1. Recruit the Best Team ©
by Steve Suggs
865-567-2871
ssuggs@salesmanage.com
COACHING PEOPLE FROM GOOD TO GREAT

2. Webinar
Agenda:
! What do I look for in best candidates?
! ! 5 Dimensions of the best salesperson profile
! How do I measure for traits and skills during the interview?
! ! Can They Sell system
! ! Checklist
! ! Personality Assessment
! Where do I find enough candidates to interview?
! ! How to get resumes sent to you - system
!
! Training Resources
! ! Book
! ! Field Manual!
! ! Videos
! Free personality assessment for your entire team
! ! Next generation CPQ
! ! Customized for State Farm Selling/Servicing team members
! ! New pricing when complete
!
! Q & A - enter your questions in the area provided.
!
© 2012 Sales Manage Solutions, LLC 2

3. Best Salesperson Profile
attitudes motivation
passion for product immediate needs
+ image as salesperson desire for better future
✓ Concern for Others ✓ ✓
character
Prospecting
sales skills
Social Drive
personality
✓ Honesty ✓ Social Confidence ✓ Appointments
✓ Strong Work Ethic ✓ Goal Orientation ✓ Fact Finding
✓ Responsible ✓ Need for Control ✓ Presenting
✓ Detail Orientation ✓ Handling Objections
✓ Skepticism ✓ Closing Sales
✓ Good Impression
✓ Need to Nurture
Notes ...
© 2012 Sales Manage Solutions, LLC 3

4. Can They Sell Field Manual ? canltheylsell?
Recruit the Best System
Tools & Skills Finding Candidates
Resume
Phone
Email
In person
SCREENING 1 20%-30%
Check References
Jonathan,
Place page 2 from the Field Manual
here.
CPQ
PROFILING
2 20%-30%
INTERVIEWING
Final In-Depth
Making Offer
Interview
3 20%-30%
The Best
Recruits!
Matching
Score Sheet
3
© 2012 Sales Manage Solutions, LLC
4

5. Can They Sell Field Manual ? canltheylsell?.com
Recruit the Best Checklist Candidate Name:____________________________
Date:____________
1. Review resume.
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? SENT DATE
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. INTERVIEW DATE
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: RESPOND DATE
____________
To learn about our products, go to: (Web URL that links to your products)
EMAILED DATE
To learn about what a salesperson does with this company go to: ____________
(Web URL that tells about the career as a salesperson) EMAILED DATE
Prior to Initial Interview, email the candidate to confirm the ____________
interview and make sure they have reviewed the Web pages. CONFIRM DATE
5. Conduct Initial Face-to-Face Interview – Use Initial Interview Questionnaire
6. Ask for 6 references – 2 previous bosses, 2 coworkers, 2 business people/former
customers.
7. Call References using Reference Check Questionnaire.
____________
8. *Administer the Craft Personality Questionnaire (CPQ) www.craftprofiles.com CPQ ORDERED
If the CPQ is Strong, schedule In-depth Interview ____________
INTERVIEW DATE
9. Conduct In-depth Interview – Use In-depth Interview Questionnaire
10. Interview By Current Team – Use Team Interview Questionnaire
11. Fill out Matching/Score Sheet
*Many recruiters choose to administer the CPQ prior to the Initial Fact-to-Face Interview in step 5. They
prefer to have the personality information available prior to the interview
©2012 Sales Manage Solutions, LLC (865-675-2002) Copy or distribute with permission only. 8
5
© 2012 Sales Manage Solutions, LLC

6. CPQ Compatibility Chart
Selling Team Member
0 50 100
Social Drive
Social Confidence
Goal Orientation
Need for Control
Detail Orientation
Skepticism
Good Impression
Need to Nurture
© 2012 Sales Manage Solutions, LLC 6

7. CPQ Compatibility Chart
Servicing Team Member
0 50 100
Social Drive
Social Confidence
Goal Orientation
Need for Control
Detail Orientation
Skepticism
Good Impression
Need to Nurture
© 2012 Sales Manage Solutions, LLC 7

8. CPQ Compatibility Chart For 2/26/13 9:5
Return to Select Position Return to Report Menu
CPQ Compatibility Chart High Producer for SF agent
For: Tabatha Whaley 40-60 raw new auto
Participant's Name: Tabatha Whaley Date: April 1, 2009
Position: General Compatibility Score: 0%
Compatibility Rating: High Recommended Coaching Hours: 0 (per Month)
This participant's Necessary Coaching Hours per Month refers to the total time that could be required by the manager to compensate for his/her
incompatibilities relating to this Personality/Motivation dimension of success. These incompatibilities are defined by the distance between his/her scores and
the "Ideal Range." For specific Coaching Recommendations click on any of the "Basic Eight" CPQ trait names (see left side of this Chart).
Important Note: The CPQ should never be used as a stand alone test to hire, promote, or terminate employees. The CPQ only measures a single dimension,
Personality/Motivation. Contact CraftSystems at (800) 228-5866 for information regarding the assessment of the other two dimensions,
Skills/Knowledge/Experience and Work Ethic/Self-discipline.
Great Sales Productivity Great Resiliency to Rejection
"Basic Eight" CPQ Traits
Participant's Score High Compatibility Moderate Compatibility Low Compatibility
Lower (0-40%): Higher (60-100%):
Social 1. More socially controlled/private 1. More Socially Dependent
Drive 2.Questionable Social Skills 2.Can Be Easily Interrupted
(82%) 3.Train to Communicate Effectively 3.Train to Minimize Distractions
Social 1. Asks Rather than Tells 1. Tells Rather than Asks
Confidence 2. May Find It Difficult Saying “No” 2. May Be Too Opinionated
(100%) 3. Train to Be Assertive 3. Train to Ask More Questions
Goal 1. Even Paced, Easy Going 1. Intense, Highly Driven
Orientation 2. Obsesses on Systems, not Results 2. Can Be Too Hurried/Disorganized
(100%) 3. Train to Meet Deadlines 3. Train to Follow Systems
Need for 1. Seeks Peace and Harmony 1. Seeks Independence and Control
Control 2.Depends Too Much on Others 2. Potential to “Go it Alone”
(65%) 3.Train to Take Independent Initiatives 3. Train to Rely on the Team
Detail 1. Dislikes Detailed Analysis 1. Uses Data/Research to Decide
Orientation 2. May Overlook Important Detail 2.Can Have “Analysis Paralysis”
(47%) 3. Train to Prioritize Accuracy 3.Train to Recognize “Big Picture”
Skepticism 1. Trusting; Gives Benefit of Doubt 1. Distrusting; Judgmental
(42%) 2. Can Be Naïve or Idealistic 2.Can Be Too Critical of Others
3. Train to Scrutinize Others 3.Train to Maintain Positive
Attitude
Good 1. Openly Self-critical, Vulnerable 1. Ego Defenses Deflect Criticism
Impression 2.Takes Criticism Personally 2.Can Fail to Recognize Weaknesses
(76%) 3.Train to Believe in Mission/Purpose 3.Train/Empower to Admit
Mistakes
Need to 1. Prioritizes Professionalism 1. Prioritizes Relationships
Nurture 2.Can Be Too Serious/Non Expressive 2.Can Be Too Warm/Expressive
(38%) 3.Train to Be Sensitive/Caring of 3.Train to Be More Businesslike
Others
Accuracy/Validity Index: High
The Accuracy/Validity Index provides managers with an indication of how open, frank and self-critical the applicant was in taking the CPQ. While some
applicants intentionally attempt to fake employment tests, high accuracy results can be viewed with confidence and validity.
8
© 2012 Sales Manage Solutions, LLC
Follow-up Questions

9. CPQ Compatibility Chart For 2/26/13 9:02
Return to Select Position Return to Report Menu
CPQ Compatibility Chart
For: Danny Saltzman
Participant's Name: Danny Saltzman Date: February 21, 2013
Position: General Compatibility Score: 0%
Compatibility Rating: High Recommended Coaching Hours: 0 (per Month)
This participant's Necessary Coaching Hours per Month refers to the total time that could be required by the manager to compensate for his/her
incompatibilities relating to this Personality/Motivation dimension of success. These incompatibilities are defined by the distance between his/her scores and
the "Ideal Range." For specific Coaching Recommendations click on any of the "Basic Eight" CPQ trait names (see left side of this Chart).
Important Note: The CPQ should never be used as a stand alone test to hire, promote, or terminate employees. The CPQ only measures a single dimension,
Personality/Motivation. Contact CraftSystems at (800) 228-5866 for information regarding the assessment of the other two dimensions,
Skills/Knowledge/Experience and Work Ethic/Self-discipline.
Low Sales Productivity "Basic Eight" CPQ Traits Great Resiliency to Rejection
Participant's Score High Compatibility Moderate Compatibility Low Compatibility
Lower (0-40%): Higher (60-100%):
Social 1. More socially controlled/private 1. More Socially Dependent
Drive 2.Questionable Social Skills 2.Can Be Easily Interrupted
(19%) 3.Train to Communicate Effectively 3.Train to Minimize Distractions
Social 1. Asks Rather than Tells 1. Tells Rather than Asks
Confidence 2. May Find It Difficult Saying “No” 2. May Be Too Opinionated
(100%) 3. Train to Be Assertive 3. Train to Ask More Questions
Goal 1. Even Paced, Easy Going 1. Intense, Highly Driven
Orientation 2. Obsesses on Systems, not Results 2. Can Be Too Hurried/Disorganized
(6%) 3. Train to Meet Deadlines 3. Train to Follow Systems
Need for 1. Seeks Peace and Harmony 1. Seeks Independence and Control
Control 2.Depends Too Much on Others 2. Potential to “Go it Alone”
(14%) 3.Train to Take Independent Initiatives 3. Train to Rely on the Team
Detail 1. Dislikes Detailed Analysis 1. Uses Data/Research to Decide
Orientation 2. May Overlook Important Detail 2.Can Have “Analysis Paralysis”
(80%) 3. Train to Prioritize Accuracy 3.Train to Recognize “Big Picture”
Skepticism 1. Trusting; Gives Benefit of Doubt 1. Distrusting; Judgmental
(42%) 2. Can Be Naïve or Idealistic 2.Can Be Too Critical of Others
3. Train to Scrutinize Others 3.Train to Maintain Positive
Attitude
Good 1. Openly Self-critical, Vulnerable 1. Ego Defenses Deflect Criticism
Impression 2.Takes Criticism Personally 2.Can Fail to Recognize Weaknesses
(60%) 3.Train to Believe in Mission/Purpose 3.Train/Empower to Admit
Mistakes
Need to 1. Prioritizes Professionalism 1. Prioritizes Relationships
Nurture 2.Can Be Too Serious/Non Expressive 2.Can Be Too Warm/Expressive
(100%) 3.Train to Be Sensitive/Caring of 3.Train to Be More Businesslike
Others
Accuracy/Validity Index: High
The Accuracy/Validity Index provides managers with an indication of how open, frank and self-critical the applicant was in taking the CPQ. While some
applicants intentionally attempt to fake employment tests, high accuracy results can be viewed with confidence and validity.
Follow-up Questions 6
© 2012 Sales Manage Solutions, LLC 9

10. CPQ Compatibility Chart For 2/26/13 9:32
1 year with SF agent. Writing 15 auto
and 25 fire (apartment complex
Return to Select Position Return to Report Menu marketing).
CPQ Compatibility Chart
For: Heather Hatch 25/35 on Oxford
Participant's Name: Heather Hatch Date: February 24, 2013
Position: General Compatibility Score: 0%
Compatibility Rating: High Recommended Coaching Hours: 0 (per Month)
This participant's Necessary Coaching Hours per Month refers to the total time that could be required by the manager to compensate for his/her
incompatibilities relating to this Personality/Motivation dimension of success. These incompatibilities are defined by the distance between his/her scores and
the "Ideal Range." For specific Coaching Recommendations click on any of the "Basic Eight" CPQ trait names (see left side of this Chart).
Important Note: The CPQ should never be used as a stand alone test to hire, promote, or terminate employees. The CPQ only measures a single dimension,
Personality/Motivation. Contact CraftSystems at (800) 228-5866 for information regarding the assessment of the other two dimensions,
Skills/Knowledge/Experience and Work Ethic/Self-discipline.
Moderate Resiliency to Rejection Moderate Sales Productivity
"Basic Eight" CPQ Traits
Participant's Score High Compatibility Moderate Compatibility Low Compatibility
Lower (0-40%): Higher (60-100%):
Social 1. More socially controlled/private 1. More Socially Dependent
Drive 2.Questionable Social Skills 2.Can Be Easily Interrupted
(40%) 3.Train to Communicate Effectively 3.Train to Minimize Distractions
Social 1. Asks Rather than Tells 1. Tells Rather than Asks
Confidence 2. May Find It Difficult Saying “No” 2. May Be Too Opinionated
(22%) 3. Train to Be Assertive 3. Train to Ask More Questions
Goal 1. Even Paced, Easy Going 1. Intense, Highly Driven
Orientation 2. Obsesses on Systems, not Results 2. Can Be Too Hurried/Disorganized
(75%) 3. Train to Meet Deadlines 3. Train to Follow Systems
Need for 1. Seeks Peace and Harmony 1. Seeks Independence and Control
Control 2.Depends Too Much on Others 2. Potential to “Go it Alone”
(25%) 3.Train to Take Independent Initiatives 3. Train to Rely on the Team
Detail 1. Dislikes Detailed Analysis 1. Uses Data/Research to Decide
Orientation 2. May Overlook Important Detail 2.Can Have “Analysis Paralysis”
(70%) 3. Train to Prioritize Accuracy 3.Train to Recognize “Big Picture”
Skepticism 1. Trusting; Gives Benefit of Doubt 1. Distrusting; Judgmental
(89%) 2. Can Be Naïve or Idealistic 2.Can Be Too Critical of Others
3. Train to Scrutinize Others 3.Train to Maintain Positive
Attitude
Good 1. Openly Self-critical, Vulnerable 1. Ego Defenses Deflect Criticism
Impression 2.Takes Criticism Personally 2.Can Fail to Recognize Weaknesses
(60%) 3.Train to Believe in Mission/Purpose 3.Train/Empower to Admit
Mistakes
Need to 1. Prioritizes Professionalism 1. Prioritizes Relationships
Nurture 2.Can Be Too Serious/Non Expressive 2.Can Be Too Warm/Expressive
(89%) 3.Train to Be Sensitive/Caring of 3.Train to Be More Businesslike
Others
Accuracy/Validity Index: High
The Accuracy/Validity Index provides managers with an indication of how open, frank and self-critical the applicant was in taking the CPQ. While some
applicants intentionally attempt to fake employment tests, high accuracy results can be viewed with confidence and validity.
Follow-up Questions 10
© 2012 Sales Manage Solutions, LLC

11. CPQ Compatibility Chart For 2/26/13 9:07 AM
Return to Select Position Return to Report Menu
Agent ran the CPQ only. Did not
CPQ Compatibility Chart follow the rest of the system. Offered
For: vanessa grimaldi the job. Didn’t show up for 1st day.
Participant's Name: vanessa grimaldi Date: December 5, 2012
Position: General Compatibility Score: 0%
Compatibility Rating: High Recommended Coaching Hours: 0 (per Month)
This participant's Necessary Coaching Hours per Month refers to the total time that could be required by the manager to compensate for his/her
incompatibilities relating to this Personality/Motivation dimension of success. These incompatibilities are defined by the distance between his/her scores and
the "Ideal Range." For specific Coaching Recommendations click on any of the "Basic Eight" CPQ trait names (see left side of this Chart).
Important Note: The CPQ should never be used as a stand alone test to hire, promote, or terminate employees. The CPQ only measures a single dimension,
Personality/Motivation. Contact CraftSystems at (800) 228-5866 for information regarding the assessment of the other two dimensions,
Skills/Knowledge/Experience and Work Ethic/Self-discipline.
"Basic Eight" CPQ Traits
Participant's Score High Compatibility Moderate Compatibility Low Compatibility
Lower (0-40%): Higher (60-100%):
Social 1. More socially controlled/private 1. More Socially Dependent
Drive 2.Questionable Social Skills 2.Can Be Easily Interrupted
(82%) 3.Train to Communicate Effectively 3.Train to Minimize Distractions
Social 1. Asks Rather than Tells 1. Tells Rather than Asks
Confidence 2. May Find It Difficult Saying “No” 2. May Be Too Opinionated
(100%) 3. Train to Be Assertive 3. Train to Ask More Questions
Goal 1. Even Paced, Easy Going 1. Intense, Highly Driven
Orientation 2. Obsesses on Systems, not Results 2. Can Be Too Hurried/Disorganized
(65%) 3. Train to Meet Deadlines 3. Train to Follow Systems
Need for 1. Seeks Peace and Harmony 1. Seeks Independence and Control
Control 2.Depends Too Much on Others 2. Potential to “Go it Alone”
(52%) 3.Train to Take Independent Initiatives 3. Train to Rely on the Team
Detail 1. Dislikes Detailed Analysis 1. Uses Data/Research to Decide
Orientation 2. May Overlook Important Detail 2.Can Have “Analysis Paralysis”
(26%) 3. Train to Prioritize Accuracy 3.Train to Recognize “Big Picture”
Skepticism 1. Trusting; Gives Benefit of Doubt 1. Distrusting; Judgmental
(15%) 2. Can Be Naïve or Idealistic 2.Can Be Too Critical of Others
3. Train to Scrutinize Others 3.Train to Maintain Positive
Attitude
Good 1. Openly Self-critical, Vulnerable 1. Ego Defenses Deflect Criticism
Impression 2.Takes Criticism Personally 2.Can Fail to Recognize Weaknesses
(100%) 3.Train to Believe in Mission/Purpose 3.Train/Empower to Admit
Mistakes
Need to 1. Prioritizes Professionalism 1. Prioritizes Relationships
Nurture 2.Can Be Too Serious/Non Expressive 2.Can Be Too Warm/Expressive
(63%) 3.Train to Be Sensitive/Caring of 3.Train to Be More Businesslike
Others
Accuracy/Validity Index: Invalid
The Accuracy/Validity Index provides managers with an indication of how open, frank and self-critical the applicant was in taking the CPQ. While some
applicants intentionally attempt to fake employment tests, high accuracy results can be viewed with confidence and validity.
6
11
Follow-up Questions
© 2012 Sales Manage Solutions, LLC

12. 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 don't have an
email list, send a postcard to
customers asking for their
Sourcing - Finding Candidates
email address.
Current Team - write short Write short job description
job description and have Facebook
team members post on their Linkedin
personal Facebook and email
LinkedIn pages. Email job church/temple
description to their contacts. Team Member 1
Have them contact their Team Member 2
church/temple about the job Team Member 3
opening. Team Member 4
Team Member 5
Team Member 6
Sales Sandler
Trainers/Consultants- find Dale Carnegie
certified trainers at these Wilson Learning
companies in your city and Steven Covey
meet with them. 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 LinkedIn
15 minutes daily building Facebook
your social media profiles.
Churches/Temples - Most 1
have job boards and a jobs 2
ministry. Contact and ask for 3
minister/volunteer who heads 4
up this ministry. List 5 target 5
organizations.
Small Business CPA - 1
contact and ask them to 2
direct people to you who are 3
closing businesses or
changing careers.
12

13. 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 Sales Manager
Contact sales manager and Salesperson 1
Sourcing - Finding Candidates
salespeople. Ask them to Salesperson 2
direct people to you who are Salesperson 3
looking for jobs.
Chamber of Commerce Attend all of these events.
Business After-hours Events Many salespeople who are
changing careers attend these
events.
President Community Rotary
Service Organization- Lions Club
These people are leaders and Kiwanus
well connected. Meet with United Way
these. Boy Scouts
Girl Scouts
Jr. League
Recruiters with other Northwestern Mutual
Insurance companies Mass Mutual
Develop recipricol Prudential
relationship; trade resumes. National Life
Universities/colleges - 1
career services dept.- Set 2
up interview day. Most will 3
market the position to 4
students. 5
Social Networking Job Salesgravy.com
Boards - post job here. Salesblogcast.com
LinkedIn
LinkedIn Groups
Traditional Job Boards - Monster
post job here. 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.
13

14. Sourcing - Finding Candidates
Job Fairs – If you recruit in 1
large numbers, this is a way 2
toget many people interested 3
in your position. Attend the 4
job fairs in your city, or hold 5
your own. Go to
jobfairtips.com for a number
of useful tips.
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.
14

15. More Interview Tips ...
Dr. Antonio Damasio -
Emotion is critical to our decision process.
Too much emotion clouds logic.
Keep a critical balance between logic and
emotion.
The solution - prepared questions that measure specific traits and skills.
Talking about ourselves causes us to like others
✓ Listen 80%, talk 20%.
✓ Show little to no emotion - you’ll get the real candidate.
✓ Don’t tell personal stories.
✓ Don’t agree with the candidate.
✓ Until the end of the process, describe the duties without selling the
candidate on the position.
The best shine,
the worst sweat ...
Don’t Rescue!
© 2012 Sales Manage Solutions, LLC 15

16. More Interview Tips ...
A thorough interview process attracts strong candidates
and repels weak candidates.
✓ Follow the system as written.
✓ 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.
✓ Ask the questions in order.
• If candidate rambles, interrupt and ask, “What was my question?”
• If a candidate asks, “How did I do?”, say, “We are looking at
several candidates, and we will consider your information as we
make our decision.”
• Do not paint an unrealistic picture of
the job and the challenges.
• If the candidate asks why they did
not get the job, say, “It’s difficult for
me to give people an analysis of
their interview.”
• During the final interview, spend the most time on the areas of
concern.
• Ask references additional questions to uncover concerns. Use the
“Oh-by-the-way” technique.
© 2012 Sales Manage Solutions, LLC 16

17. Resources:
Book and Field Manual www.CanTheySell.com
CPQ purchase www.CraftProfiles.com
Video Blog www.SalesManage.com/Recruiting
17

18. cts l salespro le
Next Generation CPQ
Here’s how you will benefit:
• You will get a free assessment on each of your team members that can be used
for coaching them; The equivalent of a free CPQ on each team member.
• You will have a customized personality assessment specifically tailored for a
State Farm selling and servicing team member.
• The price for the assessment will be greatly reduced by offering a subscription
for unlimited use.
• You will get the same/better information as the CPQ.
18

19. cts l salespro le
Next Generation CPQ
Participating is simple. Following are the steps:
1. Email me ssuggs@salesmanage.com and tell me you want to
participate in the customization for your team.
2. I will send you an email with the following instructions:
(1) Email/tell your team explaining why you are asking for
their participation. The email will relieve any
apprehension they may have, or you can just tell them
personally.
(2) Email me the names and addresses of your current team
members. They will receive an automatic email from me
with the instructions on taking the new CTS
questionnaire (20 minutes). After your team completes
the questionnaire, you will receive a report with the
results that can be used for coaching.
(3) Fill in the blanks on a short spreadsheet that I will email
you with individual sales performance that will help us
with our customization of the questionnaire (15 minutes).
(4) Complete the CTS questionnaire yourself (You will
receive an email from me with instructions.)
(5) Complete “Management Feedback Form” (online) that
will help in the customization process (15 minutes). I will
email you the instructions. 19