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. cts l salespro le
1

2. cts l salespro le
Agenda
•
Personality Profiles in Proper Perspective
•
CTS Sales Profile
2

3. WHAT do you look for to choose the best from the rest?
Will they maintain high activity?
Can they withstand rejection?
Can they network to create a clientele from scratch?
Can they convert natural market to a business market?
3
cts l salespro le

4. motivations
passion for product
+ image as salesperson
immediate needs
desire for better future
Concern for Others
Honesty
Strong Work Ethic
Responsible
Deadline Motivation
Independent Spirit
Analytical
Compassion
Assertiveness
Self-Promotion
Recognition Drive
Belief in Others
Optimism
4
sales skills
attitudes
personality
Best Rep Profile
character
(Basic Requirements Money & Marketability)
Prospecting
Appointments
Fact Finding
Presenting
Handling Objections
Closing Sales
Getting Referrals
cts l salespro le

5. 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
5
cts l salespro le

6. 3 Dimensions of Sales that Impact
Productivity
Sales Skills - Training in developing relationships,
gaining trust, following a sales process, finding
prospects.
Product Knowledge - Training on product’s
benefits and features
Sales Productivity - Training + Attitudes +
Motivations + Character + Personality Traits.
6
cts l salespro le

7. Best Rep Profile
Putting Personality Assessments into the
Proper Perspective
Interview Questions
1/5 attitudes
Interview Questions
1/5 motivations
Interview Questions
1/5 character
Science
(CTS)
Interview Questions
1/5 personality - 20-30% of info needed to make hiring decision
1/5 sales skills
7
cts l salespro le

8. Best Rep Profile
Purpose of CTS is to help connect the dots
among these 5 dimensions
1/5 attitudes
1/5 motivations
1/5 personality (CTS)
1/5 character
1/5 sales skills
8
cts l salespro le

9. Perfect Balance in ALL Dimensions
Personality Traits
Character Traits
•Resiliency to Rejection
•High Activity Motivated
•Extraversion
Market
Attitudes
Money
Motivations
Skills
Goal - During the selection process, get as much information as possible as soon as possible
9

10. Best Rep Profile
Goal - During the selection process, get as much
information as possible as soon as possible in
order to be more efficient while recruiting.
Information from the CTS gives you more insight
into the information gathered during other steps of
the selection process.
10
cts l salespro le

11. Tools & Skills
Recruit the Best
System
Finding
Candidates
Searching Methods
Resume
Phone
Face-to-Face
Screening
CTS Sales Profile
Profiling
Interviewing
"Making Offer"
More Information =
More Insight
2
Initial Interview
CP+
Market Surveys
Goal - Get as much
information as possible
as soon as possible
3
In-Depth interviews
1
Reference Checks
Interviews with Spouse
The Best
Recruits!
11
cts l salespro le

12. 1/5
Personality
genetic
Determines the
way we react to
our environment
and circumstances
12
cts l salespro le

13. 1/5
Personality
genetic
Tasks that are
aligned with our
hard-wired traits
energize.
13
cts l salespro le

14. 1/5
Personality
genetic
Tasks that are
not aligned with
our hard-wired
traits drain our
energy.
14
cts l salespro le

15. 1/5
Personality
genetic
Impacts the ...
•
•
•
•
•
•
effectiveness of executing the sales process
having enough sales activities
Conversion of personal and casual relationships into business relationships
pace of work
confidence/assertiveness during selling
intensity of setting and reaching goals
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cts l salespro le

16. cts l salespro le
History of CTS
•
Dr. Larry Craft and his team and SMS’s 30+ years sales
and sales management experience
•
Collected - production data, performance ratings,
manager input on 125 Northwestern Mutual reps
•
Validated a Sales Profile for a Northwestern Mutual Rep
16
cts l salespro le

17. cts l salespro le
Features of CTS
Sales Profile Report - specific to NM rep
•
•
•
•
•
9 Personality Traits
Overall Compatibility Rating
Number of Coaching Hours needed
Reliability Index - Measures Test Apathy
Response Distortion Index - Measures Faking
17
cts l salespro le

18. cts l salespro le
Features of CTS
Coaching Report
•
•
•
Combination Personality Traits
Ratings for Sales Process Strengths and Challenges
Coaching Recommendations
18
cts l salespro le

19. cts l salespro le
Features of CTS
Sales Style Report
•
•
Shows Candidates Selling Style
Teaches How to Adapt to Buying Styles
19
cts l salespro le

20. cts l salespro le

21. one passion
discovery of factors ...
predicting peak performance

22. separate race horses from plow horses

23. 30 years
millions of assessments
measuring personality and motivation

25. 9 Traits

26. validated for
Northwestern Mutual
Rep

27. high-activity
sales professionals
Maintain high levels of sales activities?
Resiliency to rejection?
Network to find prospects?

28. 1
deadline motivation
0
50
100
89

29. 2
independent spirit
0
50
100
80

30. 3
analytical
0
50
21
100

31. 4
compassion
0
50
39
100

32. 5
assertiveness
0
50
52
100

33. 6
self-promotion
0
50
36
100

34. 7
recognition drive
0
50
57
100

35. 8
belief in others
0
50
100
77

36. 9
optimism
0
50
100
81

37. sales reports
recruiting
coaching

38. CTS Sales Profile Report
Reliability Index
High
Moderate
Low
I don’t understand
I don’t care

39. CTS Sales Profile Report
Response Distortion Index
Low
Moderate
High
NO FAKING ALLOWED

40. CTS Sales Profile Report
Name:
Pat Smith
Position:
High-Activity Salesperson
CTS Sales Profile Score:
High (85)
Recommended Coaching Hours
Approximately 2-4

41. Primary Traits
cts l salespro le
For: kelly hagar
Low
Moderate
High
Deadline Motivation (91 %)
Overview
of Traits
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 %)
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42. Sales Coaching Report
cts l salespro le
Coaching
Recommendations
12/13/13 2:55 PM
! Sales Coaching Report - Deadline Motivation
for Rosie Abrams
0
|
|
|
|
Feb, 25 2013
50
|
|
|
|
100
95
Deadline Motivation
General Statement:
Salespeople who score high on the Deadline Motivation scale enjoy sales positions that offer unlimited income opportunities and fast goalachievement requirements. Their "fire in the belly" drives them to achieve near-term goals and to hit self-imposed deadlines that may or may not
relate to long-term success. Like the legendary "hare" that lost the race because he was distracted, sales personnel with high or very high scores on
this scale may be so driven for results that they fail to prioritize their activities. For example, they may fail to adequately prepare for the sales
presentation or follow through as they should after the sale. They can also become quite restless when the job duties require repetitive or mundane
activities. If management understands this desire to hit self-imposed deadlines, and the salesperson has the self-discipline and work ethic to
channel their efforts into productive sales tasks, high levels of productivity can be achieved early in their career.
Strengths:
This higher Deadline Motivation is a profound strength in sales positions and compensation plans that require "quick-start" performance. As long
as they can pursue results and challenges with a pro-active dynamic with quick rewards (closed sales), people with this high desire to meet selfimposed deadlines can be most productive in high-activity sales roles. Research involving the best performing sales personnel has found a
relationship between higher scores on a deadline-motivated drive and sales productivity.
Improvement Opportunities:
Salespeople with this high score on the Deadline Motivation scale can become quickly bored if the job duties become repetitive (making phone
calls), do not seem productive (call reports), or require patience (callbacks). One of the primary causes of failure of high Deadline Motivation sales
personnel is that they find it difficult to consistently prospect for new leads. Once their "bucket" is full, they shift to closing the sale and forget
about prospecting for new leads until there are no longer any sales to be made. Then, they start all over again "from scratch." As a result, one
month (for example) they may have ten sales and the next month only one or two. It should be noted that these concerns are more serious if their
high score is in the 81-100% range and less serious within the 61-80% range (see Primary Traits page of this report). This high Deadline
Motivation can also result in early turnover if they do not generate sales in a short amount of time, or if they do not have a disciplined work ethic
that causes them to stick with it when sales do not come as quickly as anticipated.
Coaching Recommendations:
If management understands the personalized coaching that is required with high deadline-motivated sales personnel, consistency of production
can be maintained, and success can be assured. However, it is also important that these high deadline-motivated salespeople have higher
Assertiveness, higher Recognition Drive, and lower Analytical scores (see Primary Trait scores). Incompatible scores on these three scales can
prevent high deadline-motivated salespeople from achieving early success. It is important that salespeople with high Deadline Motivation also
have the self-discipline to stay focused, persistent, and prioritized. If not, like the "hare," they can become easily distracted and never reach the
finish line. Rather than focusing on motivating them, management should help the salesperson to 1) increase sales efficiency by understanding
ratios and 2) improve consistency with the use of time management systems that help to consistently prioritize initial call activity. Highly driven
salespeople often "burn out" toward the end of their second year and begin to seek other career opportunities. Management can re-motivate them
by offering to support them into a new market, provide a more lucrative compensation plan, or provide them with new responsibilities, such as
management opportunities. Something as simple as a larger office or paying for a new lead-generation system could re-kindle their passion for
success and keep them producing for a longer time frame.
Note: The term "selling" or "sales" wherever used in this report is meant to indicate the sale of products, services or even intangibles such as
careers to prospective life advisors.
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43. cts l salespro le
Extraversion
43

44. CTS Sales Profile Report
Northwestern Mutual Financial Representative
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."
Top
Rep
Date: March 19, 2013
Name: Gary Holvick
Position: Northwestern Mutual Financial Representative
Drive
(65)
•
Work
pace
•
Level
of
Independence
•
Level
of
Assertiveness
•
Desire
for
Recognition
•
Desire
to
be
Social
Gary Holvick 's CTS Sales Profile Score: High (80)
Coaching Hours Per Month Recommended: Less than 2 coaching hours per month.
The CTS Sales Profile Report is derived from statistically significant (weighted) correlations with productivity measures. Therefore, some
traits are more influential than others in determining the CTS Sales Profile Score. The Recommended Coaching Hours Per Month is an
estimation, based on thousands of personal interviews with managers and employees who described their challenges as they related to
each of the CTS Primary Traits listed below. Managers should spend the most time coaching individuals about issues pertaining to their
traits outside the "green" range. For ideas on how to coach these individuals, refer to this individual's CTS sales manager's coaching
report, which provides specific, personalized coaching recommendations for each of this individual's traits.
Primary Trait
0
10
20
30
40
50
60
70
80
90
100
Deadline Motivation (83 %)
Independent Spirit (87 %)
Analytical (5 %)
Compassion (34 %)
Assertiveness (56 %)
Self-Promotion (22 %)
Recognition Drive (49 %)
Can
He
Handle
Rejection
•
Compassion
•
Assertiveness
•
Self
Promotion
Belief in Others (95 %)
Optimism (73 %)
Reliability Index: High
The Reliability Index measures the degree to which a person understood the questions, maintained focus while answering them, and
gave answers with a thoughtful response.
Low Reliability indicates invalid results due to the individual's responses while completing the questionnaire. Do
not use these results.
Moderate Reliability suggests these results be cross-validated with personal interviews and reference checks.
High Reliability indicates the individual understood the questions and responded to them in a way that has been
shown to be predictive.
Response Distortion Index: Low
cts l salespro le
The Response Distortion Index rating measures the individual's tendency to intentionally or unintentionally answer the questions in a
way to 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 usually recognizes personal faults and easily accepts blame. These results
are accurate and predictive.
Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay
44
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45. CTS Sales Profile Report
Northwestern Mutual Financial Representative
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."
Top
Rep
Date: March 19, 2013
Name: Gary Holvick
Position: Northwestern Mutual Financial Representative
Drive
(65)
•
Work
pace
•
Level
of
Independence
•
Level
of
Assertiveness
•
Desire
for
Recognition
•
Desire
to
be
Social
Gary Holvick 's CTS Sales Profile Score: High (80)
Coaching Hours Per Month Recommended: Less than 2 coaching hours per month.
The CTS Sales Profile Report is derived from statistically significant (weighted) correlations with productivity measures. Therefore, some
traits are more influential than others in determining the CTS Sales Profile Score. The Recommended Coaching Hours Per Month is an
estimation, based on thousands of personal interviews with managers and employees who described their challenges as they related to
each of the CTS Primary Traits listed below. Managers should spend the most time coaching individuals about issues pertaining to their
traits outside the "green" range. For ideas on how to coach these individuals, refer to this individual's CTS sales manager's coaching
report, which provides specific, personalized coaching recommendations for each of this individual's traits.
Primary Trait
0
10
20
30
40
50
60
70
80
90
100
Deadline Motivation (83 %)
Independent Spirit (87 %)
Analytical (5 %)
Compassion (34 %)
Assertiveness (56 %)
Self-Promotion (22 %)
Recognition Drive (49 %)
Will
He
Maintain
High
Sales
Activities?
• Analytical
• Compassion
Belief in Others (95 %)
Optimism (73 %)
Reliability Index: High
The Reliability Index measures the degree to which a person understood the questions, maintained focus while answering them, and
gave answers with a thoughtful response.
Low Reliability indicates invalid results due to the individual's responses while completing the questionnaire. Do
not use these results.
Moderate Reliability suggests these results be cross-validated with personal interviews and reference checks.
High Reliability indicates the individual understood the questions and responded to them in a way that has been
shown to be predictive.
Response Distortion Index: Low
cts l salespro le
The Response Distortion Index rating measures the individual's tendency to intentionally or unintentionally answer the questions in a
way to 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 usually recognizes personal faults and easily accepts blame. These results
are accurate and predictive.
Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay
45
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46. CTS Sales Profile Report
Northwestern Mutual Financial Representative
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."
Top
Rep
Date: March 19, 2013
Name: Gary Holvick
Position: Northwestern Mutual Financial Representative
Drive
(65)
•
Work
pace
•
Level
of
Independence
•
Level
of
Assertiveness
•
Desire
for
Recognition
•
Desire
to
be
Social
Gary Holvick 's CTS Sales Profile Score: High (80)
Coaching Hours Per Month Recommended: Less than 2 coaching hours per month.
The CTS Sales Profile Report is derived from statistically significant (weighted) correlations with productivity measures. Therefore, some
traits are more influential than others in determining the CTS Sales Profile Score. The Recommended Coaching Hours Per Month is an
estimation, based on thousands of personal interviews with managers and employees who described their challenges as they related to
each of the CTS Primary Traits listed below. Managers should spend the most time coaching individuals about issues pertaining to their
traits outside the "green" range. For ideas on how to coach these individuals, refer to this individual's CTS sales manager's coaching
report, which provides specific, personalized coaching recommendations for each of this individual's traits.
Primary Trait
0
10
20
30
40
50
60
70
80
90
100
Deadline Motivation (83 %)
Independent Spirit (87 %)
Analytical (5 %)
Compassion (34 %)
Assertiveness (56 %)
Self-Promotion (22 %)
•
Will
He
Network
for
Leads
&
Convert
Natural
Market
Drive
with
attention
on
Recognition
Drive
cts l salespro le
Recognition Drive (49 %)
Belief in Others (95 %)
Optimism (73 %)
Reliability Index: High
The Reliability Index measures the degree to which a person understood the questions, maintained focus while answering them, and
gave answers with a thoughtful response.
Low Reliability indicates invalid results due to the individual's responses while completing the questionnaire. Do
not use these results.
Moderate Reliability suggests these results be cross-validated with personal interviews and reference checks.
High Reliability indicates the individual understood the questions and responded to them in a way that has been
shown to be predictive.
Response Distortion Index: Low
The Response Distortion Index rating measures the individual's tendency to intentionally or unintentionally answer the questions in a
way to 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 usually recognizes personal faults and easily accepts blame. These results
are accurate and predictive.
Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay
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47. Sales Coaching Report
For: Gary Holvick
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
Rep
Primary Traits
Low
Moderate
High
(0 - 40%)
(41 - 60%)
(61 - 100%)
Deadline Motivation (83 %)
Independent Spirit (87 %)
Analytical (5 %)
Compassion (34 %)
Assertiveness (56 %)
Self-Promotion (22 %)
Recognition Drive (49 %)
Belief in Others (95 %)
Optimism (73 %)
Combination
Traits
Secondary Traits
Low
Handles Rejection (48 %)
Maintains High-Activity (82 %)
Finds Prospects (62 %)
Sets Appointments (45 %)
Discover Needs (47 %)
Delivers Strong Presentations (54 %)
Overcomes Objections (60 %)
Closes the Sale (65 %)
Serves Customers (45 %)
Asks for Referrals (60 %)
© 2013, CraftMetrics International.
47
Moderate
High
(0 - 40%)
(41 - 60%)
(61 - 100%)

48. cts l salespro le
Extraversion
48

49. CTS Sales Profile Report
cts l salespro le
Northwestern Mutual Financial Network
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."
Drive
(90)
•
Work
pace
•
Level
of
Independence
•
Level
of
Assertiveness
•
Desire
for
Recognition
•
Desire
to
be
Social
Date: March 26, 2013
Name: Anthony Bussey
Position: Northwestern Mutual Financial Network
Anthony Bussey '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 (95 %)
Independent Spirit (95 %)
Analytical (5 %)
Compassion (23 %)
Assertiveness (95 %)
Self-Promotion (5 %)
Recognition Drive (76 %)
Can
He
Handle
Rejection
•
Compassion
•
Assertiveness
•
Belief in Others (95 %)
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.
Self
Promotion
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.
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50. CTS Sales Profile Report
cts l salespro le
Northwestern Mutual Financial Network
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."
Drive
(90)
•
Work
pace
•
Level
of
Independence
•
Level
of
Assertiveness
•
Desire
for
Recognition
•
Desire
to
be
Social
Date: March 26, 2013
Name: Anthony Bussey
Position: Northwestern Mutual Financial Network
Anthony Bussey '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 (95 %)
Independent Spirit (95 %)
Analytical (5 %)
Compassion (23 %)
Assertiveness (95 %)
Self-Promotion (5 %)
Recognition Drive (76 %)
Belief in Others (95 %)
Will
He
Maintain
High
Sales
Activities?
• Analytical
• Compassion
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: 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.
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51. CTS Sales Profile Report
cts l salespro le
Northwestern Mutual Financial Network
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."
Drive
(90)
•
Work
pace
•
Level
of
Independence
•
Level
of
Assertiveness
•
Desire
for
Recognition
•
Desire
to
be
Social
Date: March 26, 2013
Name: Anthony Bussey
Position: Northwestern Mutual Financial Network
Anthony Bussey '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 (95 %)
Independent Spirit (95 %)
Analytical (5 %)
Compassion (23 %)
Assertiveness (95 %)
Self-Promotion (5 %)
Recognition Drive (76 %)
•
Will
He
Network
for
Leads
&
Convert
Natural
Market
Drive
with
attention
on
Recognition
Drive
Belief in Others (95 %)
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: 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.
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52. Sales Coaching Report
For: Anthony Bussey
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 (95 %)
Independent Spirit (95 %)
Analytical (5 %)
Compassion (23 %)
Assertiveness (95 %)
Self-Promotion (5 %)
Recognition Drive (76 %)
Belief in Others (95 %)
Optimism (95 %)
Combination
Traits
Secondary Traits
Handles Rejection (59 %)
Maintains High-Activity (90 %)
Finds Prospects (85 %)
Sets Appointments (67 %)
Discover Needs (48 %)
Delivers Strong Presentations (73 %)
Overcomes Objections (77 %)
Closes the Sale (77 %)
Serves Customers (36 %)
Asks for Referrals (77 %)
© 2013, CraftMetrics International.
52
Low
Moderate
High
(0 - 40%)
(41 - 60%)
(61 - 100%)

53. cts l salespro le
Extraversion
53

54. CTS Sales Profile Report
cts l salespro le
Northwestern Mutual Financial Network
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."
Drive
(20)
Low
Producer
Date: April 8, 2013
Name: Derrick Free
Position: Northwestern Mutual Financial Network
•
Work
pace
•
Level
of
Independence
Coaching Hours Per Month Recommended: Approximately 4-6 coaching hours per month.
•
Level
of
Assertiveness
•
Desire
for
Recognition
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.
•
Desire
to
be
Social
Derrick Free 's CTS Sales Profile Score: Moderate (44)
Primary Trait
0
10
20
30
40
50
60
70
80
90
100
Deadline Motivation (11 %)
Independent Spirit (8 %)
Analytical (95 %)
Compassion (86 %)
Assertiveness (28 %)
Self-Promotion (22 %)
Recognition Drive (35 %)
Can
He
Handle
Rejection
•
Compassion
•
Assertiveness
•
Self
Promotion
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.
54
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Page 1 of 2

55. CTS Sales Profile Report
cts l salespro le
Northwestern Mutual Financial Network
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."
Drive
(20)
Low
Producer
Date: April 8, 2013
Name: Derrick Free
Position: Northwestern Mutual Financial Network
•
Work
pace
•
Level
of
Independence
Coaching Hours Per Month Recommended: Approximately 4-6 coaching hours per month.
•
Level
of
Assertiveness
•
Desire
for
Recognition
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.
•
Desire
to
be
Social
Derrick Free 's CTS Sales Profile Score: Moderate (44)
Primary Trait
0
10
20
30
40
50
60
70
80
90
100
Deadline Motivation (11 %)
Independent Spirit (8 %)
Analytical (95 %)
Compassion (86 %)
Assertiveness (28 %)
Self-Promotion (22 %)
Recognition Drive (35 %)
Belief in Others (54 %)
Will
He
Maintain
High
Sales
Activities?
• Analytical
• Compassion
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.
55
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Page 1 of 2

56. CTS Sales Profile Report
cts l salespro le
Northwestern Mutual Financial Network
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."
Drive
(20)
Low
Producer
Date: April 8, 2013
Name: Derrick Free
Position: Northwestern Mutual Financial Network
•
Work
pace
•
Level
of
Independence
Coaching Hours Per Month Recommended: Approximately 4-6 coaching hours per month.
•
Level
of
Assertiveness
•
Desire
for
Recognition
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.
•
Desire
to
be
Social
Derrick Free 's CTS Sales Profile Score: Moderate (44)
Primary Trait
0
10
20
30
40
50
60
70
80
90
100
Deadline Motivation (11 %)
Independent Spirit (8 %)
Analytical (95 %)
Compassion (86 %)
Assertiveness (28 %)
Self-Promotion (22 %)
Recognition Drive (35 %)
•
Will
He
Network
for
Leads
&
Convert
Natural
Market
Drive
with
attention
on
Recognition
Drive
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.
56
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Page 1 of 2

57. Sales Coaching Report
For: Derrick Free
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 (11 %)
Independent Spirit (8 %)
Analytical (95 %)
Compassion (86 %)
Assertiveness (28 %)
Self-Promotion (22 %)
Recognition Drive (35 %)
Belief in Others (54 %)
Optimism (73 %)
Combination
Traits
Secondary Traits
Handles Rejection (21 %)
Maintains High-Activity (9 %)
Finds Prospects (38 %)
Sets Appointments (28 %)
Discover Needs (68 %)
Delivers Strong Presentations (39 %)
Overcomes Objections (49 %)
Closes the Sale (33 %)
Serves Customers (78 %)
Asks for Referrals (49 %)
© 2013, CraftMetrics International.
57
Low
Moderate
High
(0 - 40%)
(41 - 60%)
(61 - 100%)