The Apollo Personality Test is an online personality test supported by our Psychologists in Hong Kong and Singapore and partners across Asia. Designed to measure personality, work preferences, motivations, and values, Apollo is used to help decisions involving recruitment and selection, training and development, and careers advice.
Rationale behind the Apollo Personality Test
Building on established psychological theories and a model of excellence put forward in the Karpin report “Enterprising Nation”, the Apollo Profile is a comprehensive psychometric test. Designed from the outset to be used internationally, the profile is different to other personality assessments in that it compares test-takers to a model of excellence rather than to the average person.
The document provides guidance on proper planning by outlining a planning formula and steps. It emphasizes that planning is key to avoiding failure and achieving goals. The planning process involves gathering facts, analyzing information, implementing a plan, and checking progress against timelines and objectives. Proper planning requires setting realistic and specific goals, developing action plans, and establishing deadlines.
This document discusses best practices for setting up a business development function in an early stage startup. It begins by defining common roles like business development, corporate development, marketing, and sales. It emphasizes the importance of hiring the right person with the right skills at the appropriate stage of the company. For example, an individual focused on exploring potential markets and channels is best early on, while someone who can validate assumptions and scale successes is more suitable later. The document also stresses the need for clear communication between business development and other departments to ensure proper hand-offs and alignment with company goals. Regular oversight and support from leadership is also advised to help the business development team succeed.
1. The document discusses emotional intelligence (EI) and who could benefit from enhancing their EI skills. It describes typical emotionally challenging situations faced by various positions like customer service representatives, executives, high potential employees, sales professionals, supervisors/managers, teams, team leaders/project managers, technical professionals, and staff.
2. It explains the five competencies of EI: emotional self-awareness, emotional self-regulation, emotional self-motivation, empathy, and nurturing relationships. Having stronger intra-personal EI skills makes it easier to demonstrate inter-personal skills.
3. Developing EI skills can help people in all these roles better manage stressful emotions, improve decision-making and
The document provides tips and strategies for successful sales prospecting and career success. It includes a four-week prospecting campaign with daily activities, the stages of a sales process, qualities of a qualified prospect, and conditions for success such as commitment, consistency, and character. It emphasizes developing a systematic approach and planning to achieve goals and increase opportunities.
The document discusses various topics related to sales, goals, and personal development. It provides a four-week prospecting campaign with daily activities, discusses the stages of the sales process and importance of having a system for success. It emphasizes developing the right attitude, commitment to excellence, effective planning, and asking the right questions to be successful.
Most colleges and universities don't think of themselves as businesses. But they are, just like Apple, McDonalds or Coca-Cola are. They must steal market share from other universities (competition) by being so emotionally important to prospective students (and prospective facility and emerging alumni) that they feel incomplete without it.
This presentation teaches college and university presidents how to think like a business and, most importantly, how to brand themselves so their institutions are preferred.
Peak Performance Training & Development provides sales and sales management training to CEOs, executives, and business owners. They identify common mistakes made in training, such as relying on short-term training like boot camps, failing to evaluate individual strengths and weaknesses, using "blanket training" approaches, and focusing on motivation over changing attitudes. Peak Performance believes training should involve participatory learning, target identified weaknesses through customized coaching, and change mindsets rather than just providing information. They offer an evaluation of needs and customized training to address specific issues rather than a one-size-fits-all approach.
The document discusses various ethical issues related to selling and sales management. It covers topics like what constitutes ethical behavior, ethics in dealing with salespeople and customers, and managing sales ethics. Some key points are:
- Sales managers have responsibilities to treat salespeople fairly regarding issues like pressure levels, territory decisions, and honesty.
- Unethical sales practices include misrepresentation, price discrimination, tie-in sales, and reciprocity.
- Managing sales ethics involves establishing codes of conduct, careful leader selection, and effective control systems.
The document provides guidance on proper planning by outlining a planning formula and steps. It emphasizes that planning is key to avoiding failure and achieving goals. The planning process involves gathering facts, analyzing information, implementing a plan, and checking progress against timelines and objectives. Proper planning requires setting realistic and specific goals, developing action plans, and establishing deadlines.
This document discusses best practices for setting up a business development function in an early stage startup. It begins by defining common roles like business development, corporate development, marketing, and sales. It emphasizes the importance of hiring the right person with the right skills at the appropriate stage of the company. For example, an individual focused on exploring potential markets and channels is best early on, while someone who can validate assumptions and scale successes is more suitable later. The document also stresses the need for clear communication between business development and other departments to ensure proper hand-offs and alignment with company goals. Regular oversight and support from leadership is also advised to help the business development team succeed.
1. The document discusses emotional intelligence (EI) and who could benefit from enhancing their EI skills. It describes typical emotionally challenging situations faced by various positions like customer service representatives, executives, high potential employees, sales professionals, supervisors/managers, teams, team leaders/project managers, technical professionals, and staff.
2. It explains the five competencies of EI: emotional self-awareness, emotional self-regulation, emotional self-motivation, empathy, and nurturing relationships. Having stronger intra-personal EI skills makes it easier to demonstrate inter-personal skills.
3. Developing EI skills can help people in all these roles better manage stressful emotions, improve decision-making and
The document provides tips and strategies for successful sales prospecting and career success. It includes a four-week prospecting campaign with daily activities, the stages of a sales process, qualities of a qualified prospect, and conditions for success such as commitment, consistency, and character. It emphasizes developing a systematic approach and planning to achieve goals and increase opportunities.
The document discusses various topics related to sales, goals, and personal development. It provides a four-week prospecting campaign with daily activities, discusses the stages of the sales process and importance of having a system for success. It emphasizes developing the right attitude, commitment to excellence, effective planning, and asking the right questions to be successful.
Most colleges and universities don't think of themselves as businesses. But they are, just like Apple, McDonalds or Coca-Cola are. They must steal market share from other universities (competition) by being so emotionally important to prospective students (and prospective facility and emerging alumni) that they feel incomplete without it.
This presentation teaches college and university presidents how to think like a business and, most importantly, how to brand themselves so their institutions are preferred.
Peak Performance Training & Development provides sales and sales management training to CEOs, executives, and business owners. They identify common mistakes made in training, such as relying on short-term training like boot camps, failing to evaluate individual strengths and weaknesses, using "blanket training" approaches, and focusing on motivation over changing attitudes. Peak Performance believes training should involve participatory learning, target identified weaknesses through customized coaching, and change mindsets rather than just providing information. They offer an evaluation of needs and customized training to address specific issues rather than a one-size-fits-all approach.
The document discusses various ethical issues related to selling and sales management. It covers topics like what constitutes ethical behavior, ethics in dealing with salespeople and customers, and managing sales ethics. Some key points are:
- Sales managers have responsibilities to treat salespeople fairly regarding issues like pressure levels, territory decisions, and honesty.
- Unethical sales practices include misrepresentation, price discrimination, tie-in sales, and reciprocity.
- Managing sales ethics involves establishing codes of conduct, careful leader selection, and effective control systems.
This management tip focuses on why Business Owners often fail to implement the change necessary to drive their companies forward. In this Tip we focus on some of the major errors that lead to failure in implementing and enforcing the steps necessary to grow your company.
A short three part guide to developing a brand.
Part 1: Marketing Research & Defining your audience
Part 2: Developing your brand DNA and vision
Part 3: Brand name development
This document summarizes an interview between David Wright and Bill Todd, an expert in sales, marketing, and motivation. Todd discusses five foundations for business and personal success: 1) having a positive attitude, 2) being professionally persistent, 3) injecting fun into work, 4) catching coworkers doing things right, and 5) having excellent customer service. He emphasizes the importance of having a positive attitude and embracing failure. The interview also discusses how incorporating fun into the workplace can boost productivity and success, using Southwest Airlines as an example of a company that does this well.
Not Easy Choices: The Business of Making Structural ChoicesAlan McCafferty
The information, examples and data in this booklet has been acquired from several sources including more than 20 years of work experience with start-ups to fortune 500 companies, interviews with colleagues and business leaders.
1) The document discusses the roles and responsibilities of professional salespeople, contrasting them with negative perceptions. It provides definitions of professional selling as problem-solving and developing customer relationships.
2) Professional salespeople aim to understand customer needs and provide solutions, focusing on customer satisfaction rather than just making sales.
3) The document outlines the sales process and gives examples of how salespeople help customers through consultation, education, and ongoing support. It emphasizes treating customers with respect.
This document discusses the considerations for insourcing versus outsourcing an inside sales team. Some of the key disadvantages of insourcing discussed include: the need for speed in building an internal team; difficulties finding and retaining qualified salespeople; a lack of understanding of proper sales metrics and industry baselines; insufficient training programs; an improper sales environment; demands on management time and focus; challenges with sales technologies and costs; and difficulties covering all the indirect costs associated with building an internal team. The document provides an overview of these potential pitfalls to help companies determine whether insourcing or outsourcing is the better option given their specific needs and resources.
Winning edge article all for one - buzzaSimon Buzza
This document discusses the importance of gaining internal approval, or "internal sale", for new business ideas and projects. It notes that internal approval is often more difficult than external sales and can stall projects. The key is to understand internal decision-making, communicate the value proposition to different stakeholders, and prepare by anticipating objections. Interpersonal skills are important for addressing concerns through private meetings and focusing on business benefits rather than personalizing issues. Both sales and non-sales professionals must apply sales principles like planning and addressing objections to succeed with the internal sale.
The document discusses obtaining commitment from buyers throughout the sales process, from securing initial appointments to asking for the final sale. It explains that commitment should be gained naturally as buyers' needs are identified and satisfied. The best time to seek commitment is when buyers show signs they are ready to purchase, such as asking questions about implementation or stating requirements.
Recruit the best team fall planning 2014Steve Suggs
This document provides information about a system for recruiting sales team members and agents. It includes testimonials from agents about how using the system has helped them be more successful and productive. The system provides tools to help structure the recruiting process, including how to search for candidates, screen applicants, profile them using a sales assessment, interview effectively, and make hiring decisions. It emphasizes the importance of evaluating a candidate's attitudes, motivations, personality traits, character and sales skills to determine how well they will perform in a sales role.
The document provides information from the Selling Skills Institute about improving sales performance. It discusses changing negative thinking patterns, examining beliefs, and practicing possibility thinking. It also covers sales strategies like establishing rapport, identifying decision-makers and approval processes, understanding buying and change motives, proving value, and closing sales. The document emphasizes that value is unique to each customer and is defined by resolving business issues and benefits. It also provides tips on influencing and persuading others, defining value propositions, and maximizing profits by understanding the difference between costs, prices, and customer value.
The document provides tips for improving sales processes from six HubSpot sales professionals. It discusses tips for getting started in a new sales role such as being motivated, absorbing information, knowing when to ask questions, being self-aware, and being fearless. Other tips include how to create opportunities from cold outreach on LinkedIn by researching prospects, providing value, and being direct. The document also discusses how to run effective product demos by summarizing at the start, personalizing demos, speaking the prospect's language, understanding questions, and asking about next steps.
Ray just learned that he is one of three finalists for a Vice President position at Microsoft.
In two weeks he will meet with the company president and two other current vice
presidents for one final interview. After the interview, if he gets the position, most likely
he can expect to receive
Marketing Job Interview Questions and Answers Part 1HowToGetThatJob
http://www.howtogetthatjob.net Share with you the strategies that you need to deploy if you are to get the job you really want, and progress in your career.
As a marketing professional, I've interviewed, and have been interviewed for a number of marketing positions from telecoms, to finance, and the not for profit sector. In this part of Marketing Job Interview Questions and answers presentation, you'll learn not only the most likely interview questions, but how the employers want you to answer them. After you've read through, get practicing how you will articulate your answers in your job interview. Be sure to check out Part 2.
B2B Marketing: Part 6: Cold Calling Series: Getting Execs to Talk to You by J...Julie Bevacqua
Why solution selling can work to your advantage in a competitive sales environment, and 5 easy ways to gain relevant information on your prospects and their pain.
How could a company’s target market be validated by market research?
Market research can provide insights into the makeup of existing customers and potential customers. A company can use that information to see if the customers they have been targeting are in fact their most promising customers.
Recruit the best team slides for 1 hour webinarSteve Suggs
This document provides information and advice for recruiting and hiring sales team members. It discusses looking for specific traits in candidates like attitudes, motivations, character, personality and sales skills. It emphasizes measuring these qualities using questions that get candidates to provide stories about themselves. High-scoring traits include strong work ethic, honesty, concern for others and personal responsibility. The document also discusses using a sales profile tool called the CTS Sales Profile to further evaluate candidates and provide sales coaching once hired. The goal is to attract and hire the best candidates who are driven to succeed in a sales environment.
Northwestern cts training slides sarah henningSteve Suggs
The document discusses a personality assessment called the CTS Sales Profile that evaluates individuals on traits relevant to sales such as deadline motivation, independence, assertiveness, and optimism. It provides an overview of the assessment and explains how it can be used to identify the best candidates for sales roles by giving insights into their attitudes, motivations, personality, and character. The assessment evaluates candidates on nine traits and provides customized coaching recommendations to help individuals improve in areas that do not align well with the needs of a sales role.
1. The document outlines the major periods in the geologic history of Earth from the Precambrian Eon to the present Cenozoic Era. It describes the major life forms, events, and changes that occurred during each period.
2. The periods are organized into larger divisions of geologic time including eons, eras, and periods. The Precambrian saw the earliest life forms evolve. The Paleozoic saw the Cambrian explosion of life and the rise of fish and land plants.
3. Mass extinctions occurred between periods, including the end-Permian mass extinction which wiped out 95% of marine species. The Mesozoic saw the rise of dinosaurs and mammals. It
Katniss Everdeen lives in poverty in District 12 and struggles to find enough food for her family. The poor are viewed with contempt by others in the district. The narrator recalls witnessing a homeless man's death by train as a high school student after he collapsed on the tracks and no one helped him. This event showed the narrator how the less fortunate can be disregarded and left to suffer or die. It has influenced them to treat all people with compassion.
1) Dagohoy National High School in the Philippines held various activities and contests to celebrate Nutrition Month and promote the importance of healthy eating and nutrition.
2) Events included a Ginataan cooking contest, Tabodlo cooking contest, poster making, and a nutri-quiz. Winners from each grade level received certificates.
3) The culmination program featured an awarding of certificates to contest winners and closing messages. The nutrition month celebration aimed to remind students and the community about practicing good nutrition and its significance for health, development, and productivity.
Van Loven S. Semborio completed a 400-hour internship with the Marketing Department of Pag-ibig Fund in Iligan City from July to September 2013. On the first day, he felt nervous meeting his manager and department head but focused on learning his tasks. Over time, he improved and proved he could handle various responsibilities. He worked at the front desk assisting clients by registering them online, asking questions, and filing paperwork. While most clients were pleasant, some were difficult to deal with, like one who shouted at him when he misunderstood instructions. Overall, he enjoyed the experience and is grateful for the opportunity to develop skills relevant to his Information Technology studies in a real work environment.
This management tip focuses on why Business Owners often fail to implement the change necessary to drive their companies forward. In this Tip we focus on some of the major errors that lead to failure in implementing and enforcing the steps necessary to grow your company.
A short three part guide to developing a brand.
Part 1: Marketing Research & Defining your audience
Part 2: Developing your brand DNA and vision
Part 3: Brand name development
This document summarizes an interview between David Wright and Bill Todd, an expert in sales, marketing, and motivation. Todd discusses five foundations for business and personal success: 1) having a positive attitude, 2) being professionally persistent, 3) injecting fun into work, 4) catching coworkers doing things right, and 5) having excellent customer service. He emphasizes the importance of having a positive attitude and embracing failure. The interview also discusses how incorporating fun into the workplace can boost productivity and success, using Southwest Airlines as an example of a company that does this well.
Not Easy Choices: The Business of Making Structural ChoicesAlan McCafferty
The information, examples and data in this booklet has been acquired from several sources including more than 20 years of work experience with start-ups to fortune 500 companies, interviews with colleagues and business leaders.
1) The document discusses the roles and responsibilities of professional salespeople, contrasting them with negative perceptions. It provides definitions of professional selling as problem-solving and developing customer relationships.
2) Professional salespeople aim to understand customer needs and provide solutions, focusing on customer satisfaction rather than just making sales.
3) The document outlines the sales process and gives examples of how salespeople help customers through consultation, education, and ongoing support. It emphasizes treating customers with respect.
This document discusses the considerations for insourcing versus outsourcing an inside sales team. Some of the key disadvantages of insourcing discussed include: the need for speed in building an internal team; difficulties finding and retaining qualified salespeople; a lack of understanding of proper sales metrics and industry baselines; insufficient training programs; an improper sales environment; demands on management time and focus; challenges with sales technologies and costs; and difficulties covering all the indirect costs associated with building an internal team. The document provides an overview of these potential pitfalls to help companies determine whether insourcing or outsourcing is the better option given their specific needs and resources.
Winning edge article all for one - buzzaSimon Buzza
This document discusses the importance of gaining internal approval, or "internal sale", for new business ideas and projects. It notes that internal approval is often more difficult than external sales and can stall projects. The key is to understand internal decision-making, communicate the value proposition to different stakeholders, and prepare by anticipating objections. Interpersonal skills are important for addressing concerns through private meetings and focusing on business benefits rather than personalizing issues. Both sales and non-sales professionals must apply sales principles like planning and addressing objections to succeed with the internal sale.
The document discusses obtaining commitment from buyers throughout the sales process, from securing initial appointments to asking for the final sale. It explains that commitment should be gained naturally as buyers' needs are identified and satisfied. The best time to seek commitment is when buyers show signs they are ready to purchase, such as asking questions about implementation or stating requirements.
Recruit the best team fall planning 2014Steve Suggs
This document provides information about a system for recruiting sales team members and agents. It includes testimonials from agents about how using the system has helped them be more successful and productive. The system provides tools to help structure the recruiting process, including how to search for candidates, screen applicants, profile them using a sales assessment, interview effectively, and make hiring decisions. It emphasizes the importance of evaluating a candidate's attitudes, motivations, personality traits, character and sales skills to determine how well they will perform in a sales role.
The document provides information from the Selling Skills Institute about improving sales performance. It discusses changing negative thinking patterns, examining beliefs, and practicing possibility thinking. It also covers sales strategies like establishing rapport, identifying decision-makers and approval processes, understanding buying and change motives, proving value, and closing sales. The document emphasizes that value is unique to each customer and is defined by resolving business issues and benefits. It also provides tips on influencing and persuading others, defining value propositions, and maximizing profits by understanding the difference between costs, prices, and customer value.
The document provides tips for improving sales processes from six HubSpot sales professionals. It discusses tips for getting started in a new sales role such as being motivated, absorbing information, knowing when to ask questions, being self-aware, and being fearless. Other tips include how to create opportunities from cold outreach on LinkedIn by researching prospects, providing value, and being direct. The document also discusses how to run effective product demos by summarizing at the start, personalizing demos, speaking the prospect's language, understanding questions, and asking about next steps.
Ray just learned that he is one of three finalists for a Vice President position at Microsoft.
In two weeks he will meet with the company president and two other current vice
presidents for one final interview. After the interview, if he gets the position, most likely
he can expect to receive
Marketing Job Interview Questions and Answers Part 1HowToGetThatJob
http://www.howtogetthatjob.net Share with you the strategies that you need to deploy if you are to get the job you really want, and progress in your career.
As a marketing professional, I've interviewed, and have been interviewed for a number of marketing positions from telecoms, to finance, and the not for profit sector. In this part of Marketing Job Interview Questions and answers presentation, you'll learn not only the most likely interview questions, but how the employers want you to answer them. After you've read through, get practicing how you will articulate your answers in your job interview. Be sure to check out Part 2.
B2B Marketing: Part 6: Cold Calling Series: Getting Execs to Talk to You by J...Julie Bevacqua
Why solution selling can work to your advantage in a competitive sales environment, and 5 easy ways to gain relevant information on your prospects and their pain.
How could a company’s target market be validated by market research?
Market research can provide insights into the makeup of existing customers and potential customers. A company can use that information to see if the customers they have been targeting are in fact their most promising customers.
Recruit the best team slides for 1 hour webinarSteve Suggs
This document provides information and advice for recruiting and hiring sales team members. It discusses looking for specific traits in candidates like attitudes, motivations, character, personality and sales skills. It emphasizes measuring these qualities using questions that get candidates to provide stories about themselves. High-scoring traits include strong work ethic, honesty, concern for others and personal responsibility. The document also discusses using a sales profile tool called the CTS Sales Profile to further evaluate candidates and provide sales coaching once hired. The goal is to attract and hire the best candidates who are driven to succeed in a sales environment.
Northwestern cts training slides sarah henningSteve Suggs
The document discusses a personality assessment called the CTS Sales Profile that evaluates individuals on traits relevant to sales such as deadline motivation, independence, assertiveness, and optimism. It provides an overview of the assessment and explains how it can be used to identify the best candidates for sales roles by giving insights into their attitudes, motivations, personality, and character. The assessment evaluates candidates on nine traits and provides customized coaching recommendations to help individuals improve in areas that do not align well with the needs of a sales role.
1. The document outlines the major periods in the geologic history of Earth from the Precambrian Eon to the present Cenozoic Era. It describes the major life forms, events, and changes that occurred during each period.
2. The periods are organized into larger divisions of geologic time including eons, eras, and periods. The Precambrian saw the earliest life forms evolve. The Paleozoic saw the Cambrian explosion of life and the rise of fish and land plants.
3. Mass extinctions occurred between periods, including the end-Permian mass extinction which wiped out 95% of marine species. The Mesozoic saw the rise of dinosaurs and mammals. It
Katniss Everdeen lives in poverty in District 12 and struggles to find enough food for her family. The poor are viewed with contempt by others in the district. The narrator recalls witnessing a homeless man's death by train as a high school student after he collapsed on the tracks and no one helped him. This event showed the narrator how the less fortunate can be disregarded and left to suffer or die. It has influenced them to treat all people with compassion.
1) Dagohoy National High School in the Philippines held various activities and contests to celebrate Nutrition Month and promote the importance of healthy eating and nutrition.
2) Events included a Ginataan cooking contest, Tabodlo cooking contest, poster making, and a nutri-quiz. Winners from each grade level received certificates.
3) The culmination program featured an awarding of certificates to contest winners and closing messages. The nutrition month celebration aimed to remind students and the community about practicing good nutrition and its significance for health, development, and productivity.
Van Loven S. Semborio completed a 400-hour internship with the Marketing Department of Pag-ibig Fund in Iligan City from July to September 2013. On the first day, he felt nervous meeting his manager and department head but focused on learning his tasks. Over time, he improved and proved he could handle various responsibilities. He worked at the front desk assisting clients by registering them online, asking questions, and filing paperwork. While most clients were pleasant, some were difficult to deal with, like one who shouted at him when he misunderstood instructions. Overall, he enjoyed the experience and is grateful for the opportunity to develop skills relevant to his Information Technology studies in a real work environment.
The document provides information on the vision, mission, goals and objectives of the Information Technology program at Laguna State Polytechnic University. It also includes a narrative report from a student who completed their on-the-job training at the Information and Communication Technology Division of the Professional Regulation Commission in Manila. The report details the student's daily activities, achievements and lessons learned during the training period. It concludes with recommendations to improve future training programs.
1) The document is a narrative report from a student named Lady Lee describing her 150-hour internship with the Technical Operations Division/Film Archives department of ABS-CBN.
2) During her internship, Lady Lee gained experience with tasks like answering phones, transcribing and rewinding tapes, retrieving and arranging films/tapes in the film vault, and encoding filmographic details.
3) By the end of the internship, Lady Lee learned valuable lessons about archiving principles, accountability, time management, and developing her personality and capabilities.
Introduction for Narrative Report at Guidance and Counseling ServicesCathy Roque
The document provides information about an internship program at the Eulogio “Amang” Rodriguez Institute of Science and Technology. It includes an introduction to the internship program and its importance. It then details the course syllabus for the Practicum/Internship subject, including objectives, requirements and evaluation methods. Finally, it describes the trainee's experiences working in the Counseling and Testing Services department, including administering exams, checking answers, assisting clients and the insights gained from the internship.
On-the-job OJT narrative report of an intern in BS Chemistry profession. Includes the analysis conducted, and the theories behind such, and some personal comments from the author.
The document provides an overview of on-the-job training (OJT). It defines OJT as job training that occurs in the workplace while the new employee learns and earns a paycheck. OJT has advantages like being cost-effective, but can be challenging to implement if not properly planned. The document also discusses the history, vision, mission and organizational structure of Mabitac, a municipality in Laguna, Philippines that supports OJT programs to develop its employees.
The document is a final practicum report submitted by Arvin Dominic B. Dela Cruz to fulfill the requirements for his Bachelor of Science in Computer Engineering degree. It details his 240-hour on-the-job training period from April 28 to June 6, 2014 at Prime IT Source, Inc. in Quezon City, Philippines, where he gained hands-on experience in the field of information technology. The report includes sections on the company profile, his daily activities and responsibilities, and a performance evaluation.
On the-job-trainee (NARRATiVE REPORT) Sheenbie PaladoSheenbie Palado
This document is a narrative report submitted by Sheenbie Miana Palado detailing their 11-week industry practicum at Uomini Language Institute Inc. Over the course of the practicum, Palado held the role of admin secretary and performed various administrative tasks like encoding student profiles, organizing files, assisting clients, and assisting with German language classes. The report provides a weekly breakdown of Palado's duties and experiences during the practicum placement.
This document is a narrative report submitted by Angeline Fate E. Capa in partial fulfillment of the requirements for a Bachelor of Science in Accountancy from Colegio de San Gabriel Arcangel. It details her on-the-job training experience at the Commission on Audit located in Quezon City, Philippines. The report includes an introduction on the purpose of on-the-job training, a company profile of the Commission on Audit, a narrative of her weekly activities and learnings, and appendices with supporting documents.
Sales Assessment report of jennie shilla Emmanueljennie emmanuel
The document is a sales assessment report for Jennie Shilla Emmanuel that was completed on September 21, 2015 in 41 minutes and 24 seconds. It provides scores and analysis for 12 different sales-related factors, including approaching clients, combativeness, prospecting, networking, customer satisfaction, strategic selling, pitching, understanding needs, closing deals, charisma, self-control, and sales acumen. For each factor, it defines the concept, describes what high and low scores may indicate, and provides Jennie's individual score on a scale of 0 to 10. The report concludes with a note that the test was created by Central Test in 2015.
The document outlines 5 steps to get out of a sales slump: 1) Continue polite perseverance and don't give up after the first "no", 2) Establish personal relationships with customers, 3) Learn from mistakes instead of despairing and adapt your approach, 4) Avoid non-selling "alibi" tasks and focus on actual selling, 5) Don't blame external factors and instead focus on customers who can get you out of the slump through new sales or up-selling existing customers. Adapting your sales approach to understand each customer's unique motivations is key to overcoming obstacles and getting back on track to success.
The document provides guidance on effective sales questioning strategies to move prospects through the sales process and close deals. It outlines 6 categories of questions to move from initial contact to closing the sale. These include questions to build rapport, understand the prospect's needs, identify obstacles, verify the right presentation, move towards the next step, and formalize the decision. Key recommendations are to ask open-ended questions, listen more than talk, understand the prospect's perspective, and focus on gathering information rather than pushing for the close.
The document discusses various ways that small and medium-sized businesses (SMBs) often neglect important aspects of running their business. Some key areas of neglect mentioned include: failing to follow up with potential clients over time to build trust and credibility before closing deals; not paying enough attention to financial statements; lacking clear values and vision that guide decision-making; focusing marketing efforts on chasing new leads rather than nurturing current customers; and not establishing strong processes and documentation for business operations. The document provides advice from various experts on how SMBs can improve in these neglected areas to better manage and grow their business over the long run.
Preparing Successful Sales Quotes: Experts Weigh In
It can take a lot of work to get a lead to the quoting stage. Don’t throw away all the effort you have put in managing your sales pipeline by preparing a sub-par sales quote. Providing a successful sales quote can often determine if you win or lose a deal.
To help you sort through it all, we’ve reached out to a panel of sales and small business experts and asked them all a single question: “What are the keys to preparing successful sales quotes? ”
Good communication is important for business success. Poor communication can lead to delayed projects, unhappy customers, and upset shareholders. Effective communication means ensuring the intended message is received without distortion, which is challenging with "one-to-many" communication to multiple people. New product development requires concise, accurate communication between small teams to increase innovation success. A CEO can boost employee morale during downturns through honest, open communication about the company's situation and plans. Salespeople must clearly communicate product details through one-on-one conversations and read body language to address customer objections.
This document contains an introduction and three parts about using Socratic questioning techniques in sales. The introduction explains how Socrates used questions to lead his students to insights. Part 1 provides questions to identify prospects' needs, challenges, and pain points. Part 2 includes questions about determining budget, authority figures, and timelines. Part 3 discusses using questions to help prospects envision how the solution could create a better reality.
Beat Your Nerves: Tips for Being Confident in an InterviewLucas Group
How to be confident in an interview is about becoming ready for a productive, two-sided conversation. Strong candidates go in with knowledge of the company and an eagerness to learn. When your mind is prepared and you have questions to ask about your potential role and responsibilities, there’s no place at the table for nerves. Really great job interviews are a two-way street. Here are proven tips for making that happen.
1. Selling involves understanding customer needs, matching products to meet those needs, and communicating benefits.
2. It is a process that aims to develop long-term relationships through customer-focused problem solving and service.
3. Professional salespeople view themselves as consultants who help customers rather than just make sales. Their goal is satisfying customer needs and building trust.
This document discusses optimizing sales opportunity management through improving sales processes and opportunity planning. It poses 12 critical questions for sales leaders to ask regarding their approach. Specifically:
- The document advocates for a rigorous "Win Lab" approach to opportunity planning that is collaborative, generates ideas/strategies, and produces action plans. It emphasizes focusing resources on important opportunities.
- It argues that opportunity planning must be collaborative, drawing on different strengths to uncover buyer needs, solutions, value propositions, and strategies.
- It also stresses that a well-defined sales process, with guides and checklists, enhances seller judgment rather than limiting it. The document outlines levels of process maturity and strategies for improvement.
Building A Powerful Center of Influence (Notes Version)SalezWORKS
The document provides guidance on developing and leveraging a center of influence for business development purposes. It discusses identifying key clients and influencers, conducting research on their connections and challenges, scheduling meetings to understand how they view your relationship and value, asking for introductions to expand your network, following up, adding value, and making lives better to strengthen relationships over time. The goal is to recognize existing clients as potential referral sources to new prospects and continuously deepen your understanding of clients to better serve their needs and retain their business.
7 costly mistakes to avoid when networkingStuart Walton
It is a fact that companies who do not network are missing on a rich stream of new contacts and business that can make them more successful & profitable
It can also help them to understand their customers and the marketplace better whilst testing their message and its effectiveness.
The other fact is that many people who do network make mistakes which can cost them winning new business.
Now we all make mistakes. So what can you look out for and how can you maximize your networking activities by avoiding these costly errors?
Please answer the 4 questions at the end please do all of them at th.pdfamarnathmahajansport
Please answer the 4 questions at the end please do all of them at the same time you can't answer
one and leave the other they are related to the same article thank you
Causes and Outcomes of Conflict
There are many potential root causes of conflict at work. Well go over six of them here.
Remember, anything that leads to a disagreement can be a cause of conflict. Although conflict is
common to organizations, some organizations have more than others.
Causes of Conflict
Organizational Structure
Conflict tends to take different forms, depending on the organizational structure. For example, if
a company uses a matrix structure as its organizational form, it will have decisional conflict built
in, because the structure specifies that each employee report to two bosses. For example, the
multinational power company with headquarters in Switzerland, ABB Ltd. is organized around
the world in a matrix structure based on the dimensions of country and industry. This structure
can lead to confusion as the companys 147,000 employees are divided across 100 countries into
four global divisions, with each division focusing on different industries and products.
Limited Resources
Resources such as money, time, and equipment are often scarce. Competition among people or
departments for limited resources is a frequent cause for conflict. For example, cutting-edge
laptops and other devices are expensive resources that may be allocated to employees on a need-
to-have basis in some companies. When a group of employees have access to such resources
while others do not, conflict may arise among employees or between employees and
management. While technical employees may feel that these devices are crucial to their
productivity, employees with customer contact such as sales representatives may make the point
that these devices are important for them to make a good impression to clients. Because
important resources are often limited, this is one source of conflict many companies have to live
with.
Task Interdependence
Another cause of conflict is task interdependence; that is, when accomplishment of your goal
requires reliance on others to perform their tasks. For example, if youre tasked with creating
advertising for your product, youre dependent on the creative team to design the words and
layout, the photographer or videographer to create the visuals, the media buyer to purchase the
advertising space, and so on. The completion of your goal (airing or publishing your ad) is
dependent on others.
Incompatible Goals
Sometimes conflict arises when two parties think that their goals are mutually exclusive. Within
an organization, incompatible goals often arise because of the different ways department
managers are compensated. For example, a sales managers bonus may be tied to how many sales
are made for the company. As a result, the individual might be tempted to offer customers
freebies such as expedited delivery in order to make the sale. In contrast, a transportation
man.
Seasoned sales professionals often get jobs because of what they know. However, sales professionals tend to lose their jobs because of who they are!
Measure specific sales behaviors, attitudes, and competencies of your next sales hire whether they are fresh out of college or your biggest competitor.
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Winning Edge article - All for One - BuzzaSimon Buzza
This document discusses the importance of gaining internal approval, or "internal sale", for new business ideas and projects. It notes that internal approval is often more difficult than external sales and can stall projects. The key is to understand internal decision-making, communicate the value proposition to different stakeholders, and prepare by anticipating objections. Stakeholder mapping identifies supporters, blockers, and influencers. Interpersonal skills like listening, addressing concerns privately, and avoiding blame are important. The same sales principles of planning, understanding needs, and gaining early support should be applied internally.
The document outlines the key steps in an effective B2B sales process. It discusses 6 steps: 1) selecting the right prospects through segmentation and ideal customer profiles, 2) initial contact through meetings, 3) implementing the right sales strategy, 4) performing well in face-to-face meetings, 5) determining the next step, and 6) closing deals. It emphasizes the importance of clean, accurate customer data to enhance the sales process.
For impressing in an interview/pitch, be concise, truthful, and address the most important business issues. Research the person you are presenting to and explain why your business is a good fit.
For running your own business, focus on what is important to your business and where the profit is generated. Know the details of your business.
For surviving a recession, think about how customers are feeling and flex your business model to remain relevant. Protect your job by demonstrating commitment to your employer.
Similar to Apollo Sales Narrative Personality Report (20)
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This training course focuses on Psychometric Testing for the Workplace and hence very relevant to Human Resources and allied professionals. Learners will be taught how to evaluate and therefore choose psychometric tests, how to administer, score and interpret them, and how to use psychometric tests in the decision-making process.
The Identity Accreditation Workshop is for human resource professionals, line managers, supervisors, consultants, psychologists, training managers, counsellors and anybody who needs to use Identity to assess people at work or those about to embark into the working world. The workshop is structured in an easy to understand and highly interactive format making it accessible to the majority of individuals working in this field.
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Apollo Sales Narrative Personality Report
1. PsyAsia
Sales Personnel - Narrative Report
John Candidate 03/12/2007
This Narrative report compares candidates with a model of excellence developed by studies of
thousands of people on the Apollo Profile data base. This report provides interpretive information
about candidates for each Apollo Profile factor. Factors are designated as Primary or Secondary
relating to the importance of that factor for the role. Candidate scores are shown as being green,
amber or red. Green indicates a score normally associated with successful performance. Amber
indicates higher or lower scores than generally associated as suitable for that factor. Red indicates
an area of concern as the candidate score is significantly different than most successful performers.
Introduction
Page 1 of 11
2. Sales Personnel - Narrative Report
John Candidate 03/12/2007
Career Drives
Achievement
Responses indicate that John likes to achieve results, and this is a vital characteristic for success in sales,
particularly in a tough market. During negotiations he is conscious of getting the outcomes needed. SHADOW
SIDE - Because of a high desire for results, some people with similar scores can be seen by clients as too pushy if
relationship skills are not developed, especially if possessing a dominant personality.
Primary
Remuneration
Despite the myth that sales people are most motivated by money, John is similar to other successful sales-people
in that he rates remuneration as less important than other factors at work. The reality in sales is that financial
returns follow selling results. However, John would require his remuneration arrangement to be fair in his eyes,
relative to what other people inside and outside the organisation are being paid. SHADOW SIDE - Because
remuneration is not the major consideration, such people can perplexingly leave an organisation if other
motivating factors are not met.
Primary
Ambition
Responses indicate that John has a strong level of ambition and wants to succeed in whatever he does. John
would look for ways to do better, whether that is in higher sales figures, or by means of career promotion. The
job is important to John, and he would strive to achieve his goals. SHADOW SIDE - Some people with similar
scores may put personal ambitions ahead of organisation good, and fight with others who they may feel are a
threat to personal success.
Primary
Independence
Responses indicate that John is a very independent person, and prefers little supervision. John needs to operate
in his own way, and may often be creative in bringing in business. John will not want much support from
management or the office, and will try to resolve most problems by himself. John will thrive in sales positions
requiring independence, and is likely to do well in aggressive selling environments. Likely to be a tough negotiator
who sees things mostly from his side. SHADOW SIDE - Whilst people with a very high need for independence
are often amongst the top sales performers, some can be difficult to manage. Some may go beyond the
boundaries of their authority, and let their disagreement with company policies or products be known. Such
people can also be 'loners' unless they have reasonably high social needs and want the company of other people.
As such, communications may be infrequent. Some people with high independence do not value team playing, but
prefer to be the star themselves, which is appropriate for some sales roles.
Secondary
Recognition
Compared to other sales people it is most important to John that he receives recognition and respect for the work
he does. It may be difficult for John to receive the level of recognition he requires from a hard sales environment.
John will strive to succeed in order to attain this recognition, and would enjoy star status if successful. SHADOW
SIDE - If an extremely high level of ego is involved, it can be perceived sometimes that a person is self-serving in
their desire for recognition, and this can create resentment and resistance from clients and others. Some people
Secondary
Page 2 of 11
3. Sales Personnel - Narrative Report
John Candidate 03/12/2007
may also be seen as using company resources to achieve personal recognition.
Page 3 of 11
4. Sales Personnel - Narrative Report
John Candidate 03/12/2007
Coping
Security
Whilst security is more valued by many people in today's workforce, most successful sales people are confident in
their ability to do well, and therefore have a lesser need for security, as does John. This confidence often projects
well when dealing with customers. John would be willing to take risks and even incur some disapproval in order to
obtain goals. SHADOW SIDE - Sales personnel with low security needs may rock the corporate boat, and be
willing to criticise shortcomings as they see them. They are also more willing to leave employers if their career
goals are not being met.
Primary
Responsibility
Responses indicate that John is a sensibly responsible person who can normally be relied upon to exercise good
judgment in accepting workloads. John would enjoy a challenge and being stretched, and the opportunity to
acquire new skills. John would usually know his limits, and will generally accept and deal with mistakes in a
positive way.
Primary
Stress Resilience
Responses indicate that John seems to be coping with his job to the degree that some stress is evident, but not
enough to compromise productivity as a salesperson. John probably gets adrenalin from challenges, and enjoys
some pressure. John would generally be able to relax and deal with day to day sales pressures.
Primary
Sensitivity
Responses indicate that John is generally sensitive to the needs of others, and does not get upset easily. As such,
he would tend to be a pleasant person to work with, and a good sounding board.
Secondary
Page 4 of 11
5. Sales Personnel - Narrative Report
John Candidate 03/12/2007
Negotiation Style
Innovation
Responses indicate that John is willing to experiment and try new things, and can come up with ideas. This would
enable him to vary responses when dealing with different clients, and be generally able to see opportunities.
Because John can take initiatives, there would be less need for support from management. An ability for thinking
on his feet would make John useful in negotiations, and he would probably be seen as a reasonable and flexible
person by other parties. SHADOW SIDE - People who think on their feet frequently over-rely on that ability, and
may fail to prepare thoroughly for presentations. Such people can also get bored too easily, and fail to finish tasks
and assignments that still have value left in them.
Secondary
Analysing
Responses indicate that John brings analytical and problem solving abilities with him, which would help him deal
with the day to day complexities of professional selling. This aids in creating solutions for clients and the
company, and in coming up with original ideas.
Secondary
Assertive
Responses indicate that John is generally adequately assertive and will normally face conflict when it arises and
try to deal with it in an open manner. He would usually be willing to bring up points of contention with clients,
and would be confident in handling objections and complaints, whilst striving to preserve relationships.
Secondary
Competitive
Responses indicate that John is reasonably willing to be competitive, and if used appropriately this will help
deliver difficult sales. However, because being competitive means you win, your opponent loses, it is wiser to
choose a win-win outcome where possible for long term business.
Secondary
Collaborative
Being more collaborative and establishing long term relationships is an observable trend in today's sales
environment. Responses indicate that John appreciates the value of win-win outcomes, and usually tries to be
collaborative in dealings with others. This tends to generate long term goodwill and trust, as well as optimising
gains for all parties.
Secondary
Compromising
There seems to be more need in today's marketplace for salespeople to compromise more in order to do deals.
Responses indicate that John understands compromising and making sensible concessions when trying to do a
deal. He realises that we can't always get our own way, and is willing to trade concessions with the other party.
This can build up trust and long term relationships, and is a cornerstone of negotiating.
Secondary
Page 5 of 11
6. Sales Personnel - Narrative Report
John Candidate 03/12/2007
There seems to be more need in today's marketplace for salespeople to compromise more in order to do deals.
Responses indicate that John understands compromising and making sensible concessions when trying to do a
deal. He realises that we can't always get our own way, and is willing to trade concessions with the other party.
This can build up trust and long term relationships, and is a cornerstone of negotiating.
Page 6 of 11
7. Sales Personnel - Narrative Report
John Candidate 03/12/2007
People Orientation
Agreeable
There is an increased requirement in today's marketplace for successful sales people to have well developed
social skills for relationship building. Responses indicate that John enjoys the person-to-person contact of selling,
and would be able to form ongoing relationships with clients. He probably enhances his sales effectiveness by
socialising, and being liked by certain people is important to him. When negotiating, John would generally
consider consequences affecting other people. SHADOW SIDE - People with similar scores may sometimes spend
too much time being agreeable and socialising and talking about non-work matters.
Primary
Teamwork
Responses indicate that John likes to be part of a team, but also appreciates his own individuality. John would
probably be willing to concede his agenda for the greater good of the team, and understands the value of
consultation and group involvement. John is likely to help new staff, and enjoy training others. In negotiations he
should combine well with other team-members and support their efforts rather than compete with them. John is
also likely to create empathy with opponents in negotiations, which can be useful in gaining concessions.
Secondary
Extraversion
Responses indicate that John would enjoy socialising to a degree, but also needs quiet and reflective periods. He
would be comfortable in most social situations, and enjoy working with people and some networking. This enables
him to form appropriate selling relationships with a range of people, including obtaining the confidence of more
introspective types if he tries. John would generally be open, and willing to listen to client's problems, which
would help make him quite popular with some people.
Primary
Intimacy
Responses indicate that John strikes a balance between forming relationships and remaining objective. In selling,
positive personal relationships can ensure repeat business.
Secondary
Page 7 of 11
8. Sales Personnel - Narrative Report
John Candidate 03/12/2007
Power and Influence
Power
Responses indicate that John enjoys the use of power, and would be a forceful salesperson and negotiator.
SHADOW SIDE - Some people who like to use power to achieve their goals are often seen as too pushy and self-
interested, and unless they have well developed people skills can alienate others.
Secondary
Decisive
Responses indicate that John thinks things over, then makes a decision. Because of this he is likely to take
appropriate risks to get the sale. Likely to have a good sense of urgency and time, and be aware of deadlines and
rarely miss them, so he is unlikely to let clients down. Likely to work at a good pace and be personally productive.
Secondary
Persuasive
Responses indicate that John enjoys being persuasive and influencing other people, which is a prime requisite for
a successful sales person. This makes him comfortable in the selling role, and tends to give clients confidence that
he knows what he is talking about.
Primary
Page 8 of 11
9. Sales Personnel - Narrative Report
John Candidate 03/12/2007
Values
Altruism
Responses indicate that John is a generally caring person, but can usually remain objective when selling. When
negotiating, he would listen to the other point of view and consider meeting their needs when possible. John
probably enjoys helping people, and is likely to get the trust of others.
Secondary
Trust
Trust and openness has emerged as quite an important issue to many people in today's workforce. In relation to
others, John has a normal score for Trust. This is likely to mean that John regards trust and openness at work as
important.
Secondary
Loyalty
Issues of loyalty have generally increased for salespeople in today's workforce. In relation to others John has a
normal score for this category. This is likely to mean that issues of loyalty at work are of some importance to him.
Secondary
Conforming
John has a normal score for this category. This is likely to mean that he balances being pragmatic with
conforming to the views of society.
Secondary
Page 9 of 11
10. Sales Personnel - Narrative Report
John Candidate 03/12/2007
Workplace Management
Goalsetting
Today's sales environment shows increasing importance of using goals, and responses indicate that John is
conscious of goals and targets, and would normally strive to achieve them. Having clear goals usually leads to
good planning and prioritising and achieving sales objectives. As a negotiator, John would remain clear in the
goals needed to be attained.
Secondary
Conscientious
Responses indicate that John has a low need for structure, rules and regulations at work, and may frequently do
things in an unorthodox way if he believes it will help get a sale. Some people with similar scores often regard
company rules and policies only as a guideline, but this characteristic may help to find new solutions to old
problems. John probably places a low priortity on attending to detail and doing paperwork, which may be
tolerable if getting results. SHADOW SIDE - However John is probably not very persistent, and may benefit by
being more persistent in his selling efforts. Research continually shows that strong persistence is a common
characteristic of successful sales people, as it helps them chase hard for business, and deal with rejection. Some
people with similar scores are likely to be outspoken and criticise the product and the company and the way
things are done if they do not agree. May be difficult to manage, and need to be careful to know where the line of
unorthodoxy changes to being unacceptable.
Secondary
Self Organisation
The multiplicity of demands in today's workplace requires sales people to be more highly self-organised than in
the past. Responses indicate that John would be adequately organised in his job, and unlikely to let the company
or clients down through lack of organisation. John would generally be aware of priorities, and be self-contained in
his personal management systems.
Secondary
Proactive
Today's salesperson is more highly proactive than in the past, indicating that it is now more important to be time
conscious, to plan, and be goal focused. Responses indicate that John generally plans his day and work, then tries
to work to the plan. John probably considers quality as well as quantity when he schedules his work, and would
try to get the priorities right. This style provides a form of independence and efficiency which would help him
service clients and deal with paperwork to good effect.
Secondary
Page 10 of 11
11. Sales Personnel - Narrative Report
John Candidate 03/12/2007
Unusual Answers Score
Unusually Low Answers
Answers to the low scoring questions are in the normal range, and consistently agree with what most people
choose.
'Primary'
Unusually High Answers
Answers to a number of high scoring questions are in the normal range, and consistently agree with what most
people choose.
'Primary'
Page 11 of 11