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.

1. A SYSTEM
for Recruiting
Selling Team Members
and Agent Aspirants
1

2. recruit the best
Agent Peyton Pettus, Monroe, Georgia
2 Agencies, 15 full-time, 3 part-time, 600-650 applications monthly
“Prior to using the Recruit the Best Team® system I very simply
floundered from candidate to candidate with no process or system of
any sort. There was no systematic way of comparing recruits,
following up, or providing a consistent approach to questioning and
making offers based on results. The system and CTS Sales Profile
have helped me overcome these challenges by providing that
framework of consistency I needed to make factual and informed
decisions about who I add to my team. As a result of almost 3 years
on the system my team is experiencing less turnover than before,
it has created a positive work environment of competitive,
results-driven salespeople, and taken us to new levels of
production. In 2013, we qualified for Presidents club in Health
and Multiline and finished top 100 in Auto and Mutual Funds as
well. We also qualified level 3 Ambassador Travel, Chairman’s
Circle, and SVP Club. Thanks for the help Steve!”
2

3. $70,000
If we are not working from our strengths, we are 6
times less likely to be engaged in our work.
If we are not hiring team members with an
understanding of what strengths to measure and
how to measure them, we are hiring team
members who are 6 times less likely to be engaged
in their work.
3

4. WHAT
do I look for to choose the best from the rest?
Selling in a high-activity, high-rejection environment
4

5. HOW
do I look for the best traits and skills?
A best practice recruiting Process
5

6. WHERE
do I find enough of the best candidates?
Building a Recruiting Referral Network
6

7. CTS Sales Profile Workshop
Using Science to Measure Hard-wired Personality Traits
7

8. Interviewing Skills
Attract the Best, Repel the Rest.
8

9. WHAT
do I look for to choose the best from the rest?
Selling in a high-activity, high-rejection environment
9

10. 1/5 attitudes
1/5 motivations
Best Salesperson Profile
1/5 character
1/5 personality
1/5 sales skills
WHAT do I look for to choose the best from the rest?
10

11. learned from environment
parents
culture
relationships
employment
education
1/5 Character
11

12. 1/5 Character
learned from environment
top character traits
honesty
work ethic
concern for others
personal responsibility
12

13. The Path to Character Development
Honesty Concern for Others Work Ethic Responsibility
Teaching
Disapproval
Discipline
Maturity
(relationships work)
Bonded to
Trait
Praise
Approval
Gratification
(society works)
echo the patterns of character
we become the teacher
13

14. Attitudes, Motivation, Character
Measure Attitudes, Motivation, and Character
using questions that get candidates to tell stories.
The strength of the story helps measure the level
of each trait.
14

15. Attitudes, Motivation, Character
“Who had the greatest influence on you when
growing up?”
“What did they teach you about Honesty / Work
Ethic / Personal Responsibility / Concern for
others?”
15

16. Character
Honesty, Concern for Others, Work Ethic, Accepts Personal Responsibility
Selfishness
The greater the degree to which we fight our selfish nature, the greater
tendency we have of exercising character traits
high selfishness = low character
low selfishness = high character
16

17. 1/5 Attitudes
positive self image as a
salesperson
passion for solving problems
using your products
17

18. 1/5 Attitudes
positive self image as a
salesperson
The products they own and the process
they used to purchase them reveal
their image of salespeople and their
attitude toward your products/
industry.
Honest people can’t sell what they don’t own.
18

19. 1/5 Attitudes
positive self image as a
salesperson
A person’s buying habits tell you the
image they have of salespeople. Do
they appreciate the expertise that
other salespeople provide them
during the buying process?
Salespeople who don’t see selling as a worthy profession
struggle to master sales skills.
19

20. 1/5 Attitudes
What has been your experience
with purchasing or selling products
like we sell, or your experience with
dealing with salespeople from our
industry?
20

21. 1/5 Motivations
Income and the things that it
provides - desire a lifestyle that
equals the potential income level
of the position.
Competition - burning desire to
become the BEST at everything
they do.
21

22. Character, Skills
Personality
to Move Forward
1/5 Motivations
Immediate needs
22

23. 1/5 Motivations
desire to make future better
What are some current and long-term
needs that will be satisfied if
you do this job well?
23

24. 1/5 Motivations
desire to make future better
In order of priority, what are the 3
most important things in your life
right now?
24

25. 1/5 Personality
genetic
Determines
ways we react to
our environment
and
circumstances
25

26. 1/5 Personality
genetic
Tasks that are
aligned with our
hard-wired traits
energize.
26

27. 1/5 Personality
genetic
Tasks that are
not aligned with
our hard-wired
traits drain our
energy.
27

28. 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
• courage to pivot
• confidence/assertiveness during selling - response to rejection
• intensity of setting and reaching goals
28

29. deadline motivation
0 50 100
89
29
36% impact
sense of urgency

30. recognition drive
desire to be social
compete to be at top
0 50 100
57
30

31. assertiveness
0 50 100
52
31
ask for appointment
ask to buy
ask for referrals
pivot
handle rejection

32. independent spirit
control sales process
do not need close supervision
0 50 100
80
32

33. analytical
0 50 100
21
33
16% impact

34. compassion
0 50 100
39
34
desire to nurture

35. self-promotion
focus on strengths/weaknesses
0 50 100
36
35

36. belief in others
skeptical / trust others
judgmental of others
0 50 100
77
36

37. optimism
believe can control their destiny
0 50 100
81
37

38. 1/5 Personality
genetic
Top personality traits
Deadline Motivation
Recognition Drive
Assertiveness
Independent Spirit
Analytical
Compassion
Self-Promotion
Belief in Others
Optimism
38

39. Low levels of Character traits cause the negative side of our personality to emerge.
High levels of Character traits cause the positive side of our personality to emerge.
Personality Traits
character
-Negative +Positive
39

40. 1/5 Sales Competencies
learned by training and experience
prospecting/networking
setting/holding appointments
fact finding
presenting solutions
handling objections
getting the sale
getting referrals
40

41. 1/5 Sales Competencies
learned by training and experience
What sales training have you had?
Describe the sales process you follow.
41

42. High Sales
Productivity
Sales Competencies
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
Low Sales
Productivity
42

43. 3 Dimensions of Sales
Sales Skills - Training in developing
relationships, gaining trust, following a sales
process
Product Knowledge - Training on
product’s benefits and features
Sales Productivity - Training + Attitudes +
Motivations + Character + Personality Traits.
43

44. motivations
personality
Deadline Motivation
Independent Spirit
Analytical
Compassion
Assertiveness
Self-Promotion
Recognition Drive
Belief in Others
Optimism
sales skillsProspecting
Appointments
Fact Finding
Presenting
Handling Objections
Closing Sales
Getting Referrals
character
Concern for Others
Honesty
Strong Work Ethic
Responsible
passion for product
+ image as salesperson
Money
Competition
attitudes
Best Rep Profile
recruit the best 44

45. HOW
do I look for the best traits and skills?
A best practice recruiting Process
45
break - be
back at
11am

46. A system helps
us in 2 areas:
Searching Methods
Who not to hire
Who to hire
Screening
Profiling
Interviewing
Making Offer
The Best
Recruits!
46

47. Can They Sell Field Manual
? can lthey lsell?
Recruit the Best System
Tools Skills
Finding Candidates
SCREENING 1
PROFILING
INTERVIEWING
Making Oer
!e Best
Recruits!
2
3
Resume
Phone
Email
CTS Sales Pro!le
Initial Interview
Final Interview
Matching
Score Sheet
©2012 Sales Manage Solutions, LLC (865-675-2002) Copy or distribute with permission only. Steve Suggs, ssuggs@salesmanage.com 2
47

48. Page 13 in Field Manual
p 16
p 18
p 29
p 34
p 48
p 10
Candidate Name:____________________________
Book p. 65 and Video bit.ly/BestReferenceCheck
Recruit the Best Field Manual
? can lthey lsell? .com
Recruit the Best Checklist
1. Review Resume
2. Screen by Application
Date:____________
3. Screen by Phone – Use Phone Screen Questionnaire. If successful, go to next step.
4. Screen by Email – send “Thank you” email with these questions:
What do you think this job involves?
What do you believe a successful rep will do in the !rst 90 days?
Tell me why I should consider you for this position?
What speci!cally in your life do you want to change?
How will being successful in this job help you with this change?
5. Administer the CTS Sales Profile www.ctssalespro!le.com
Schedule face-to-face initial screening interview.
6. Email Initial Interview Homework - Prior to the interview, email the candidate
instructing them to go to the following Web sites and review the information:
To learn about our products, go to: (Web URL that links to your products)
To learn about what a salesperson does with this company go to:
(Web URL that tells about the career as a salesperson)
Prior to Initial Interview, email the candidate to confirm the
interview and make sure they have reviewed the Web pages.
7. Conduct Initial Interview – Use Initial Interview Questionnaire
8. Ask for 6 References – 2 previous bosses, 2 coworkers, 2 business people/former
customers.
9. Call References using Reference Check Questionnaire
10. Conduct Final Interview – Use Final Interview Questionnaire
11. Interview By Current Team – Use Team Interview Questionnaire
12. Fill Out Matching/Score Sheet
____________
SENT DATE
____________
RESPOND DATE
____________
CTS ORDERED
____________
INTERVIEW DATE
____________
EMAILED DATE
____________
CONFIRM DATE
____________
INTERVIEW DATE
48

49. Reference Check
additional areas to
explore
• Coachability
• Getting along with the team
• Honesty
• Time Management / Productivity /
Maintaining Sales Activities / Work Ethic
49

50. WHERE
do I find enough of the best candidates?
Building a Recruiting Referral Network
50
break - be
back at
1PM

51. The Recruiting Funnel
Searching Methods 10 strong
Screening
Profiling
Interviewing
Making Offer
The Best
Recruits!
resumes
3 final
interviews
1 salesperson
51

52. ALWAYS be RECRUITING
Team of 3-5 - need to recruit 1-2 per year
Average Annual Turnover - 40%
52

53. ALWAYS be RECRUITING
Newton’s Law - people leave/get fired at
the most inconvenient times.
Take action to find great people when you don’t need team
members, so you’ll have candidates when you need them.
53

54. ALWAYS be RECRUITING
A good sales team is the enemy of a
great sales team.
When our team is full, we have a tendency to stop focusing on
recruiting. Don’t fill your team with good players. Keep looking
for the great players.
54

55. To avoid the “I need somebody NOW” syndrome...
Please come
to work for
me!
...build your Recruiting Referral Network for a
continuous flow of GREAT RESUMES
55

56. Build a Recruiting Referral Network
Recruit the Best Field Manual
? can lthey lsell? .com
Personal Referral Network Worksheet
Source Action Date Complete
Current Customers
Create email list
Email all customers and ask them to refer friends/
family who can sell. If you don’t have an email list,
Write email
send a postcard to customers asking for their email
Send Email
address.
Current Team (Personnel)
Write short job description and have team members
post on their personal Facebook and LinkedIn pages.
Email job description to their contacts. Have them
contact their church/temple about the job opening.
Write short job description
Facebook
LinkedIn
Email
Church/Temple
Team Member 1
Team Member 2
Team Member 3
Team Member 4
Team Member 5
Team Member 6
Sales Trainers/Consultants
Find certi!ed trainers at these companies in your city
and meet with them.
Integrity Solutions
Sandler
Dale Carnegie
Wilson Learning
Steven Covey
Jeff Gitomer
Directors of Networking Groups
ese are the most networked people in your city.
Email them job posting and ask to distribute to
members. Meet with them.
BNI
e-Women
©2014 Sales Manage Solutions, LLC (865-675-2002) Do not copy or distribute without permission. info@salesmanage.com 6
recruit the best 56

57. Build a Recruiting Referral Network
Recruit the Best Field Manual
? can lthey lsell? .com
Personal Referral Network Worksheet
Source Action Date Complete
Social Networking
LinkedIn
Spend 15 minutes daily building your social media
pro!les.
Facebook
Churches/Temples
Most have job boards and jobs ministries. Contact and
ask for minister/volunteer who heads up this ministry.
List 5 target organizations.
1.
2.
3.
4.
5.
Small Business CPA
Contact and ask them to direct people to you who are
closing businesses or changing careers.
1.
2.
3.
Small Business Attorneys
Contact and ask them to direct people to you who are
closing businesses or changing careers.
1.
2.
3.
Chamber of Commerce
Contact sales manager and salespeople. Ask them to
direct people to you who are looking for jobs.
Sales Manager
Salesperson 1
Salesperson 2
Salesperson 3
Chamber of Commerce
Business Aerhours Events.
Attend all of these events.
Many salespeople who are
changing careers attend
these events.
President – Community Service Organizations
#ese people are leaders and well connected. Meet with
these.
Rotary
Lions Club
Kiwanus
United Way
Boy Scouts
Girl Scouts
Jr. League
©2014 Sales Manage Solutions, LLC (865-675-2002) Do not copy or distribute without permission. info@salesmanage.com 7
recruit the best 57

58. Build a Recruiting Referral Network
Recruit the Best Field Manual
? can lthey lsell? .com
Personal Referral Network Worksheet
Source Action Date Complete
Recruiters with other Insurance Companies
Develop reciprocal relationship, trade resumes.
State Farm
Northwestern Mutual
Mass Mutual
Prudential
National Life
Universities/Colleges Career Services Dept.
Set up interview day. Most will market the position to
students.
1.
2.
3.
4.
5.
Social Network Job Boards
Post job here.
Salesgravy.com
LinkedIn
LinkedIn Groups
Traditional Job Boards
Post job here.
Monster
Career Builder
Snagajob.com
Findtherightjob.com
Newspapers
Sales Reps Tell receptionist to set a
time to meet every sales rep
that calls on your office, and
recruit and/or network with
them.
Job Fairs
If you recruit in large numbers, this is a way to get
many people interested in your position. Attend job
fairs in your city, or hold your own. Go to
http://jobfairtips.com for a number of useful tips.
1.
2.
3.
4.
5.
©2014 Sales Manage Solutions, LLC (865-675-2002) Do not copy or distribute without permission. info@salesmanage.com 8
recruit the best 58

59. Build a Recruiting Referral Network
Recruit the Best Field Manual
? can lthey lsell? .com
Personal Referral Network Worksheet
Samples
Sample email to send to your current customers or list of contacts:
“Please assist me in helping someone you know. I have an open position on my sales team. If you know
the right candidates for the job, please help them !nd a great career by sending them to see me. e right
candidates will have the following traits: Honesty, Hard Work Ethic, a Concern for Others and Personal
Responsibility. Strong candidates will have personalities which cause them to network to !nd prospects,
pursue goals, and handle themselves with con!dence. Sales Experience* _______________ Please
have them forward their resume to me at _________________ ank you for helping me !nd the right
individuals and for helping them to !nd a great career.”
* !ll in your desired level of sales experience.
Sample Wording for Job Posting
“Salesperson wanted. _________________(Company Name) is looking for salespeople to work in the city
of ________________ calling on customers to sell insurance and !nancial services. Requirements: Must
have the following traits: Honesty, Hard Work Ethic, a Concern for Others and Personal Responsibility.
Strong candidates will have personalities which cause them to network to !nd prospects, pursue goals, and
handle themselves with con!dence. Sales Experience ___________________ Please forward resume to
___________________”
– Add additional information and requirements about the position as necessary.
59

60. recruiting tool
Finding the Best Talent
60

61. Managers #1 Challenge - Finding and attracting
enough candidates to the interview table.
61

62. People want to help their family and friends find a
great job.
62

63. Solution - Find enough people from your clients,
friends, community relationships, centers of
influence who will always refer candidates to you.
63

64. You have identified the people who are willing to send you
referrals, but...
They are all very busy, and...
When you are out of sight, you are out of mind.
64

65. If they are looking for a career change, do they think of
you?
If someone they know is looking for a career change, do
they think of you?
You must stay in touch and grow the relationship!
65

66. How do you
automate the
process for staying in
touch?
A marketing genius built and patented an automation
tool that most of the major financial services
companies use today to find and attract top candidates
on a consistent basis.
66

67. How does the
recruiting tool work?
Load the contacts from your Centers of Influence
Load names from other lists
Schedule the reminder emails, holiday cards, and newsletter
Forget it
Watch the resumes flow in year round
67

68. Sample
1,500 contacts loaded into the system/emailed
750 people opened the email within an hour
220 people requested information
8 people said they were looking for a career change
20 phone interviews
4 face-to-face interviews
2 hires
Now that the system is set up, auto recruiting email
reminders will go out quarterly along with holiday cards
and a recruiting newsletter.
68

69. What is included?
Automated system for sending recruiting emails,
holiday cards, motivational messages, and recruiting
newsletter.
Reports on results, tracking, etc.
Weekly training on maximizing the system.
Fantastic customer support on loading contacts.
69

70. Story boards describing the career
Story boards for Centers of Influence
Holiday Cards
Recruiting Newsletter
70
What is included?

71. Overview Video
71

72. What is the investment?
$60 monthly for 12 month subscription
email me to get started or for more info
ssuggs@salesmanage.com
72

73. cts lsalesproÄle
History of CTS
break - be back at 2pm
• Dr. Larry Craft and his team and SMS’s 30+ years sales and
sales management experience
• 800+ high activity salespeople
• 125 were agents, selling/servicing team members
• Collected - production data, performance ratings, manager
input
recruit the best 73

74. 9 Traits
74

75. validated for
high-activity sales professionals
Sets Appointments
Handles rejection
Maintains High Activity
Finds prospects
Sells face-to-face
75

76. CTS Sales Profile Report
Reliability Index
I don’t understand
High
Moderate
Low
I don’t care
76

77. CTS Sales Profile Report
Response Distortion Index
Low
Moderate
High
NO FAKING ALLOWED
77

78. sales reports
recruiting coaching
78

79. Overview
of Traits
cts lsalesproÄle
Sales Coaching Report 2/17/14 1:23 PM
! Sales Coaching Report - Primary Traits
for corey brown Mar, 01 2013
0 | | | | 50 | | | | 100
Deadline
Motivation 95
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.
Recognition Drive 62
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.
Assertiveness 86
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.
Independent Spirit 87
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 17
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. As a result, High Scorers thoroughly enjoy helping others whenever
possible and gravitate toward market segments that are more personal and relationship-centered. They are expressive when it comes to sharing
their feelings and emotions. Low Scorers, on the other hand, are better able to prioritize their time because they can stay on task without being
distracted by personal problems. They are more controlled when it comes to expressing emotions.
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.
Belief in Others 84
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.
79
https://www.ctssalesprofile.com/cgi-bin/reports.pl Page 2 of 12

80. Sales Coaching Report 12/13/13 2:55 PM
! Sales Coaching Report - Deadline Motivation
for Rosie Abrams Feb, 25 2013
0 | | | | 50 | | | | 100
Deadline Motivation 95
General Statement:
Salespeople who score high on the Deadline Motivation scale enjoy sales positions that offer unlimited income opportunities and fast goal-achievement
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 self-imposed
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.
https://www.ctssalesprofile.com/cgi-bin/reports.pl Page 4 of 13
cts lsalesproÄle
Coaching
Recommendations
80

81. Sales Profile Report 2/17/14 1:18 PM
! Sales Profile Report
for corey brown Mar, 01 2013
Score
95 high
Coaching
SF Selling Team Member
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 Coaching Report,
which provides specific, personalized coaching recommendations for each of this individual's traits.
Ego Drive Score 82 Empathy Score 75
The ego drive score shows a salesperson's immediate push to get a lot of sales done to meet short deadlines or to
persuade prospects and find satisfaction and recognition doing so. The Empathy Score shows a salesperson's
capacity to understand, be sensitive to, and share in the feelings and thoughts of prospects, clients or customers.
0 | | | | 50 | | | | 100
LESS THAN 2 HRS/MONTH
Primary Traits SCORES
Deadline Motivation 95
Recognition Drive 62
Assertiveness 86
Independent Spirit 87
Analytical 17
Compassion 49
Self-Promotion 77
Belief in Others 84
Optimism 73
Reliability
High
Response Distortion
Low
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.
•
• Moderate Reliability suggests these results be cross-validated with personal interviews and reference checks.
Low Reliability indicates invalid results due to the individual's responses while completing the questionnaire. Do
not use these results.
High Reliability indicates the individual understood the questions and responded to them in a way that has
been shown to be predictive.
•
The Response Distortion Index measures the individual's tendency to intentionally or unintentionally answer the
questions in a way to exaggerate strengths and downplay weaknesses 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
weaknesses and suggests these results be cross-validated with personal interviews and reference checks.
•
https://www.ctssalesprofile.com/cgi-bin/reports.pl Page 1 of 3
cts lsalesproÄle
Overall
Score
Drive
(82)
Horsepower
in
our
sales
engine
(high
power)
Drag
on
engine
(low
drag)
36%
16%
High Producing Selling
Team Member
81

82. Sales Profile Report 2/17/14 1:21 PM
! Sales Profile Report
High Producing Selling
Team Member
for corey brown Mar, 01 2013
The first page of this Sales Profile Report contains validated information and compatibility scores for high-activity sales. This following
information IS NOT validated information and should not be used for making hiring decisions. It can be used to suggest and structure
additional interview questions that check a rep's ability to do certain sales tasks or competencies.
The nine Primary Traits blend together to form someone's personality. Sales managers or recruiting personnel realize that each trait alone, or in
combination, may affect the performance of necessary sales competencies. That's why we include them with detailed coaching strategies in the
Sales Coaching Report. For example, if Finding Prospects requires networking, a candidate with low Assertiveness and low Recognition Drive may
find it stressful to build relationships each month for the purpose of finding prospects. Also, while Deadline Motivation helps a rep Maintain High-
Activity, high Compassion and high Analytical scores slow down activity levels while low scores for these Primary Traits speed them up. Because
these Sales Competencies 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 and they suggest areas for investigation when interviewing
candidates. (Please refer to the coaching recommendations in the Sales Coaching Report for additional insight relating to the interaction between
the Primary Traits.)
0 | | | | 50 | | | | 100
© 2014 SalesManage Solutions.
Sales
Competencies SCORES
Finds Prospects 80
Gets out of the office or store and looks for prospects among people in the community. Examples include
- joins networking groups, participates in community service organizations, and attends civic events.
Maintains High-
Activity 79
Has the drive and energy necessary to maintain the number of sales activities required for short sales
cycles.
Handles Rejection 78
Bounces back from rejection with an optimistic outlook and continues high activity levels.
Sets Appointments 78
Contacts prospects by phone to schedule a first appointment. (same traits needed as Handles Rejection
since a sales rep faces a large amount of rejection in a short period of time.)
Sells Face-to-Face 76
Performs sales process: asks questions about needs, wants, and problems; listens; presents solutions with
enthusiasm; overcomes fears, concerns, or answers questions with confidence; asks for a decision, and
takes immediate action to complete the sale; asks for referrals (other people or businesses); and provides
service and follow-up for the purpose of maintaining a book of business for additional sales and referrals.
(While this measures tendencies in the personality, the parts of the sales process requiring training or
coaching will depend upon the individual makeup of the nine Primary Traits and the person?s previous
experience/training.)
82

83. Sales Profile Report 2/17/14 1:28 PM
! Sales Profile Report
for karen mcclellan Sep, 14 2013
Score
30 low-moderate
Coaching
SF Selling Team Member
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 Coaching Report,
which provides specific, personalized coaching recommendations for each of this individual's traits.
Ego Drive Score 35 Empathy Score 75
The ego drive score shows a salesperson's immediate push to get a lot of sales done to meet short deadlines or to
persuade prospects and find satisfaction and recognition doing so. The Empathy Score shows a salesperson's
capacity to understand, be sensitive to, and share in the feelings and thoughts of prospects, clients or customers.
0 | | | | 50 | | | | 100
6-8 HRS/MONTH
Primary Traits SCORES
Deadline Motivation 43
Recognition Drive 5
Assertiveness 32
Independent Spirit 58
Analytical 37
Compassion 95
Self-Promotion 5
Belief in Others 38
Optimism 46
Reliability
High
Response Distortion
Low
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.
•
• Moderate Reliability suggests these results be cross-validated with personal interviews and reference checks.
Low Reliability indicates invalid results due to the individual's responses while completing the questionnaire. Do
not use these results.
High Reliability indicates the individual understood the questions and responded to them in a way that has
been shown to be predictive.
•
The Response Distortion Index measures the individual's tendency to intentionally or unintentionally answer the
questions in a way to exaggerate strengths and downplay weaknesses 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
weaknesses and suggests these results be cross-validated with personal interviews and reference checks.
•
https://www.ctssalesprofile.com/cgi-bin/reports.pl Page 1 of 3
cts lsalesproÄle
Drive
(65)
Horsepower
in
our
sales
engine
(low
power)
Drag
on
engine
(high
drag)
Low Producing Selling
Team Member
83

84. Sales Profile Report 2/17/14 1:29 PM
! Sales Profile Report
Low Producing Selling
for karen mcclellan Sep, 14 2013
Team Member
The first page of this Sales Profile Report contains validated information and compatibility scores for high-activity sales. This following
information IS NOT validated information and should not be used for making hiring decisions. It can be used to suggest and structure
additional interview questions that check a rep's ability to do certain sales tasks or competencies.
The nine Primary Traits blend together to form someone's personality. Sales managers or recruiting personnel realize that each trait alone, or in
combination, may affect the performance of necessary sales competencies. That's why we include them with detailed coaching strategies in the
Sales Coaching Report. For example, if Finding Prospects requires networking, a candidate with low Assertiveness and low Recognition Drive may
find it stressful to build relationships each month for the purpose of finding prospects. Also, while Deadline Motivation helps a rep Maintain High-
Activity, high Compassion and high Analytical scores slow down activity levels while low scores for these Primary Traits speed them up. Because
these Sales Competencies 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 and they suggest areas for investigation when interviewing
candidates. (Please refer to the coaching recommendations in the Sales Coaching Report for additional insight relating to the interaction between
the Primary Traits.)
0 | | | | 50 | | | | 100
© 2014 SalesManage Solutions.
Sales
Competencies SCORES
Finds Prospects 32
Gets out of the office or store and looks for prospects among people in the community. Examples include
- joins networking groups, participates in community service organizations, and attends civic events.
Maintains High-
Activity 37
Has the drive and energy necessary to maintain the number of sales activities required for short sales
cycles.
Handles Rejection 30
Bounces back from rejection with an optimistic outlook and continues high activity levels.
Sets Appointments 30
Contacts prospects by phone to schedule a first appointment. (same traits needed as Handles Rejection
since a sales rep faces a large amount of rejection in a short period of time.)
Sells Face-to-Face 52
Performs sales process: asks questions about needs, wants, and problems; listens; presents solutions with
enthusiasm; overcomes fears, concerns, or answers questions with confidence; asks for a decision, and
takes immediate action to complete the sale; asks for referrals (other people or businesses); and provides
service and follow-up for the purpose of maintaining a book of business for additional sales and referrals.
(While this measures tendencies in the personality, the parts of the sales process requiring training or
coaching will depend upon the individual makeup of the nine Primary Traits and the person?s previous
experience/training.)
84

85. Highly Rated
Service Team
Member
! Sales Profile Report
for Megan Bailey Aug, 05 2013
Score
63 moderate-high
Coaching
SF Service Team Member
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 Coaching Report,
which provides specific, personalized coaching recommendations for each of this individual's traits.
Ego Drive Score 48 Empathy Score 45
The ego drive score shows a salesperson's immediate push to get a lot of sales done to meet short deadlines or to
persuade prospects and find satisfaction and recognition doing so. The Empathy Score shows a salesperson's
capacity to understand, be sensitive to, and share in the feelings and thoughts of prospects, clients or customers.
0 | | | | 50 | | | | 100
2-4 HRS/MONTH
Primary Traits SCORES
Deadline Motivation 56
Recognition Drive 19
Assertiveness 56
Independent Spirit 57
Analytical 95
Compassion 49
Self-Promotion 43
Belief in Others 84
Reliability
High
Response Distortion
Moderate
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.
•
• Moderate Reliability suggests these results be cross-validated with personal interviews and reference checks.
Low Reliability indicates invalid results due to the individual's responses while completing the questionnaire. Do
not use these results.
High Reliability indicates the individual understood the questions and responded to them in a way that has
been shown to be predictive.
•
The Response Distortion Index measures the individual's tendency to intentionally or unintentionally answer the
questions in a way to exaggerate strengths and downplay weaknesses 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
weaknesses and suggests these results be cross-validated with personal interviews and reference checks.
•
High Response Distortion Indicates a tendency to deny weaknesses and emphasize only strength leading to an
inaccurate profile and an invalid score. Do not use these results.
•
85
https://www.ctssalesprofile.com/cgi-bin/reports.pl Page 1 of 3

86. Low Rated
Service Team
Member
Sales Profile Report 2/17/14 1:39 PM
! Sales Profile Report
for Josh Winkler Feb, 28 2013
Score
42 moderate
Coaching
SF Service Team Member
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 Coaching Report,
which provides specific, personalized coaching recommendations for each of this individual's traits.
Ego Drive Score 10 Empathy Score 78
The ego drive score shows a salesperson's immediate push to get a lot of sales done to meet short deadlines or to
persuade prospects and find satisfaction and recognition doing so. The Empathy Score shows a salesperson's
capacity to understand, be sensitive to, and share in the feelings and thoughts of prospects, clients or customers.
0 | | | | 50 | | | | 100
4-6 HRS/MONTH
Primary Traits SCORES
Deadline Motivation 5
Recognition Drive 5
Assertiveness 16
Independent Spirit 21
Analytical 17
Compassion 95
Self-Promotion 22
Belief in Others 21
Reliability
High
Response Distortion
Moderate
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.
•
• Moderate Reliability suggests these results be cross-validated with personal interviews and reference checks.
Low Reliability indicates invalid results due to the individual's responses while completing the questionnaire. Do
not use these results.
High Reliability indicates the individual understood the questions and responded to them in a way that has
been shown to be predictive.
•
The Response Distortion Index measures the individual's tendency to intentionally or unintentionally answer the
questions in a way to exaggerate strengths and downplay weaknesses 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
weaknesses and suggests these results be cross-validated with personal interviews and reference checks.
•
High Response Distortion Indicates a tendency to deny weaknesses and emphasize only strength leading to an
inaccurate profile and an invalid score. Do not use these results.
•
86
https://www.ctssalesprofile.com/cgi-bin/reports.pl Page 1 of 3

87. Sample Coaching Interaction with an Agent
Jacob Roberts and Diana Pace
To: Marilyn Lewis marilyn.lewis.b63d@statefarm.com
Diana Pace - The concerns that I have with Diana relate to the low Deadline Motivation and high Analytical. Because of the fast pace and
multitasking requirements in a State Farm office, I normally like to see the Deadline Motivation above 40.
The other concern is the low Optimism. If you decide to move ahead with her, pay attention during the interview to the pace at which she
answers questions and her energy level. The reference check will be very important. Explore with the references whether or not she manages
her time well, can multitask, and is able to work under pressure on a daily basis. Also explore how well she gets along with others. Individuals
with high assertiveness and low Optimism may struggle with quickly speaking their mind in a negative way. Ask the questions on the CTS
Supplemental Questionnaire related to optimism and Deadline Motivation.
If, during the interview process, you can get past the low deadline motivation and low optimism, I like her high assertiveness high analytical,
moderate Self Promotion and high Belief in Others. She has the confidence to pivot.
Jacob Roberts – the low Deadline Motivation score is a concern along with the low trust of people in the low Belief in Others score. With a
low Deadline Motivation score, it is important to measure work ethic. Sometimes individuals who have an extremely hard work ethic may have
the energy to overcome a low sense of urgency. The reference check is important to help determine how hard a person will work and manage
their time well.
On the positive side, I like his high Recognition Drive, High assertiveness, which will help him pivot. Even though he has low Deadline
Motivation the high Recognition Drive, high Assertiveness, and moderate Independent Spirit give him an overall Ego Drive score 44. For
service people, having an ego drive score above 40 is important in order for them to have enough energy to work at a fast pace.
Marilyn’s
response
a.er
the
interview
-­‐
Just
to
let
you
know.
I
took
your
advice
on
the
interview
process.
Jacob
was
awesome
and
Diana
bombed
big
me.
Really
interesng
how
it
went.
87
Email exchange

88. break - be back at 3pm
Interviewing Skills
Attract the Best,
Repel the Rest.
recruit the best 88

89. Developing your Interviewing Skills
Dr. Antonio Damasio -
Emotion is critical to the
decision process.
recruit the best 89

90. Developing your Interviewing Skills
Too much emotion clouds
logic.
recruit the best 90

91. Critical balance
between
logic and emotion
Developing your Interviewing Skills
recruit the best 91

92. Developing your Interviewing Skills
The solution - interviewing
skills using prepared
questions that measure
specific traits and skills.
recruit the best 92

93. Developing your Interviewing Skills
What causes us to
like other people?
Talking about ourselves causes us to like others
• Listen 80%, talk 20%.
• Keep you emotions in neutral - you’ll get the real candidate.
• Don’t tell personal stories.
• Don’t agree with the candidate.
93

94. Developing your Interviewing Skills
What causes us to
like other people?
Talking about ourselves causes us to like others
• Step out of the “socializing” zone and into the “interviewing”
zone.
• Take off your “Sales” hat and put on your “Selection” hat.
94

95. Developing your Interviewing Skills
What causes us to
like other people?
Rescuing others creates a bond. We like people we
rescue.
• When a candidate is struggling with a question, keep your
emotions in neutral and move to the next question.
95

96. The best shine, the worst struggle.
96

97. Developing your Interviewing Skills
A thorough interview process attracts strong
candidates and repels weak candidates.
• Follow the system as written.
• Ask for specific examples.
• Ask the questions as written. If the candidate does not
understand the question, tell them to answer based on their
understanding.
• Ask the questions in order.
• If candidate rambles, interrupt and ask, “What was my
question.”
97

98. More interview tips
• If a candidate asks, “How did I do?”, or if you do not wish to
hire the candidate, say ...
“We are looking at several candidates, and we will
consider your information as we make our
decision.”
98

99. More interview tips
• Do not paint an unrealistic picture of the job and the
challenges.
99

100. More interview tips
• During the final interview, spend the most time on the areas
of concern.
• Remember - selling is more stressful than the interview. If
candidates can’t handle the interview, they will not perform
well under the stress of a sales job.
Break up into pairs to practice interviews
100

101. Thank you for allowing me to serve you.
Download Slides - bit.ly/RecruitTheBestSF
or
bit.ly/RecruitTheBestSF2
1 FREE CTS Sales Profile - Code SF1Free
Go to www.CTSsalesprofile.com/
click Buy Now enter code
101

102. How I help you from here: CTS
CTSSalesProfile.com
annual contract unlimited use
10 $49 monthly code SFU10
10 $69 monthly code SFU10
$95 each
On phone coaching included
102

103. How I help you from here: Self Study:
Today Only
Book $22.00 hard cover
Field Manual for Sales $90.00
Field Manual for Service $20.00
All 3 $125
103

104. Other Resources
• LinkedIn Recruiting Training Videos
tinyurl.com/RecruitonLinkedIn

105. What is the investment?
$60 monthly for 12 month subscription
email me to get started or for more info
ssuggs@salesmanage.com
105

106. Thank you for allowing me to serve you.
Contact Information:
Steve Suggs 865-567-2871 ssuggs@salesmanage.com
www.CanTheySell.com
www.CTSsalesProfile.com
www.SalesManage.com/blog - 40 recruiting videos
video overview of Recruit the Best system http://bit.ly/
RecruitTheBest
106