hire 37
  • 38. Tools & Skills Recruit the Best System Finding  Candidates Searching Methods resume phone email Screening CTS Sales Profile Profiling 2 initial interview Interviewing "Making Offer" 3 check references final interview matching score sheet The Best Recruits! 38 1 Page 2 in Field Manual
  • 39. ? canltheylsell?.com Can They Sell Field Manual Recruit the Best Checklist Candidate Name:____________________________ Page 8 in Field Manual 1. Review resume. pp 9-10 Date:____________ 2. Screen by Phone – Use Phone Screen Questionnaire. If successful, go to next step. 3. Screen by Email – send “Thank you” email with these questions: What do you think this job involves? What do you think it will take to be successful here? Tell me why I should consider you for this position? What specifically in your life do you want to change? How will being successful in this job help you with this change? Schedule face-to-face initial screening interview. 4. Email Initial Interview homework - Prior to the interview, email the candidate instructing them to go to the following Web sites and review the information: ____________ SENT DATE ____________ RESPOND DATE ____________ INTERVIEW DATE ____________ EMAILED DATE To learn about our products, go to: (Web URL that links to your products) To learn about what a salesperson does with this company go to: (Web URL that tells about the career as a salesperson) Prior to Initial Interview, email the candidate to confirm the interview and make sure they have reviewed the Web pages. 5. Administer the CTS Sales Profile www.ctssalesprofile.com pp 11-22 6. Conduct Initial Face-to-Face Interview – Use Initial Interview Questionnaire ____________ CONFIRM DATE ____________ CTS ORDERED 7. Ask for 6 references – 2 previous bosses, 2 coworkers, 2 business people/former customers. Book p. 65. Blog www.salesmanage.com/blog/archives/the_reference_check pp 23-27 8. Call References using Reference Check Questionnaire pp 28-37 9. Conduct Final Interview – Use Final Interview Questionnaire p 38 pp 5-7 10. Interview By Current Team – Use Team Interview Questionnaire 11. Fill out Matching/Score Sheet 39 ____________ INTERVIEW DATE
  • 40. WHERE do I find enough of the best candidates? pp. 4-6 in Handout 40
  • 41. The Recruiting Funnel Searching Methods Screening Profiling 10 strong resumes 3 final interviews Interviewing "Making Offer" The Best Recruits! 41 1 salesperson
  • 42. Average Annual Turnover - 40% ALWAYS be RECRUITING Team of 3-5 - need to recruit 1-2 per year 42
  • 43. ALWAYS be RECRUITING Newton’s Law - people leave/get fired at the most inconvenient times. Take action to find great people when you don’t need team members, so you’ll have candidates when you need them. 43
  • 44. ALWAYS be RECRUITING A good sales team is the enemy of a great sales team. When our team is full, we have a tendency to stop focusing on recruiting. Don’t fill your team with good players. Keep looking for the great players. 44
  • 45. To avoid the “I need somebody NOW” syndrome... Please come to work for me! ...build your Recruiting Referral Network for a continuous flow of GREAT RESUMES 45
  • 46. Build a Recruiting Referral Network Source Action Date Completed Current Customers - Email Create email list all customers and ask them Write email to refer friends/family who Send email can sell. If you don't have an email list, send a postcard to customers asking for their email address. Current Team - Write short job description and have team members post on their personal Facebook and LinkedIn Pages. Email job description to their contacts. Have them contact their church/temple about the job opening. Write short job description Facebook Linkedin email church/temple Team Member 1 Team Member 2 Team Member 3 Team Member 4 Team Member 5 Team Member 6 Sales Trainers/Consultants- Find certified trainers at these companies in your city and meet with them. Sandler Dale Carnegie Wilson Learning Steven Covey Jeff Gitomer Integrity Solutions Directors of Networking BNI Groups - These are the most e-Women networked people in your city. Meet with them. Email them job posting and ask to distribute to members. Social Networking- Spend 15 minutes daily building your social media profiles. LinkedIn Facebook Churches/Temples - Most have job boards and a jobs ministry. Contact and ask for minister/volunteer who heads up this ministry. List 5 target organizations. 1 2 3 4 5 Small Business CPA 1 Contact and ask them to 2 direct people to you who are 3 closing businesses or changing careers. 46 pp. 4-6
  • 47. Build a Recruiting Referral Network Small Business Attorneys - 1 contact and ask them to 2 direct people to you who are 3 closing businesses or changing careers. Chamber of Commerce Contact sales manager and salespeople. Ask them to direct people to you who are looking for jobs. Sales Manager Salesperson 1 Salesperson 2 Salesperson 3 Chamber of Commerce Business After-hours Events Attend all of these events. Many salespeople who are changing careers attend these events. President Community Service OrganizationThese people are leaders and well connected. Meet with these. Rotary Lions Club Kiwanus United Way Boy Scouts Girl Scouts Jr. League Recruiters with other Insurance companies Develop recipricol relationship; trade resumes. Northwestern Mutual Mass Mutual Prudential National Life Universities/colleges career services dept.- Set up interview day. Most will market the position to students. 1 2 3 4 5 Social Networking Job Boards - post job here. Salesgravy.com Salesblogcast.com LinkedIn LinkedIn Groups Traditional Job Boards post job here. Monster Career Builder Snagajob.com Findtherightjob.com Newspapers Sales reps Meet every sales rep that calls on your office, and recruit and/or network with them. 47
  • 48. Build a Recruiting Referral Network Job Fairs – If you recruit in large numbers, this is a way toget many people interested in your position. Attend the job fairs in your city, or hold your own. Go to jobfairtips.com for a number of useful tips. 1 2 3 4 5 Sample email to send to your current customers or list of contacts: “Please assist me in helping someone you know. I have an open position on my sales team. If you know the right candidates for this job, please help them find a great career by sending them to see me. The right candidates will have the following traits: Honesty, Hard Work Ethic, a Concern for Others and Personal Responsibility. Strong candidates will have personalities which cause them to network to find prospects, pursue goals, and handle themselves with confidence. Sales experience* ... Please have them forward their resume to me at ... Thank you for helping me find the right individuals and for helping them to find a great career.” *Sales experience - fill in your desired level of sales experience based on your training resources. Sample Wording for Job Posting: “Salespeople wanted. Michelle Winters State Farm is looking for salespeople to work in the city of Nashville calling on customers to sell insurance and financial services. Requirements: Must have the following traits: Honesty, Hard Work Ethic, a Concern for Others and Personal Responsibility. Strong candidates will have personalities which cause them to network to find prospects, pursue goals, and handle themselves with confidence. Sales experience ... Please forward resume to...” Add additional information and requirements about the position as necessary. 48
  • 49. History of CTS • • • • Dr. Larry Craft and his team and SMS’s 30+ years sales and sales management experience 800+ high activity salespeople 125 were agents, selling/servicing team members Collected - production data, performance ratings, manager input 49
  • 50. CTS Sales Profile Report State Farm Selling Team Member Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in the "CTS Sales Profile Score." Two Most Important Traits Related to Sales Date: March 7, 2013 Name: kelly hagar Position: State Farm Selling Team Member Candidates Score kelly hagar 's CTS Sales Profile Score: High (85) Coaching Hours Per Month Recommended: Less than 2 coaching hours per month. The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to this candidate's CTS sales manager's coaching report. Primary Trait 0 10 20 30 40 50 60 70 80 90 100 Deadline Motivation (91 %) Ideal Ranges for Sales Independent Spirit (95 %) Analytical (5 %) Compassion (49 %) Assertiveness (70 %) Self-Promotion (77 %) Top Agent Recognition Drive (49 %) Belief in Others (69 %) Optimism (95 %) Reliability Index: High This candidate's Reliability Index rating relates to the way the candidate responded to the CTS. Low Reliability indicates inaccuracies that make the results invalid. Do not use these results. Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks. High Reliability indicates that the candidate understood the questions and responded to them in a way that has been shown to be predictive. Response Distortion Index: Moderate This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate strengths and downplay weaknesses in order to leave a more favorable impression. Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and an open and vulnerable personality that easily recognizes personal faults and easily accepts blame. Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay weaknesses. High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and seek change in their behaviors. 50 © 2013, CraftMetrics International.
  • 51. For: kelly hagar Low Moderate High Deadline Motivation (91 %) This is the salesperson's Deadline Motivation to achieve quick results. High Scorers (61% or above) are more like "Racehorses" with an unquenchable "fire in the belly" and a desire to achieve immediate or near-term sales goals (as in a high-activity sales process). Low Scorers (40% or below) have an easy-going, even-paced temperament and enjoy a longer sales process with well-defined and planned-out steps and strategies. Low Scorers spend more time educating/servicing the buyer and thinking about next steps without a sense of urgency. Independent Spirit (95 %) This scale measures the salesperson's entrepreneurial spirit to work without supervision. High Scorers prefer independence and working alone and enjoy situations where they are in control of the outcome of their efforts. Low Scorers are team players who enjoy working with others and like to do their part within assigned projects. They behave in a compliant manner and have very little need to direct or control others. Analytical (5 %) This scale measures the salesperson's desire to dwell on the facts, figures, and details when preparing and making a sales presentation. Rather than focusing on the benefits, High Scorers within short sales cycle industries can have "analysis paralysis," use too much time and provide the buyer with too much information. Low Scorers, on the other hand, can rely too much on their intuition and informal "yellow tablet" presentations that lack the information the buyer needs (esp. with high-dollar, complex, or technical solutions.) Compassion (49 %) This scale measures the salesperson's concern and compassion for others. whenever possible and gravitate toward market segments that are more when it comes to sharing their feelings and emotions. Low Scorers, on because they can stay "on task" without being distracted by personal expressing emotions. As a result, High Scorers thoroughly enjoy helping others personal and relationship-centered. They are expressive the other hand, are better able to prioritize their time problems. They are more controlled when it comes to Assertiveness (70 %) This scale measures the salesperson's confidence to control the sale from the initial contact to asking for the sale. High Scorers can assert themselves to control the sales presentation with their strong phrasing and direct eye contact. Low Scorers too often yield control of the face-to-face interaction to the buyer, are too accommodating, and find it difficult to ask closing questions without proper training that emphasizes how to ask people to make a decision. Self-Promotion (77 %) This scale measures the salesperson's tendency to exaggerate strengths and downplay weaknesses in order to leave a most favorable impression. High Scorers are resilient to criticism and find it difficult to recognize their weaknesses. They may deny their fears, faults, and failures. Low Scorers take criticism to heart. It's personal to them. They are open to recognizing their weaknesses and working on self-improvement. Recognition Drive (49 %) This scale measures the salesperson's motivation to join organizations and attend functions that provide new sales opportunities (leads and prospects). High Scorers are socially outgoing and thoroughly enjoy being the center of attention (public recognition). They are motivated by their need for status and prestige. Low Scorers prefer one-on-one relationships, private recognition, and are not motivated to attend social functions. They prefer networking with a select few and are more motivated by "respect" than "popularity." Belief in Others (69 %) This scale measures the salesperson's belief in "self and others." High Scorers are optimistic as a result of their trust in others and their belief that they are solely responsible for their success and failure. As a result, "everyone is a prospect," and they seldom have a problem asking for referrals. Low Scorers can turn negative if things are not going in the right direction and may stop pursuing a prospect and sale. They can be rigid, formal, and skeptical of the intentions of others. Optimism (95 %) 2 of 12 7/24/13 10:18 AM 51
  • 52. CTS Sales Profile Report State Farm Selling Team Member Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in the "CTS Sales Profile Score." Date: March 7, 2013 Name: kelly hagar Position: State Farm Selling Team Member kelly hagar 's CTS Sales Profile Score: High (85) Coaching Hours Per Month Recommended: Less than 2 coaching hours per month. The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to this candidate's CTS sales manager's coaching report. Primary Trait 0 10 20 30 40 50 60 70 80 90 100 Deadline Motivation (91 %) Independent Spirit (95 %) Analytical (5 %) Compassion (49 %) Assertiveness (70 %) Top Agent Self-Promotion (77 %) Recognition Drive (49 %) Belief in Others (69 %) Optimism (95 %) Reliability Index: High This candidate's Reliability Index rating relates to the way the candidate responded to the CTS. Low Reliability indicates inaccuracies that make the results invalid. Do not use these results. Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks. High Reliability indicates that the candidate understood the questions and responded to them in a way that has been shown to be predictive. Response Distortion Index: Moderate This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate strengths and downplay weaknesses in order to leave a more favorable impression. Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and an open and vulnerable personality that easily recognizes personal faults and easily accepts blame. Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay weaknesses. High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and seek change in their behaviors. 52
  • 53. CTS Sales Profile Report State Farm Selling Team Member Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in the "CTS Sales Profile Score." High Resiliency to Rejection Date: March 7, 2013 Name: kelly hagar Position: State Farm Selling Team Member kelly hagar 's CTS Sales Profile Score: High (85) Coaching Hours Per Month Recommended: Less than 2 coaching hours per month. The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to this candidate's CTS sales manager's coaching report. Primary Trait 0 10 20 30 40 50 60 70 80 90 100 Deadline Motivation (91 %) Independent Spirit (95 %) Analytical (5 %) Compassion (49 %) Assertiveness (70 %) Top Agent Self-Promotion (77 %) Recognition Drive (49 %) Belief in Others (69 %) Optimism (95 %) Reliability Index: High This candidate's Reliability Index rating relates to the way the candidate responded to the CTS. Low Reliability indicates inaccuracies that make the results invalid. Do not use these results. Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks. High Reliability indicates that the candidate understood the questions and responded to them in a way that has been shown to be predictive. Response Distortion Index: Moderate This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate strengths and downplay weaknesses in order to leave a more favorable impression. Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and an open and vulnerable personality that easily recognizes personal faults and easily accepts blame. Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay weaknesses. High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and seek change in their behaviors. 53 © 2013, CraftMetrics International. Page 9
  • 54. Sales Coaching Report Page 10 For: kelly hagar The CTS Coaching Report provides sales managers with customized coaching strategies for a salesperson. These coaching strategies help the salesperson compensate for personality traits which conflict with performing necessary sales tasks or with doing the tasks in a timely manner. The nine Primary Traits shown below, used with validated research, predict sales performance They also help sales managers coach and create motivating environments when customizing their leadership and coaching approach to a rep's preferred learning style. The nine Primary Traits blend together to form someone's personality and a sales coach realizes that one trait influences other traits. This Coaching Report describes the blended effect. Also, for some traits, low scores may be more desirable and necessary for specific sales tasks. Therefore, it is important to use validated research for hiring, not the trait scores found below. Only use this report for coaching and training. The ten Secondary Traits help you to understand the interactions of the Primary Traits. For example, Handles Rejection is an interaction between Assertiveness, Compassion, and Self-Promotion. (Because these Secondary Traits are the result of averaging three or more traits, they tend to be less reliable than the Primary Traits when predicting behavior. However, they do provide valuable coaching information for a sales manager. Refer to the Coaching Recommendations for additional insight relating to the interaction between the Primary Traits.) Top Agent Primary Traits Low Moderate High (0 - 40%) (41 - 60%) (61 - 100%) Deadline Motivation (91 %) Independent Spirit (95 %) Analytical (5 %) Compassion (49 %) Assertiveness (70 %) Self-Promotion (77 %) Recognition Drive (49 %) Belief in Others (69 %) Optimism (95 %) Two Most Important Combination Traits Secondary Traits Handles Rejection (66 %) Maintains High-Activity (83 %) Finds Prospects (59 %) Sets Appointments (66 %) Discover Needs (49 %) Delivers Strong Presentations (61 %) Overcomes Objections (64 %) Closes the Sale (76 %) Serves Customers (44 %) Asks for Referrals (64 %) © 2013, CraftMetrics International. 54 Low Moderate High (0 - 40%) (41 - 60%) (61 - 100%)
  • 55. CTS Sales Profile Report State Farm Selling Team Member Maintains High Sales Activities Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in the "CTS Sales Profile Score." Date: March 7, 2013 Name: kelly hagar Position: State Farm Selling Team Member kelly hagar 's CTS Sales Profile Score: High (85) Coaching Hours Per Month Recommended: Less than 2 coaching hours per month. Pace/Intensity Time Management The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to this candidate's CTS sales manager's coaching report. Primary Trait 0 10 20 30 40 50 60 70 80 90 100 Deadline Motivation (91 %) Independent Spirit (95 %) Analytical (5 %) Compassion (49 %) Assertiveness (70 %) Top Agent Self-Promotion (77 %) Recognition Drive (49 %) Belief in Others (69 %) Optimism (95 %) Reliability Index: High This candidate's Reliability Index rating relates to the way the candidate responded to the CTS. Low Reliability indicates inaccuracies that make the results invalid. Do not use these results. Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks. High Reliability indicates that the candidate understood the questions and responded to them in a way that has been shown to be predictive. Response Distortion Index: Moderate This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate strengths and downplay weaknesses in order to leave a more favorable impression. Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and an open and vulnerable personality that easily recognizes personal faults and easily accepts blame. Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay weaknesses. High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and seek change in their behaviors. 55 © 2013, CraftMetrics International. Page 9
  • 56. Sales Coaching Report Page 10 For: kelly hagar Coaching Report Online Top Agent The CTS Coaching Report provides sales managers with customized coaching strategies for a salesperson. These coaching strategies help the salesperson compensate for personality traits which conflict with performing necessary sales tasks or with doing the tasks in a timely manner. The nine Primary Traits shown below, used with validated research, predict sales performance They also help sales managers coach and create motivating environments when customizing their leadership and coaching approach to a rep's preferred learning style. The nine Primary Traits blend together to form someone's personality and a sales coach realizes that one trait influences other traits. This Coaching Report describes the blended effect. Also, for some traits, low scores may be more desirable and necessary for specific sales tasks. Therefore, it is important to use validated research for hiring, not the trait scores found below. Only use this report for coaching and training. The ten Secondary Traits help you to understand the interactions of the Primary Traits. For example, Handles Rejection is an interaction between Assertiveness, Compassion, and Self-Promotion. (Because these Secondary Traits are the result of averaging three or more traits, they tend to be less reliable than the Primary Traits when predicting behavior. However, they do provide valuable coaching information for a sales manager. Refer to the Coaching Recommendations for additional insight relating to the interaction between the Primary Traits.) Primary Traits Low Moderate High (0 - 40%) (41 - 60%) (61 - 100%) Deadline Motivation (91 %) Independent Spirit (95 %) Analytical (5 %) Compassion (49 %) Assertiveness (70 %) Self-Promotion (77 %) Recognition Drive (49 %) Belief in Others (69 %) Optimism (95 %) Two Most Important Combination Traits Secondary Traits Handles Rejection (66 %) Maintains High-Activity (83 %) Finds Prospects (59 %) Sets Appointments (66 %) Discover Needs (49 %) Delivers Strong Presentations (61 %) Overcomes Objections (64 %) Closes the Sale (76 %) Serves Customers (44 %) Asks for Referrals (64 %) © 2013, CraftMetrics International. 56 Low Moderate High (0 - 40%) (41 - 60%) (61 - 100%)
  • 57. Page 11 CTS Sales Profile Report State Farm Selling Team Member Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in the "CTS Sales Profile Score." Date: March 1, 2013 Name: Drew Griggs Position: State Farm Selling Team Member Drew Griggs 's CTS Sales Profile Score: Moderate-High (77) Coaching Hours Per Month Recommended: Approximately 2-4 coaching hours per month. Highly Rated Selling Team Member Agent Aspirant The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to this candidate's CTS sales manager's coaching report. Primary Trait 0 10 20 30 40 50 60 70 80 90 100 Deadline Motivation (91 %) Independent Spirit (87 %) Analytical (5 %) Compassion (49 %) Assertiveness (86 %) Self-Promotion (5 %) Recognition Drive (95 %) Belief in Others (54 %) Optimism (73 %) Reliability Index: High This candidate's Reliability Index rating relates to the way the candidate responded to the CTS. Low Reliability indicates inaccuracies that make the results invalid. Do not use these results. Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks. High Reliability indicates that the candidate understood the questions and responded to them in a way that has been shown to be predictive. Response Distortion Index: Low This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate strengths and downplay weaknesses in order to leave a more favorable impression. Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and an open and vulnerable personality that easily recognizes personal faults and easily accepts blame. Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay weaknesses. High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and seek change in their behaviors. © 2013, CraftMetrics International. 57
  • 58. Sales Coaching Report For: Drew Griggs Highly Rated Selling Team Member Agent Aspirant The CTS Coaching Report provides sales managers with customized coaching strategies for a salesperson. These coaching strategies help the salesperson compensate for personality traits which conflict with performing necessary sales tasks or with doing the tasks in a timely manner. The nine Primary Traits shown below, used with validated research, predict sales performance They also help sales managers coach and create motivating environments when customizing their leadership and coaching approach to a rep's preferred learning style. The nine Primary Traits blend together to form someone's personality and a sales coach realizes that one trait influences other traits. This Coaching Report describes the blended effect. Also, for some traits, low scores may be more desirable and necessary for specific sales tasks. Therefore, it is important to use validated research for hiring, not the trait scores found below. Only use this report for coaching and training. The ten Secondary Traits help you to understand the interactions of the Primary Traits. For example, Handles Rejection is an interaction between Assertiveness, Compassion, and Self-Promotion. (Because these Secondary Traits are the result of averaging three or more traits, they tend to be less reliable than the Primary Traits when predicting behavior. However, they do provide valuable coaching information for a sales manager. Refer to the Coaching Recommendations for additional insight relating to the interaction between the Primary Traits.) Primary Traits Low Moderate High (0 - 40%) (41 - 60%) (61 - 100%) Deadline Motivation (91 %) Independent Spirit (87 %) Analytical (5 %) Compassion (49 %) Assertiveness (86 %) Self-Promotion (5 %) Recognition Drive (95 %) Belief in Others (54 %) Optimism (73 %) Two Most Important Combination Traits Secondary Traits Low Handles Rejection (47 %) Maintains High-Activity (81 %) Finds Prospects (82 %) Sets Appointments (68 %) Discover Needs (49 %) Delivers Strong Presentations (83 %) Overcomes Objections (68 %) Closes the Sale (78 %) Serves Customers (40 %) Asks for Referrals (68 %) © 2013, CraftMetrics International. 58 Moderate High (0 - 40%) (41 - 60%) (61 - 100%) Page 12
  • 59. CTS Sales Profile Report State Farm Selling Team Member Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in the "CTS Sales Profile Score." Date: April 2, 2013 Name: Tabatha Whaley Position: State Farm Selling Team Member Tabatha Whaley 's CTS Sales Profile Score: Moderate-High (74) Coaching Hours Per Month Recommended: Approximately 2-4 coaching hours per month. The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to this candidate's CTS sales manager's coaching report. Primary Trait 0 10 20 30 40 50 60 70 80 90 100 Deadline Motivation (91 %) Agent Aspirant Now an Agent Independent Spirit (87 %) Analytical (17 %) Compassion (34 %) Assertiveness (28 %) Self-Promotion (22 %) Recognition Drive (95 %) Belief in Others (84 %) Optimism (95 %) Reliability Index: High This candidate's Reliability Index rating relates to the way the candidate responded to the CTS. Low Reliability indicates inaccuracies that make the results invalid. Do not use these results. Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks. High Reliability indicates that the candidate understood the questions and responded to them in a way that has been shown to be predictive. Response Distortion Index: Moderate This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate strengths and downplay weaknesses in order to leave a more favorable impression. Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and an open and vulnerable personality that easily recognizes personal faults and easily accepts blame. Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay weaknesses. High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and seek change in their behaviors. 59 http://www.ctssalesprofile.com/cgi-bin/smsselect/mff_chart.pl5 Page 1 of 2
  • 60. Sales Coaching Report For: Tabatha Whaley c The CTS Coaching Report provides sales managers with customized coaching strategies for a salesperson. These coaching strategies help the salesperson compensate for personality traits which conflict with performing necessary sales tasks or with doing the tasks in a timely manner. The nine Primary Traits shown below, used with validated research, predict sales performance They also help sales managers coach and create motivating environments when customizing their leadership and coaching approach to a rep's preferred learning style. The nine Primary Traits blend together to form someone's personality and a sales coach realizes that one trait influences other traits. This Coaching Report describes the blended effect. Also, for some traits, low scores may be more desirable and necessary for specific sales tasks. Therefore, it is important to use validated research for hiring, not the trait scores found below. Only use this report for coaching and training. The ten Secondary Traits help you to understand the interactions of the Primary Traits. For example, Handles Rejection is an interaction between Assertiveness, Compassion, and Self-Promotion. (Because these Secondary Traits are the result of averaging three or more traits, they tend to be less reliable than the Primary Traits when predicting behavior. However, they do provide valuable coaching information for a sales manager. Refer to the Coaching Recommendations for additional insight relating to the interaction between the Primary Traits.) Agent Aspirant Now an Agent Primary Traits Low Moderate High (0 - 40%) (41 - 60%) (61 - 100%) Low Moderate High (0 - 40%) (41 - 60%) (61 - 100%) Deadline Motivation (91 %) Independent Spirit (87 %) Analytical (17 %) Compassion (34 %) Assertiveness (28 %) Self-Promotion (22 %) Recognition Drive (95 %) Belief in Others (84 %) Optimism (95 %) Secondary Traits Handles Rejection (38 %) Maintains High-Activity (81 %) Finds Prospects (75 %) Sets Appointments (43 %) Discover Needs (37 %) Delivers Strong Presentations (68 %) Overcomes Objections (43 %) Closes the Sale (60 %) Serves Customers (40 %) Asks for Referrals (43 %) © 2013, CraftMetrics International. 60
  • 61. CTS Sales Profile Report State Farm Selling Team Member Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in the "CTS Sales Profile Score." Date: April 2, 2013 Name: Justin Robinson Position: State Farm Selling Team Member Justin Robinson 's CTS Sales Profile Score: Moderate-High (70) Coaching Hours Per Month Recommended: Approximately 2-4 coaching hours per month. The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to this candidate's CTS sales manager's coaching report. Primary Trait 0 10 20 30 40 50 60 70 80 90 100 Deadline Motivation (83 %) Independent Spirit (95 %) Highly Rated Selling Team Member Analytical (29 %) Compassion (5 %) Assertiveness (86 %) Self-Promotion (77 %) Recognition Drive (95 %) Belief in Others (54 %) Optimism (95 %) Reliability Index: High This candidate's Reliability Index rating relates to the way the candidate responded to the CTS. Low Reliability indicates inaccuracies that make the results invalid. Do not use these results. Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks. High Reliability indicates that the candidate understood the questions and responded to them in a way that has been shown to be predictive. Response Distortion Index: Moderate This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate strengths and downplay weaknesses in order to leave a more favorable impression. Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and an open and vulnerable personality that easily recognizes personal faults and easily accepts blame. Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay weaknesses. High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and seek change in their behaviors. 61 http://www.ctssalesprofile.com/cgi-bin/smsselect/mff_chart.pl5 Page 1 of 2
  • 62. Sales Coaching Report For: Justin Robinson The CTS Coaching Report provides sales managers with customized coaching strategies for a salesperson. These coaching strategies help the salesperson compensate for personality traits which conflict with performing necessary sales tasks or with doing the tasks in a timely manner. The nine Primary Traits shown below, used with validated research, predict sales performance They also help sales managers coach and create motivating environments when customizing their leadership and coaching approach to a rep's preferred learning style. The nine Primary Traits blend together to form someone's personality and a sales coach realizes that one trait influences other traits. This Coaching Report describes the blended effect. Also, for some traits, low scores may be more desirable and necessary for specific sales tasks. Therefore, it is important to use validated research for hiring, not the trait scores found below. Only use this report for coaching and training. The ten Secondary Traits help you to understand the interactions of the Primary Traits. For example, Handles Rejection is an interaction between Assertiveness, Compassion, and Self-Promotion. (Because these Secondary Traits are the result of averaging three or more traits, they tend to be less reliable than the Primary Traits when predicting behavior. However, they do provide valuable coaching information for a sales manager. Refer to the Coaching Recommendations for additional insight relating to the interaction between the Primary Traits.) Highly Rated Selling Team Member Primary Traits Low Moderate High (0 - 40%) (41 - 60%) (61 - 100%) Deadline Motivation (83 %) Independent Spirit (95 %) Analytical (29 %) Compassion (5 %) Assertiveness (86 %) Self-Promotion (77 %) Recognition Drive (95 %) Belief in Others (54 %) Optimism (95 %) Secondary Traits Handles Rejection (86 %) Maintains High-Activity (86 %) Finds Prospects (82 %) Sets Appointments (86 %) Discover Needs (33 %) Delivers Strong Presentations (72 %) Overcomes Objections (57 %) Closes the Sale (67 %) Serves Customers (20 %) Asks for Referrals (57 %) © 2013, CraftMetrics International. 62 Low Moderate High (0 - 40%) (41 - 60%) (61 - 100%)
  • 63. CTS Sales Profile Report State Farm Selling Team Member Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in the "CTS Sales Profile Score." Date: April 2, 2013 Name: Cindy Doyle Position: State Farm Selling Team Member Cindy Doyle 's CTS Sales Profile Score: High (85) Coaching Hours Per Month Recommended: Less than 2 coaching hours per month. The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to this candidate's CTS sales manager's coaching report. Primary Trait 0 10 20 30 40 50 60 70 80 90 100 Deadline Motivation (95 %) Independent Spirit (57 %) Analytical (17 %) Top Agent Compassion (34 %) Assertiveness (70 %) Self-Promotion (43 %) Recognition Drive (95 %) Belief in Others (84 %) Optimism (73 %) Reliability Index: Moderate This candidate's Reliability Index rating relates to the way the candidate responded to the CTS. Low Reliability indicates inaccuracies that make the results invalid. Do not use these results. Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks. High Reliability indicates that the candidate understood the questions and responded to them in a way that has been shown to be predictive. Response Distortion Index: Moderate This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate strengths and downplay weaknesses in order to leave a more favorable impression. Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and an open and vulnerable personality that easily recognizes personal faults and easily accepts blame. Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay weaknesses. High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and seek change in their behaviors. 63 http://www.ctssalesprofile.com/cgi-bin/smsselect/mff_chart.pl5 Page 1 of 2
  • 64. Sales Coaching Report For: Cindy Doyle The CTS Coaching Report provides sales managers with customized coaching strategies for a salesperson. These coaching strategies help the salesperson compensate for personality traits which conflict with performing necessary sales tasks or with doing the tasks in a timely manner. The nine Primary Traits shown below, used with validated research, predict sales performance They also help sales managers coach and create motivating environments when customizing their leadership and coaching approach to a rep's preferred learning style. The nine Primary Traits blend together to form someone's personality and a sales coach realizes that one trait influences other traits. This Coaching Report describes the blended effect. Also, for some traits, low scores may be more desirable and necessary for specific sales tasks. Therefore, it is important to use validated research for hiring, not the trait scores found below. Only use this report for coaching and training. The ten Secondary Traits help you to understand the interactions of the Primary Traits. For example, Handles Rejection is an interaction between Assertiveness, Compassion, and Self-Promotion. (Because these Secondary Traits are the result of averaging three or more traits, they tend to be less reliable than the Primary Traits when predicting behavior. However, they do provide valuable coaching information for a sales manager. Refer to the Coaching Recommendations for additional insight relating to the interaction between the Primary Traits.) Primary Traits Top Agent Low Moderate High (0 - 40%) (41 - 60%) (61 - 100%) Deadline Motivation (95 %) Independent Spirit (57 %) Analytical (17 %) Compassion (34 %) Assertiveness (70 %) Self-Promotion (43 %) Recognition Drive (95 %) Belief in Others (84 %) Optimism (73 %) Secondary Traits Handles Rejection (59 %) Maintains High-Activity (75 %) Finds Prospects (86 %) Sets Appointments (69 %) Discover Needs (45 %) Delivers Strong Presentations (77 %) Overcomes Objections (64 %) Closes the Sale (64 %) Serves Customers (39 %) Asks for Referrals (64 %) © 2013, CraftMetrics International. 64 Low Moderate High (0 - 40%) (41 - 60%) (61 - 100%)
  • 65. CTS Sales Profile Report State Farm Selling Team Member Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in the "CTS Sales Profile Score." Date: February 22, 2013 Name: James Brown Position: State Farm Selling Team Member James Brown 's CTS Sales Profile Score: Moderate-High (70) Coaching Hours Per Month Recommended: Approximately 2-4 coaching hours per month. The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to this candidate's CTS sales manager's coaching report. Primary Trait 0 10 20 30 40 50 60 70 80 90 100 Deadline Motivation (91 %) Independent Spirit (95 %) Analytical (5 %) Top Agent Compassion (5 %) Assertiveness (56 %) Self-Promotion (87 %) Recognition Drive (35 %) Belief in Others (95 %) Optimism (73 %) Reliability Index: High This candidate's Reliability Index rating relates to the way the candidate responded to the CTS. Low Reliability indicates inaccuracies that make the results invalid. Do not use these results. Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks. High Reliability indicates that the candidate understood the questions and responded to them in a way that has been shown to be predictive. Response Distortion Index: Moderate This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate strengths and downplay weaknesses in order to leave a more favorable impression. Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and an open and vulnerable personality that easily recognizes personal faults and easily accepts blame. Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay weaknesses. High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and seek change in their behaviors. 65 http://www.ctssalesprofile.com/cgi-bin/smsselect/mff_chart.pl5 Page 1 of 2
  • 66. Sales Coaching Report For: James Brown The CTS Coaching Report provides sales managers with customized coaching strategies for a salesperson. These coaching strategies help the salesperson compensate for personality traits which conflict with performing necessary sales tasks or with doing the tasks in a timely manner. The nine Primary Traits shown below, used with validated research, predict sales performance They also help sales managers coach and create motivating environments when customizing their leadership and coaching approach to a rep's preferred learning style. The nine Primary Traits blend together to form someone's personality and a sales coach realizes that one trait influences other traits. This Coaching Report describes the blended effect. Also, for some traits, low scores may be more desirable and necessary for specific sales tasks. Therefore, it is important to use validated research for hiring, not the trait scores found below. Only use this report for coaching and training. The ten Secondary Traits help you to understand the interactions of the Primary Traits. For example, Handles Rejection is an interaction between Assertiveness, Compassion, and Self-Promotion. (Because these Secondary Traits are the result of averaging three or more traits, they tend to be less reliable than the Primary Traits when predicting behavior. However, they do provide valuable coaching information for a sales manager. Refer to the Coaching Recommendations for additional insight relating to the interaction between the Primary Traits.) Primary Traits Top Agent Low Moderate High (0 - 40%) (41 - 60%) (61 - 100%) Low Moderate High (0 - 40%) (41 - 60%) (61 - 100%) Deadline Motivation (91 %) Independent Spirit (95 %) Analytical (5 %) Compassion (5 %) Assertiveness (56 %) Self-Promotion (87 %) Recognition Drive (35 %) Belief in Others (95 %) Optimism (73 %) Secondary Traits Handles Rejection (79 %) Maintains High-Activity (94 %) Finds Prospects (55 %) Sets Appointments (58 %) Discover Needs (34 %) Delivers Strong Presentations (44 %) Overcomes Objections (53 %) Closes the Sale (61 %) Serves Customers (28 %) Asks for Referrals (53 %) © 2013, CraftMetrics International. 66
  • 67. CTS Sales Profile Report State Farm Selling Team Member Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in the "CTS Sales Profile Score." Date: March 5, 2013 Name: Jon Laskin Position: State Farm Selling Team Member Jon Laskin 's CTS Sales Profile Score: Moderate-High (77) Coaching Hours Per Month Recommended: Approximately 2-4 coaching hours per month. The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to this candidate's CTS sales manager's coaching report. Primary Trait 0 10 20 30 40 50 60 70 80 90 100 Deadline Motivation (91 %) Independent Spirit (95 %) Analytical (17 %) Top Agent Compassion (49 %) Assertiveness (86 %) Self-Promotion (62 %) Recognition Drive (19 %) Belief in Others (84 %) Optimism (73 %) Reliability Index: Moderate This candidate's Reliability Index rating relates to the way the candidate responded to the CTS. Low Reliability indicates inaccuracies that make the results invalid. Do not use these results. Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks. High Reliability indicates that the candidate understood the questions and responded to them in a way that has been shown to be predictive. Response Distortion Index: Low This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate strengths and downplay weaknesses in order to leave a more favorable impression. Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and an open and vulnerable personality that easily recognizes personal faults and easily accepts blame. Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay weaknesses. High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and seek change in their behaviors. 67 http://www.ctssalesprofile.com/cgi-bin/smsselect/mff_chart.pl5 Page 1 of 2
  • 68. Sales Coaching Report For: Jon Laskin The CTS Coaching Report provides sales managers with customized coaching strategies for a salesperson. These coaching strategies help the salesperson compensate for personality traits which conflict with performing necessary sales tasks or with doing the tasks in a timely manner. The nine Primary Traits shown below, used with validated research, predict sales performance They also help sales managers coach and create motivating environments when customizing their leadership and coaching approach to a rep's preferred learning style. The nine Primary Traits blend together to form someone's personality and a sales coach realizes that one trait influences other traits. This Coaching Report describes the blended effect. Also, for some traits, low scores may be more desirable and necessary for specific sales tasks. Therefore, it is important to use validated research for hiring, not the trait scores found below. Only use this report for coaching and training. The ten Secondary Traits help you to understand the interactions of the Primary Traits. For example, Handles Rejection is an interaction between Assertiveness, Compassion, and Self-Promotion. (Because these Secondary Traits are the result of averaging three or more traits, they tend to be less reliable than the Primary Traits when predicting behavior. However, they do provide valuable coaching information for a sales manager. Refer to the Coaching Recommendations for additional insight relating to the interaction between the Primary Traits.) Primary Traits Top Agent Low Moderate High (0 - 40%) (41 - 60%) (61 - 100%) Deadline Motivation (91 %) Independent Spirit (95 %) Analytical (17 %) Compassion (49 %) Assertiveness (86 %) Self-Promotion (62 %) Recognition Drive (19 %) Belief in Others (84 %) Optimism (73 %) Secondary Traits Low Handles Rejection (66 %) Maintains High-Activity (80 %) Finds Prospects (52 %) Sets Appointments (63 %) Discover Needs (55 %) Delivers Strong Presentations (52 %) Overcomes Objections (76 %) Closes the Sale (80 %) Serves Customers (47 %) Asks for Referrals (76 %) © 2013, CraftMetrics International. 68 Moderate High (0 - 40%) (41 - 60%) (61 - 100%)
  • 69. CTS Sales Profile Report State Farm Selling Team Member Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in the "CTS Sales Profile Score." Date: March 1, 2013 Name: Brock Kothe Position: State Farm Selling Team Member Brock Kothe 's CTS Sales Profile Score: Moderate (48) Coaching Hours Per Month Recommended: Approximately 4-6 coaching hours per month. The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to this candidate's CTS sales manager's coaching report. Primary Trait 0 10 20 30 40 50 60 70 80 90 100 Deadline Motivation (11 %) Independent Spirit (21 %) Analytical (66 %) Low Rated Selling Team Member Compassion (95 %) Assertiveness (56 %) Self-Promotion (94 %) Recognition Drive (76 %) Belief in Others (69 %) Optimism (73 %) Reliability Index: High This candidate's Reliability Index rating relates to the way the candidate responded to the CTS. Low Reliability indicates inaccuracies that make the results invalid. Do not use these results. Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks. High Reliability indicates that the candidate understood the questions and responded to them in a way that has been shown to be predictive. Response Distortion Index: High This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate strengths and downplay weaknesses in order to leave a more favorable impression. Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and an open and vulnerable personality that easily recognizes personal faults and easily accepts blame. Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay weaknesses. High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and seek change in their behaviors. 69 http://www.ctssalesprofile.com/cgi-bin/smsselect/mff_chart.pl5 Page 1 of 2
  • 70. Sales Coaching Report For: Brock Kothe The CTS Coaching Report provides sales managers with customized coaching strategies for a salesperson. These coaching strategies help the salesperson compensate for personality traits which conflict with performing necessary sales tasks or with doing the tasks in a timely manner. The nine Primary Traits shown below, used with validated research, predict sales performance They also help sales managers coach and create motivating environments when customizing their leadership and coaching approach to a rep's preferred learning style. The nine Primary Traits blend together to form someone's personality and a sales coach realizes that one trait influences other traits. This Coaching Report describes the blended effect. Also, for some traits, low scores may be more desirable and necessary for specific sales tasks. Therefore, it is important to use validated research for hiring, not the trait scores found below. Only use this report for coaching and training. The ten Secondary Traits help you to understand the interactions of the Primary Traits. For example, Handles Rejection is an interaction between Assertiveness, Compassion, and Self-Promotion. (Because these Secondary Traits are the result of averaging three or more traits, they tend to be less reliable than the Primary Traits when predicting behavior. However, they do provide valuable coaching information for a sales manager. Refer to the Coaching Recommendations for additional insight relating to the interaction between the Primary Traits.) Low Rated Selling Team Member Primary Traits Low Moderate High (0 - 40%) (41 - 60%) (61 - 100%) Deadline Motivation (11 %) Independent Spirit (21 %) Analytical (66 %) Compassion (95 %) Assertiveness (56 %) Self-Promotion (94 %) Recognition Drive (76 %) Belief in Others (69 %) Optimism (73 %) Secondary Traits Handles Rejection (51 %) Maintains High-Activity (17 %) Finds Prospects (69 %) Sets Appointments (70 %) Discover Needs (80 %) Delivers Strong Presentations (62 %) Overcomes Objections (69 %) Closes the Sale (45 %) Serves Customers (87 %) Asks for Referrals (69 %) © 2013, CraftMetrics International. 70 Low Moderate High (0 - 40%) (41 - 60%) (61 - 100%)
  • 71. CTS Sales Profile Report State Farm Selling Team Member Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in the "CTS Sales Profile Score." Date: March 5, 2013 Name: yenny mianda Position: State Farm Selling Team Member yenny mianda 's CTS Sales Profile Score: Moderate (55) Coaching Hours Per Month Recommended: Approximately 4-6 coaching hours per month. The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to this candidate's CTS sales manager's coaching report. Primary Trait 0 10 20 30 40 50 60 70 80 90 100 Deadline Motivation (40 %) Independent Spirit (8 %) Analytical (17 %) Low Rated Selling Team Member Compassion (86 %) Assertiveness (56 %) Self-Promotion (77 %) Recognition Drive (76 %) Belief in Others (69 %) Optimism (44 %) Reliability Index: High This candidate's Reliability Index rating relates to the way the candidate responded to the CTS. Low Reliability indicates inaccuracies that make the results invalid. Do not use these results. Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks. High Reliability indicates that the candidate understood the questions and responded to them in a way that has been shown to be predictive. Response Distortion Index: Moderate This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate strengths and downplay weaknesses in order to leave a more favorable impression. Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and an open and vulnerable personality that easily recognizes personal faults and easily accepts blame. Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay weaknesses. High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and seek change in their behaviors. 71 http://www.ctssalesprofile.com/cgi-bin/smsselect/mff_chart.pl5 Page 1 of 2
  • 72. Sales Coaching Report For: yenny mianda The CTS Coaching Report provides sales managers with customized coaching strategies for a salesperson. These coaching strategies help the salesperson compensate for personality traits which conflict with performing necessary sales tasks or with doing the tasks in a timely manner. The nine Primary Traits shown below, used with validated research, predict sales performance They also help sales managers coach and create motivating environments when customizing their leadership and coaching approach to a rep's preferred learning style. The nine Primary Traits blend together to form someone's personality and a sales coach realizes that one trait influences other traits. This Coaching Report describes the blended effect. Also, for some traits, low scores may be more desirable and necessary for specific sales tasks. Therefore, it is important to use validated research for hiring, not the trait scores found below. Only use this report for coaching and training. The ten Secondary Traits help you to understand the interactions of the Primary Traits. For example, Handles Rejection is an interaction between Assertiveness, Compassion, and Self-Promotion. (Because these Secondary Traits are the result of averaging three or more traits, they tend to be less reliable than the Primary Traits when predicting behavior. However, they do provide valuable coaching information for a sales manager. Refer to the Coaching Recommendations for additional insight relating to the interaction between the Primary Traits.) Low Rated Selling Team Member Primary Traits Low Moderate High (0 - 40%) (41 - 60%) (61 - 100%) Low Moderate High (0 - 40%) (41 - 60%) (61 - 100%) Deadline Motivation (40 %) Independent Spirit (8 %) Analytical (17 %) Compassion (86 %) Assertiveness (56 %) Self-Promotion (77 %) Recognition Drive (76 %) Belief in Others (69 %) Optimism (44 %) Secondary Traits Handles Rejection (49 %) Maintains High-Activity (36 %) Finds Prospects (69 %) Sets Appointments (66 %) Discover Needs (71 %) Delivers Strong Presentations (66 %) Overcomes Objections (66 %) Closes the Sale (47 %) Serves Customers (75 %) Asks for Referrals (66 %) © 2013, CraftMetrics International. 72
  • 73. Page 13 CTS Sales Profile Report State Farm Service Team Member Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in the "CTS Sales Profile Score." Please note that the final CTS Sales Profile Score is also influenced by Power Ratings, which measure the relative importance of each trait compared to other traits. Date: April 4, 2013 Name: Brock Toomey Position: State Farm Service Team Member Brock Toomey 's CTS Sales Profile Score: Moderate (50) Coaching Hours Per Month Recommended: Approximately 4-6 coaching hours per month. The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to this candidate's CTS sales manager's coaching report. Primary Trait 0 10 20 30 40 50 60 70 80 90 100 Deadline Motivation (27 %) Independent Spirit (21 %) Highly Rated Service Team Member Analytical (95 %) Compassion (86 %) Assertiveness (86 %) Self-Promotion (95 %) Recognition Drive (5 %) Belief in Others (84 %) Reliability Index: High This candidate's Reliability Index rating relates to the way the candidate responded to the CTS. Low Reliability indicates inaccuracies that make the results invalid. Do not use these results. Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks. High Reliability indicates that the candidate understood the questions and responded to them in a way that has been shown to be predictive. Response Distortion Index: Moderate This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate strengths and downplay weaknesses in order to leave a more favorable impression. Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and an open and vulnerable personality that easily recognizes personal faults and easily accepts blame. Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay weaknesses. High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and seek change in their behaviors. © 2013, CraftMetrics International. 73
  • 74. CTS Sales Profile Report State Farm Service Team Member Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in the "CTS Sales Profile Score." Please note that the final CTS Sales Profile Score is also influenced by Power Ratings, which measure the relative importance of each trait compared to other traits. Date: March 5, 2013 Name: Mellissa Cook Position: State Farm Service Team Member Mellissa Cook 's CTS Sales Profile Score: Moderate-High (74) Coaching Hours Per Month Recommended: Approximately 2-4 coaching hours per month. The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to this candidate's CTS sales manager's coaching report. Primary Trait 0 10 20 30 40 50 60 70 80 90 100 Deadline Motivation (56 %) Highly Rated Service Team Member Independent Spirit (8 %) Analytical (92 %) Compassion (86 %) Assertiveness (42 %) Self-Promotion (43 %) Recognition Drive (35 %) Belief in Others (69 %) Reliability Index: High This candidate's Reliability Index rating relates to the way the candidate responded to the CTS. Low Reliability indicates inaccuracies that make the results invalid. Do not use these results. Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks. High Reliability indicates that the candidate understood the questions and responded to them in a way that has been shown to be predictive. Response Distortion Index: Moderate This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate strengths and downplay weaknesses in order to leave a more favorable impression. Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and an open and vulnerable personality that easily recognizes personal faults and easily accepts blame. Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay weaknesses. High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and seek change in their behaviors. 74 © 2013, CraftMetrics International. http://www.ctssalesprofile.com/cgi-bin/smsselect/mff_chart.pl5 Page 1 of 2
  • 75. CTS Sales Profile Report State Farm Service Team Member Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in the "CTS Sales Profile Score." Please note that the final CTS Sales Profile Score is also influenced by Power Ratings, which measure the relative importance of each trait compared to other traits. Date: March 15, 2013 Name: Lisa Lowery Position: State Farm Service Team Member Lisa Lowery 's CTS Sales Profile Score: Moderate-High (72) Coaching Hours Per Month Recommended: Approximately 2-4 coaching hours per month. The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to this candidate's CTS sales manager's coaching report. Primary Trait 0 10 20 30 40 50 60 70 80 90 100 Deadline Motivation (56 %) Highly Rated Service Team Member Independent Spirit (21 %) Analytical (55 %) Compassion (67 %) Assertiveness (70 %) Self-Promotion (43 %) Recognition Drive (5 %) Belief in Others (84 %) Reliability Index: Moderate This candidate's Reliability Index rating relates to the way the candidate responded to the CTS. Low Reliability indicates inaccuracies that make the results invalid. Do not use these results. Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks. High Reliability indicates that the candidate understood the questions and responded to them in a way that has been shown to be predictive. Response Distortion Index: Low This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate strengths and downplay weaknesses in order to leave a more favorable impression. Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and an open and vulnerable personality that easily recognizes personal faults and easily accepts blame. Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay weaknesses. High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and seek change in their behaviors. © 2013, CraftMetrics International. 75 http://www.ctssalesprofile.com/cgi-bin/smsselect/mff_chart.pl5 Page 1 of 2
  • 76. Page 14 CTS Sales Profile Report State Farm Service Team Member Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in the "CTS Sales Profile Score." Please note that the final CTS Sales Profile Score is also influenced by Power Ratings, which measure the relative importance of each trait compared to other traits. Date: April 16, 2013 Name: Allison Venter Position: State Farm Service Team Member Allison Venter 's CTS Sales Profile Score: Moderate (52) Coaching Hours Per Month Recommended: Approximately 4-6 coaching hours per month. The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to this candidate's CTS sales manager's coaching report. Primary Trait 0 10 20 30 40 50 60 70 80 90 100 Deadline Motivation (11 %) Independent Spirit (57 %) Low Rated Service Team Member Analytical (43 %) Compassion (6 %) Assertiveness (5 %) Self-Promotion (43 %) Recognition Drive (49 %) Belief in Others (30 %) Reliability Index: High This candidate's Reliability Index rating relates to the way the candidate responded to the CTS. Low Reliability indicates inaccuracies that make the results invalid. Do not use these results. Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks. High Reliability indicates that the candidate understood the questions and responded to them in a way that has been shown to be predictive. Response Distortion Index: Low This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate strengths and downplay weaknesses in order to leave a more favorable impression. Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and an open and vulnerable personality that easily recognizes personal faults and easily accepts blame. Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay weaknesses. High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and seek change in their behaviors. © 2013, CraftMetrics International. 76 http://www.ctssalesprofile.com/cgi-bin/smsselect/mff_chart.pl5 Page 1 of 2
  • 77. Page 15 Caution - Time Management Issues Spends too much time analyzing 0 50 Deadline Motivation Analytical Spends too much time nurturing/overly compassionate Deadline Motivation Compassion Caution - Intimidating/cold Assertiveness Compassion 77 100
  • 78. Caution Page 16 Likable, but methodical / slow mover 0 50 Recognition Drive Deadline Motivation Compassion Struggles with Rejection Assertiveness Self-Promotion Compassion Struggles with Pivoting Deadline Motivation Independent Spirit Assertiveness Self Promotion Compassion 78 100
  • 79. •Tour of the CTS site 79
  • 80. Hour 5 Interviewing Skills Workshop Attract the Best, Repel the Rest. p. 20-21 80
  • 81. Developing your Interviewing Skills Dr. Antonio Damasio Emotion is critical to the decision process. p. 20-21 81
  • 82. Developing your Interviewing Skills Too much emotion clouds logic. 82
  • 83. Developing your Interviewing Skills Critical balance between logic and emotion 83
  • 84. Developing your Interviewing Skills The solution - interviewing skills using prepared questions that measure specific traits and skills. 84
  • 85. Developing your Interviewing Skills What causes us to like other people? Talking about ourselves causes us to like others • • • • Listen 80%, talk 20%. Keep you emotions in neutral - you’ll get the real candidate. Don’t tell personal stories. Don’t agree with the candidate. 85
  • 86. Developing your Interviewing Skills What causes us to like other people? Talking about ourselves causes us to like others • Step out of the “socializing” zone and into the “interviewing” zone. • Take off your “Sales” hat and put on your “Selection” hat. 86
  • 87. The best shine, the worst sweat. Don’t Rescue 87
  • 88. Developing your Interviewing Skills A thorough interview process attracts strong candidates and repels weak candidates. • • • Follow the system as written. • • Ask the questions in order. Ask for specific examples. Ask the questions as written. If the candidate does not understand the question, tell them to answer based on their understanding. If candidate rambles, interrupt and ask, “What was my question.” 88
  • 89. More interview tips • If a candidate asks, “How did I do?”, or if you do not wish to hire the candidate, say ... “We are looking at several candidates, and we will consider your information as we make our decision.” 89
  • 90. More interview tips • Do not paint an unrealistic picture of the job and the challenges. 90
  • 91. More interview tips • During the final interview, spend the most time on the areas of concern. • Remember - selling is more stressful than the interview. If candidates can’t handle the interview, they will not perform well under the stress of a sales job. 91
  • 92. Interview Workshop Turn to page 22 in workbook. Break up into pairs. Focus on asking and listening. 8 minutes each person. 92
  • 93. Interview Workshop 3-4 stand and tell us 1 thing you learned during this exercise. 93
  • 94. Thank You 94