Sales Job Developer Assessment for Unique Value Sales position.

Organisatie
Naam Samual Sample
A BC Bedrijf
Functie Unique Value Sales
Datum zondag 13 maart 2016
7755 Montgomery Road, Suite 180
Cincinnati, Ohio 45236
Tel 513.792.7500 Fax 513.793.8535
support@devinegroup.com
www.devinegroup.com
Develop Report™
Afgedrukt maandag 14 maart 2016
powered by The Devine Inventory®Copyright © 2016 The Devine Group. All rights reserved.

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De gedragspatronen van Devine Inventory®: 33 gedragspatronen en hun definities.
De rol van de leerling
In een oogopslag: Overzicht van uw matches met het Success Profile plus een grafiek met competentieresultaten
Opbouw van de Competenties: Gedetailleerde weergave van gedragspatronen en percentielscores waaruit het
competentieresultaat ontstaat en een toelichting op de resultaten.
Overzicht van gedragspatronen: Grafische weergave van gedragspatronen, scores en matches met het Success Profile.
Devine Inventory®-profiel: Gedetailleerde weergave van de persoonlijke scores op een schaal van
0-9, met een toelichting op de betekenis van elke score.
Beoordeling van groei en ontwikkeling: Toelichting op sterke punten en ruimte voor groei. Bij de ontwikkelingsgebieden biedt
het model voor nieuw gedrag een voorbeeldvisie van toekomstig succes. Onder groeitips vallen activiteiten en verdere
informatie om verandering te realiseren.
Uw groei- en ontwikkelingsplan: Helpt belangrijke aandachtsgebieden samen te vatten en een actieplan voor ontwikkeling
samen te stellen. Stimuleert samenwerking met uw supervisor om doelen te bereiken.
dat specifiek isAan de hand van het CoreDevelop -verslag kunt u beoordelen in hoeverre u overeenkomt met het Success Profile
opgesteld voor de functie binnen uw organisatie.
Het Success Profile : twee belangrijke componenten
1.
2.
Ten eerste worden de 33 gedragspatronen gerangschikt op basis van hun relevantie voor het uitvoeren van de functievereisten
binnen de cultuur van uw organisatie. De gedragspatronen worden gerangschikt en gepresenteerd op drie pagina's met elk elf
gedragspatronen, waarbij het belangrijkste gedragspatroon wordt weergegeven op de eerste pagina, het op een na belangrijkste
gedragspatroon op de tweede pagina, enzovoort.
Met de tweede component wordt de vereiste gedragssterkte aangegeven. Het gewenste bereik van gedragsontwikkeling wordt
aangeduid op de algehele schaal van 0-9 voor elk gedragspatroon.
Opmerking: een Success Profile mag alleen worden voorbereid in overleg met een gecertificeerde deskundige.
Overwegingen voor gedragsmatches:
-
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Een score wordt als match beschouwd als deze minimaal binnen het gewenste bereik van het Success Profile ligt en niet 'zeer
marginaal' is (9).
Gedragsscores die onder het gewenste bereik van het Success Profile liggen, moeten zorgvuldig worden beoordeeld omdat ze
succesvolle functieprestaties in de weg kunnen staan.
Als de score in het gedeelte 'zeer marginaal' (9) ligt, is ook ontwikkeling nodig.
Als een gedragspatroon twee scores omvat (gesplitste score), wordt het niet als match beschouwd, tenzij beide scores een
match zijn. De gesplitste score geeft aan dat het gedragspatroon variaties vertoont afhankelijk van omstandigheden .
Develop Report™
Inzicht in uw Devine Inventory Develop™-verslag:
Over het assessment:
Devine Inventory® wordt al meer dan 30 jaar gebruikt en geeft informatie over 33 gedragspatronen en 12 competenties.
Inhoud van Devine Inventory® Develop™:
powered by The Devine Inventory®
2/20
Copyright © 2016 The Devine Group. All rights reserved.

Samual Sample
Unique Value Sales
Develop Report™
Gedragspatroon
Afsluiting
Assertiviteit
Besluitvaardigheid
Communicatie
Competitiviteit
Concentratie
Conflictbeheersing
Creativiteit
Doelgerichtheid
Ego
Eigen verantwoordelijkheid
Empathie
Initiatief
Intensiteit
Invloed
Kennisoverdracht
Leren
Luisteren
Mobiliteit
Onderhandelen
Oog voor detail
Plannen
Planningsgerichtheid
Presentatiestijl
Reactie op veranderingen
Relaties met autoriteit
Sociale vermogens
Structuur
Timemanagement
Verwantschap
Vitaliteit
Voltooiing van taken
Zelfbeheersing
Devine Inventory®-Gedragspatroon
Definitie
Samen met anderen afspraken maken over en uitvoeren van acties
Assertief zijn, de koe bij de horens vatten
Makkelijk en snel een bepaalde richting kiezen
Informatie geven en ontvangen
Voordeel behalen via team of persoonlijke inspanning(en).
Zich concentreren en voorkomen van afleiding
Zich mengen in meningsverschillen en deze oplossen
Nieuwe mogelijkheden zien, zowel praktisch als theoretisch
De ambitie en het verlangen de beste te willen zijn.
Respect afdwingen en zelfvertrouwen tonen
Zijn eigen verantwoordelijkheid nemen.
De gevoelens van anderen aanvoelen en reageren op hun behoeften.
Uit zichzelf initiatief ontplooien
De hoeveelheid druk en stress die iemand ervaart.
Zijn ideeën geaccepteerd krijgen
Coachen, onderrichten of informatie delen met anderen.
Kennis, vaardigheden en capaciteiten bevorderen
Proberen te begrijpen wat anderen zeggen.
Zich voegen naar de eis te reizen of te verhuizen
Effectief kunnen onderhandelen naar een sterke positie
Een vaardige en deskundige expert zijn door aandacht voor feiten en ervaringen.
Strategieën bedenken en implementeren voor zowel korte als lange termijn
Opstellen van en zich houden aan afspraken over tijd
Tijdens presentaties de aandacht vasthouden.
Zijn werk makkelijk aanpassen aan nieuwe richtingen
Samenwerken met en respect tonen voor leiders
Een relatienetwerk opbouwen
Orde aanbrengen en georganiseerd blijven
Efficiënt met tijd omgaan
De doelen en richtlijnen van de organisatie ondersteunen
Zijn energieniveau vasthouden en uithoudingsvermogen hebben
Bezig blijven met een taak tot deze volledig is uitgevoerd
Professionaliteit en rust behouden
3/20

Develop Report™
De rol van de leerling
Leren is een doorlopend, op persoonlijke motivatie gebaseerd proces om zinvolle
ervaringen op te doen die tot groei en ontwikkeling leiden.
Wat is een effectieve leerling?
Laat zien dat hij of zij vanuit zichzelf gemotiveerd is
Stelt normen en is bereid zichzelf hieraan te meten
Toont een natuurlijke nieuwsgierigheid
Luistert aandachtig
Is bereid risico's te nemen
Investeert tijd en energie
Geeft toe dat hij of zij iets niet weet
Haalt informatie uit verschillende bronnen
Hoe het Devine Inventory Develop Report gebruiken
Lees het volledige rapport zorgvuldig
Voltooi de Groei en Ontwikkeling Plan pagina
Probeer niet te veel ideeën in een keer om te zetten
Maak tijd en plaats om uw plan te
Focus op prestatieverbetering tijdens de bijeenkomst
Leg je uw ontwikkelingsdoelen en actieplannen vast
Bespreek hoe je begeleider je kan helpen om je ontwikkeling te ondersteunen
Luister begripsvol
Leg een vervolgdatum voor de bespreking van de vorderingen
4/20

BehaviorMatch™
Totaal aantal matches
25
Bovenste elf gedragspatronen
5
Middelste elf gedragspatronen
10
Onderste elf gedragspatronen
10
Gemiddeld aantal matches voor dit Success Profile is 21.
Develop Report™
Samual Sample In een oogopslag
Competenties
1 20 40 60 80 99
Accepteert verantwoordelijkheid
Procesgerichtheid
Bereidheid tot reizen
Effectieve vraagstelling en kwalificatie
Uitdaging/groei/verandering
Inzicht in situatie
Beheersen en sluiten
Omgaan met conflicten
Verkoopsprospectie
Zelfbewustzijn
Actie ondernemen
Probleemoplossend vermogen
Ambitie en drive
Effectiviteit van relaties
Geen behoefte aan goedkeuring
Weerlegging van bezwaren
Accepteert regels en leiding
Emotioneel objectief
Positieve blik
85
80
74
72
72
63
61
59
57
53
51
51
50
48
48
42
38
25
19
Percentielen
5/20

85%
80%
Planningsgerichtheid (6)Concentratie (4)
Structuur (5)
Oog voor detail (7)
Voltooiing van taken (5)
74%
72%
Bereidheid tot reizen (Is flexibel bij het zoeken naar een balans tussen klantbezoeken en werkzaamheden op kantoor.)
Mobiliteit (6)
Effectieve vraagstelling en kwalificatie (Volgt zelfverzekerd een gestructureerde benadering om te bepalen of een prospect 'past' binnen
het bedrijf.)
(Inv) Empathie (4)Assertiviteit (6)
Structuur (5)
Ego (4)
Luisteren (5)
72% Uitdaging/groei/verandering (Is in staat buiten paden te treden, met een open blik om te leren en veranderingen te accepteren.)
Reactie op veranderingen (4) Eigen verantwoordelijkheid (6)Leren (5)
Initiatief (4)
63% Inzicht in situatie (Kan observeren en inschatten of de prospect bereid is een zakelijke relatie aan te gaan)
Besluitvaardigheid (4)
Initiatief (4)
Oog voor detail (7)
Leren (5)
Creativiteit (4)
Zelfbeheersing (4)
Luisteren (5)
61% Beheersen en sluiten (Wil het verkoopproces op een natuurlijke manier aansturen en naar een beslissing leiden; is eerder geneigd te leiden
dan te volgen)
Conflictbeheersing (6)Assertiviteit (6)
Competitiviteit (4)
Invloed (5)
59% Omgaan met conflicten (Gaat op een opbouwende manier om met conflicten, zoekt een oplossing waarbij voordelen ten opzichte van de
concurrentie behouden blijven)
Onderhandelen (4) Conflictbeheersing (6)
57% Verkoopsprospectie (Beschikt over het vertrouwen en de energie om op zoek te gaan naar prospects)
Doelgerichtheid (6)
Eigen verantwoordelijkheid (6)
Develop Report™
Opbouw van de competencies
Accepteert verantwoordelijkheid (Draagt de verantwoordelijkheid voor persoonlijke resultaten, gaat bij zichzelf na hoe prestaties kunnen
worden verbeterd)
Procesgerichtheid (Werkt effectief aan een regio of groep accounts en is de klant efficiënt van dienst)
Intensiteit (4)
Vitaliteit (2)
Ego (4)
(Inv) Empathie (4)
Communicatie (5)
6/20

53%
51%
Develop Report™
Zelfbewustzijn (Toont zelfkennis van sterke punten en punten die voor verbetering vatbaar zijn om middelen te kunnen inzetten waar nodig)
Self-Insight Rating (53,00)
Actie ondernemen (Is gemotiveerd en betrokken om initiatief te nemen en doelstellingen uit te voeren)
Afsluiting (5)
Reactie op veranderingen (4)
Initiatief (4)
Intensiteit (4)
51% Probleemoplossend vermogen (Weet een situatie te beoordelen en bedenkt oplossingen die voldoen aan de unieke behoeften van de
klant)
Leren (5)Creativiteit (4)
Luisteren (5)
(Mid) Zelfbeheersing (4)
Plannen (2~6)
50% Ambitie en drive (Laat een winnaarsmentaliteit zien en probeert in alles uit te blinken)
Initiatief (4)Ego (4)
Timemanagement (6)
Doelgerichtheid (6)
Vitaliteit (2)
48% Effectiviteit van relaties (Werkt graag aan goede relaties met prospects en klanten)
Empathie (4)Communicatie (5)
Presentatiestijl (3)
Kennisoverdracht (5)
Sociale vermogens (5)
48% Geen behoefte aan goedkeuring (Benadert prospects en klanten als zakelijke kansen in plaats van mogelijkheid om in de eigen
behoeften te voorzien)
Ego (4) (Inv) Empathie (4) (Inv) Sociale vermogens (5)
42% Weerlegging van bezwaren (Geeft effectief tegengas wanneer klanten/prospects hem of haar proberen af te schepen of bezwaren maken)
(Inv) Oog voor detail (7) (Inv) Empathie (4)Besluitvaardigheid (4)
Assertiviteit (6)
38% Accepteert regels en leiding (Wil graag interactie en toezicht tijdens het uitvoeren van functieverantwoordelijkheden)
Relaties met autoriteit (4) Verwantschap (3) (Inv) Competitiviteit (4)
25% Emotioneel objectief (Kan objectief blijven en een afstand tot de prospect behouden wanneer het verkoopproces wordt doorlopen)
Plannen (2~6) Structuur (5)Zelfbeheersing (4)
(Inv) Empathie (4)
19% Positieve blik (Is optimistisch over de toekomst en straalt zelfvertrouwen uit tijdens het doorlopen van de verschillende fasen van het
verkoopproces)
Initiatief (4) Reactie op veranderingen (4)
Ego (4)
Vitaliteit (2)
7/20

0%
10%
30%
20%
Gedragsscores
70%
60%
50%
40%
Sterke punten Voldoende Ruimte voor groei Hoge marginale scores Lage marginale scores
24%
69%
6%
0% 0%
Overzicht van gedragspatroon
Sterke punten Voldoende
Afsluiting (5)
Communicatie (5)
Competitiviteit (4)
Concentratie (4)
Creativiteit (4)
Ego (4)
Empathie (4)
Initiatief (4)
Intensiteit (4)
Invloed (5)
Kennisoverdracht (5)
Leren (5)
Luisteren (5)
Onderhandelen (4)
Presentatiestijl (3)
Reactie op veranderingen (4)
Relaties met autoriteit (4)
Sociale vermogens (5)
Structuur (5)
Verwantschap (3)
Voltooiing van taken (5)
Zelfbeheersing (4)
þ
þ
þ
þ
þ
þ
þ
þ
þ
þ
þ
þ
þ
þ
þ
þ
þ
Ruimte voor groei/marginale score
Plannen (2~6)
Vitaliteit (2)
þ
þ
þ
þ
þ
þ
þ
þ
þ
Assertiviteit (6)
Conflictbeheersing (6)
Doelgerichtheid (6)
Mobiliteit (6)
Oog voor detail (7)
Planningsgerichtheid (6)
Timemanagement (6)
= is een match met Success Profile
8/20

Develop Report™
High
Marginal
98653
Moet worden
ontwikkeld
1 2
Low
Marginal
0
Voldoende
4
Sterke punten
7
BOVENSTE ELF
GEDRAGSPATRONEN
þDOELGERICHTHEID (6) tevreden met
zichzelf/zelfgenoegzaa
m ▬▬ ▬
nooit tevreden
l
INITIATIEF (4) heeft leiding nodig
▬▬▬ ▬
overschrijdt grenzen
l
VITALITEIT (2) vermoeid
▬▬▬ ▬
dwangmatige
energie
l
EGO (4)
▬▬▬
vol zelfkritiek is uit op erkenning
l
þTIMEMANAGEMENT (6) verspilt tijd
▬▬▬ ▬
beheert tijd tot op
seconde
l
þCONFLICTBEHEERSING (6)
trekt zich terug
▬▬▬ ▬
Stuurt naar een
oplossing toe
l
þASSERTIVITEIT (6) gedomineerd
▬▬ ▬
dominant
l
COMPETITIVITEIT (4) afhankelijk van groep
▬▬▬ ▬
permanente drang
om te winnen
l
PLANNEN (2~6) behoudend
▬▬▬ ▬
zeer toekomstgericht
nl
CREATIVITEIT (4) fantasieloos
▬▬▬ ▬
inventief/onpraktisch
l
þZELFBEHEERSING (4)
▬▬▬ ▬wispelturig beheerst/afstandelijk
l
þ = is een match met Success
Profile
= gewenste bereik op basis van Succes Profile
▬n = eigen gedragscore van de
deelnemer
l = deelnemer gedrag score
Devine Inventory®-profile
9/20

Develop Report™
High
Marginal
98653
Low
Marginal
0
Voldoende
4
Sterke punten
7
MIDDELSTE ELF
GEDRAGSPATRONEN
Moet worden
ontwikkeld
1 2
þINVLOED (5)
▬▬▬▬
passief drijft ideeën door
l
BESLUITVAARDIGHEID (4)
▬▬▬▬
blijft peinzen riskant/impulsief
l
þLEREN (5)
▬▬▬▬
verzet zich wil altijd alles
weten
l
þLUISTEREN (5)
▬▬▬▬
selectief gehoor achterdochtig/te
aandachtig
l
þEIGEN VERANTWOORDELIJKHEID (6)
▬▬▬
ontwijkt schuld neemt alles op zich
l
þONDERHANDELEN (4)
▬▬▬▬
ontwijkt/trekt zich terug wil hoe dan ook
winnen
l
þAFSLUITING (5)
▬▬▬ ▬
valse start/aarzelt onproductieve
belasting van
anderen
l
þINTENSITEIT (4)
▬▬▬▬
ontspannen overspannen
l
þEMPATHIE (4)
▬▬▬ ▬
onpersoonlijk overgevoelig
l
þSOCIALE VERMOGENS (5)
▬▬▬ ▬
kieskeurig/selectief geforceerde
vriendelijkheid
l
þCOMMUNICATIE (5)
▬▬▬ ▬
gesloten praat lukraak
l
= eigen gedragscore van de
deelnemer
▬= gewenste bereik op basis van Succes Profilel= deelnemer gedrag score= is een match met Success
Profile
þ n
Devine Inventory®-Profil
10/20

Develop Report™
High
Marginal
98653
Moet worden
ontwikkeld
1 2
Low
Marginal
0
Voldoende
4
Sterke punten
7
ONDERSTE ELF
GEDRAGSPATRONEN
PRESENTATIESTIJL (3)
▬▬▬▬
stijf te dramatisch
l
þ KENNISOVERDRACHT (5)
▬▬▬houdt zich
in/zelfbeschermend
vertelt te veel/preekt
l
þ CONCENTRATIE (4)
▬▬▬niet
geconcentreerd/afgelei
d
tunnelvisie/overgeco
ncentreerd
l
þ STRUCTUUR (5)
▬▬▬
chaotisch overgeorganiseerd
l
þ VOLTOOIING VAN TAKEN (5)
▬▬▬
vertrouwt op anderen stelt onrealistische
normen
l
þ OOG VOOR DETAIL (7)
▬▬▬vindt details
onbelangrijk
haarkloverij
l
þ PLANNINGSGERICHTHEID (6)
▬▬▬legt zich niet vast legt zich te veel vast
l
þ MOBILITEIT (6)
▬▬▬
honkvast onnodige
bewegingen,
rusteloos
l
þ REACTIE OP VERANDERINGEN (4)
▬▬▬▬
rechtvaardigt
status-quo
dol op
veranderingen
l
þ RELATIES MET AUTORITEIT (4)
▬▬▬daagt uit/biedt
weerstand
blinde loyaliteit
l
þ VERWANTSCHAP (3)
▬▬▬ondernemend ten koste van alles
loyaal aan
organisatie
l
= eigen gedragscore van de
deelnemer
l = deelnemer gedrag score n ▬ = gewenste bereik op basis van Succes Profile= is een match met Success
Profile
þ
Devine Inventory®-profiel
11/20

Develop Report™
Growth & Development Review
Well Developed Strengths
There are certain behavior patterns that contribute to high-level performance. Knowledge about these behavior patterns can be especially useful
when making choices about challenges-both now and in the future. Each strength that is well developed serves as a positive model or example
for others. Analysis of your completed Devine Inventory indicates strengths in the following areas:
Assertiveness (6)
You are self-confident and have strong conviction when expressing your opinions, even if it creates disagreements. You accept others as equals
and are respectful when considering their opinions and ideas. As an action-oriented person who is always striving to create productive
relationships and get ahead, you act assertively without being overbearing. Others tend to respond positively to you as a leader and are
comfortable in your presence.
Conflict Management (6)
In your eyes, conflict is both a challenge and something that occurs as a natural part of doing business. You are not intimidated by disharmony
and, in fact, believe that this is the stuff from which good relationships are formed. Your position is that real progress occurs only by testing out
ideas and opinions with others.
You approach life with a strong degree of conviction and willingness to learn from everyone. Encouraging each person to offer his or her opinion
in an effort to resolve conflict creates a situation from which everyone can benefit. This type of openness and spirit of adventure builds
confidence in others.
Detail Orientation (7)
You take pride in being a competent, knowledgeable expert and working with complex details. You read all documents relevant to your work and
are able to trouble shoot problems. You take pride in communicating what you know. At times, you provide too much detail in your explanations
and may need to step back to ensure you have balance between the big picture and technical know-how.
Goal Orientation (6)
You optimistically see the world as it could be rather than as it is. As soon as you accomplish one goal, you immediately set a new and more
demanding one. You have strong ambition and belief in the ability to overcome both seen and unforeseen obstacles. In your opinion, it is better to
fail in accomplishing a great and challenging goal than not to have tried. Periodically, you evaluate and update your skills in a desire to be the
best. Because you are not easily satisfied and continually push yourself to accomplish more, you have no qualms about putting pressure and
demands for excellence on others.
Mobility (6)
You prefer to be on-the-go and consider travel or frequently moving around necessary and useful for both work productivity and personal
satisfaction. You are willing to meet extensive travel requirements in order to expedite results. You realize that being mobile is a service that must
be given to an organization or activity. Not only are you ready to travel at a moment's notice, you also believe that travel broadens one's outlook
on life. This may be why you consistently look for opportunities to travel or stay on-the-go in your job or personal life.
12/20

Develop Report™
Schedule Orientation (6)
Because you schedule your work activity and meet your deadlines, you are respected and admired for being trustworthy and dependable. Not
only are you punctual, but you also have the foresight to anticipate potential scheduling difficulties and arrange things accordingly. Others feel
that these qualities strengthen the organization and make it more competitive. Clients or customers also appreciate your behavior because it
reduces their concerns about meeting goals and objectives.
Self Responsibility (6)
You are very much aware of your responsibilities as well as the responsibilities of others involved in completing a project. You eagerly take on
challenges beyond your job requirements and work to reach goals quickly. This proactive approach includes taking the time to monitor operations
and analyze accomplishments. You raise morale when you step into a situation and take responsibility. Moreover, you recognize that learning
can be acquired by volunteering to be reassigned to different roles.
Time Competency (6)
You exercise good time management and have an ability to correctly gauge the amount of time required to accomplish goals and objectives.
Skillful prioritizing is important to you and you do not allow your attention to be unnecessarily diverted. You also project a professional attitude
and are able to discover more efficient ways of completing work and apply them without seeking management's approval.
The effort you put forth helps maintain a competitive advantage, both for yourself and for the organization. Those in higher authority admire the
contributions that you are able to make.
13/20

Develop Report™
Affiliation (3) Development Opportunities
Current Behavior
▸ You have an entrepreneurial spirit and are committed to your personal values—though not always to the organization. Your independence
may be the result of previous situations in which you were treated unfairly. Still, you are optimistic that fair treatment can be maintained. Rather
than be a “yes” or “me, too” person, you prefer the freedom to think on your own. You also value the opportunity to try new approaches and
you refuse to jump on the bandwagon. If problems arise, you will not hesitate to seek advice with higher authority.
New Behavior Model
▸ It is quite appropriate for you to indicate to others that you enjoy an association, whether that association is with a company, friends or with an
activity outside of work. In the course of allowing yourself flexibility to make choices about what you intend to do with your time, talent and
energies, it is best not to give all of your energies to one activity because your growth may be limited. Before making a commitment, be sure to
question so as to find out the nature of the demands that will be made upon you. Give yourself some latitude so you can readjust your
commitments as conditions warrant. From time to time, take a hard look at your goals, both on and off the job, so you don't go overboard either
way. Always allow enough time to set your goals and to evaluate your progress, not because you are reacting to problems, but because you
intend to prevent them. Before making a commitment, give yourself some time to think and to rearrange your present commitments without
creating imbalances.
Growth Suggestions
▸ Creating Contagious Commitment: Applying the Tipping Point to Organizational Change , by Andrea Shapiro.
▸ Enchantment: The Art of Changing Hearts, Minds, and Actions , by Guy Kawasaki.
▸ The Advantage: Why Organizational Health Trumps Everything Else In Business, by Patrick Lencioni , by Patrick Lencioni.
▸ The Art of Winning Commitment: 10 Ways Leaders Can Engage Minds, Hearts, and Spirits , by Dick Richards.
▸ The Loyalty Effect: The Hidden Force Behind Growth, Profits and Lasting Value , by Frederick F. Reichheld.
▸ Why Loyalty Matters: The Groundbreaking Approach to Rediscovering Happiness, Meaning and Lasting Fulfillment in Your Life and Work , by
Timothy Keiningham and Lerzan Aksoy with Luke Williams.
▸ Attend organization sponsored activities and speak positively to others about your association with the organization.
▸ Be responsive and supportive of ideas that will improve efficiency and effectiveness.
▸ Express to your supervisor your career goals and your interest in exposing yourself to new learning opportunities.
▸ Familiarize yourself with company policies, rules and regulations and observe proper protocol and tactfulness when relating to others.
▸ Read available literature on the history of your company and seek out conversation with employees who have had long term association with
the business.
▸ Search out information about future growth of the company and the skills that will be required.
▸ Volunteer to participate in the orientation of new employees or to assist in any manner that will enhance learning and morale.
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Develop Report™
Planning (2~6) Development Opportunities
Current Behavior
▸ Relying on your survival instincts, you push for quick results based on fast thinking and past experience. You are concerned about obtaining
hard-hitting results and maintaining a competitive advantage. You possess street smarts and prefer to experience something hands-on rather
than discuss future possibilities. In fact, you may be suspicious of individuals who are inclined toward long-term planning, and may ask them to
prove their ideas. You are happiest when you are reacting to actual work challenges and troubleshooting problems as they occur.
New Behavior Model
▸ Solving today's problems is not the most important result that comes from planning. In many instances, intuitive or "gut feeling" can help in
dealing with problems on a day-to-day basis. Good planning prevents problems because it requires a concern about and interest in
anticipating problems and thinking through solutions so the problems will not recur. When developing goals and objectives, you are willing to
listen to "blue sky" ideas because you know new ideas which others have thought to be silly or impossible dreams have come into being at
some future date. At one time, your neighbors made fun of the dreamers, but you have grown from that stage to one of at least directing
questions to the dreamers. You are even polite in hearing and listening to their responses.
Even though you apply some good business sense to your approaches and methods for accomplishing an objective, you stimulate the thinking
of others around you. Your concern is no longer one of fighting battles, but of putting energies and abilities into a more smoothly functioning
process. You have come to believe that the statement "There are no bad decisions, only bad plans" has more merit than fantasy. A growing
confidence in being able to successfully cope with business challenges is evident in the manner in which you refer to your game plan. The end
results that you desire to produce are always uppermost in your mind. New ideas are welcomed, and you apply the test of whether or not there
will be both long-term and short-term benefits from applications of the idea.
Growth Suggestions
▸ Built to Last: Successful Habits of Visionary Companies , by Jim Collins.
▸ Executive Toughness: The Mental-Training Program to Increase Your Leadership Performance , by Jason Selk.
▸ Paid to Think: A Leader's Toolkit for Redefining Your Future , by David Goldsmith.
▸ Ask yourself, “Is the plan realistic and achievable? Will it be understood by others?” Review your plan with those who are familiar, interested
and affected by what you intend to do. Ask for their suggestions.
▸ Assess the resources you will need to implement the plan, as these should relate to the stated objectives to be achieved.
▸ Exercise care so you do not divert your attention from priority objectives by taking on additional unrelated activities.
▸ Identify on your calendar activities that you will initiate to ensure progress against plan. Start with the completion date and work back on the
calendar, marking dates of completion of interim milestone points throughout the phases of the plan.
▸ List 3 critical goals that you and/or your team must accomplish to achieve successful performance. Develop detailed plans to help you identify
the steps you must take to reach each of these goals.
▸ Make a list of your worries and concerns relating to long-term plans. Cross off those that are too conceptual or beyond your ability to control.
Decide which of the remaining plans are realistic and can be moved into practical actions.
▸ Step back from your planning so as to have a bit of a breather and then initiate a final review before submission of the plan.
▸ When planning set a reasonable date for completion; structure your activities to meet the deadline and adhere to your deadline; remember that
no plan is absolutely perfect and there will always be need to make changes as the plan is put into effect.
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Develop Report™
Presentation Style (3) Development Opportunities
Current Behavior
▸ When presenting information verbally, you are direct, factual and reserved. You make a modest effort to engage listeners by using gestures
and visual aids. Your unanimated style relies heavily on your personal knowledge of the subject to gain interest and attention. You believe,
often incorrectly, that the message will sell itself. Audiences are dutifully respectful, but they may fail to identify with your message and, as a
result, may not care to question or fully examine the information you have offered.
New Behavior Model
▸ Your belief in saying what you have to say in a clear and simple manner is complemented by the fact that you neither talk over the head nor
below the level of comprehension of your listener. Presenting ideas in an attractive manner, or being persuasive, is a goal you have set for
yourself. Whenever there is an opportunity to refine your skills in these areas, you will "sign up." Both the message and how it is delivered are
important to you. As you have been developing as a presenter, word meanings have taken on more significance. Your vocabulary is improving
gradually, and that gives you more strength in relating to different people and audiences. It is unlikely that you will allow yourself to be more
concerned with style than substance. Creating belief and trust in what you say is made possible by your willingness to respond to questions.
Asking for and inviting questions is part of your approach, and the response you receive helps you to learn about what you are getting across
to others and what you are not. In order to improve your delivery of messages, you are making select use of visual aids whenever possible.
Part of your preparation for presentation involves rehearsal and then inviting critique after your presentation.
Growth Suggestions
▸ Crucial Conversations , by Kerry Patterson, et al.
▸ Presenting to Win: The Art of Telling Your Story , by Jerry Weissman.
▸ Speak to Win: How to Present with Power in Any Situation , by Brian Tracy.
▸ Talk Like TED: The 9 Public-Speaking Secrets of the World's Top Minds , by Carmine Gallo.
▸ Arrange for notetaking by providing paper and pen/pencil; review all important materials prior to the meeting; prepare information in a form that
will be readily understood; check out proper pronunciation of words, names or terms.
▸ Conduct your meeting in a comfortable environment, one that is free from noises or distractions. Smile, use gestures and proper visual aids;
maintain good eye contact and proper vocal volume and quality; maintain good posture at all times.
▸ Do not fidget or make noises that are irritating: (tapping your hand, finger or writing object; clearing your throat, coughing or nodding your head
at everything that is said).
▸ Do not over dramatize by letting your gestures, voice, visual aids, language and other attention-getting tools and tricks distract from your
presentation and the message you want to deliver.
▸ Listen or watch professionals (e.g., radio announcers, actors), paying particular attention to what they say and how they say it so as to create
interest with the audience.
▸ Make sure you do a "dry run" with people who will give you honest feedback prior to the presentation.
▸ Practice your delivery by making an audio or videotape before the session; use words that will induce others to respond positively; invite
critique of your delivery by someone for whom you have respect and who is competent in making presentations.
▸ Take a class where you are required to make presentations. Join a speakers group such as Toastmasters International, or volunteer to speak
at community organizations, your church, or other service groups.
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Develop Report™
Vitality (2) Development Opportunities
Current Behavior
▸ You seem to have low energy and difficulty sustaining long work hours. You are careful not to assume too much physical activity because you
may be worn down at the end of the day. Further, your energy patterns vary throughout the day. You do not give enough attention to
maintaining good health and fitness habits. Instead of instituting a regular conditioning routine, you take advantage of any free time to relax
and catch your breath.
New Behavior Model
▸ No one has to consistently remind you that you should pace yourself intelligently so as not to take on too much physical activity or to put
yourself under unnecessary strain or duress. From time to time, you will examine your scheduled commitments and make provision for proper
exercise, rest and relaxation. The new schedule may not be kept 100 percent, but any variation which results in extreme tiredness will be
sharply corrected. If there are ideas about health presented on television, in newspapers or by colleagues, you will ask questions and give
serious thought to incorporating them into your activity pattern. Already, at this point in your career, you are becoming more active and
communicative about health and vitality. Because health and well-being are personal matters, you will be somewhat cautious about integrating
fads or unproved and unscientific approaches and routines into your own life style. Still, there is some tendency on your part to occasionally
take good health and energy for granted, a matter which should prompt you to be more vigilant and attentive to keeping up with a regular pace
and routine.
Growth Suggestions
▸ Become An Energy Addict , by Jon Gordon.
▸ Dr. Isadore Rosenfeld's Breakthrough Health 2004 , by Isadore Rosenfeld.
▸ Fish!: A Remarkable Way to Boost Morale and Improve Results, by Stephen C. Lundin, Harry Paul, and John Christensen.
▸ Food: Your Miracle Medicine , by Jean Carper.
▸ If you are a male, Turning Back the Clock , by Bob Arnot, M.D.
▸ Reinventing You: Define Your Brand, Imagine Your Future , by Dorie Clark.
▸ Spark: The Revolutionary New Science of Exercise and the Brain, by John Ratey.
▸ The Aerobics Program for Total Well-Being , by Kenneth H. Cooper.
▸ The Experiment: Discover a Revolutionary Way to Manage Stress and Achieve Work-Life Balance, by R. Michael Anderson.
▸ The MindBody Toolkit, by Dr. Kim D'Eramo.
▸ Check you nutritional requirements, shop selectively for foods. Keep a balanced diet.
▸ Elect certain therapeutically restful and relaxing regimens (massage, meditation, yoga, etc.). Promote a wellness concept at your workplace.
▸ Elicit professional help, if necessary, for ending smoking or chemical or other addictive problems.
▸ Maintain appropriate personal habits and practices consistent with work requirements and outside of work activities.
▸ Maintain good health habits and an appropriate balance between work, rest and relaxation; have regular physical, dental and optical
examinations.
▸ Make a list of those things that most often deplete your energy and stamina. Determine if some of these "drainers" can be dropped or modified
from your routines.
▸ Not everyone can maintain rigorous physical exercise regimens. Be tolerant of those that have lower energy levels than yourself or are unable
to sustain regular health and wellness habits.
▸ Obtain information from knowledgeable sources regarding actions that you can take in preparing for different jobs.
▸ Obtain recommendations from your physician on best exercise regimen for yourself and follow through consistently. Arrange a schedule to
accommodate physical conditioning activities.
▸ Participate in group problem solving sessions aimed at maintaining high levels of morale and high caliber work performance.
▸ Try any number of aerobic exercise regimens on the advice of your physician.
17/20

Develop Report™
18/20

Develop Report™
Your Growth & Development Plan
INSTRUCTIONS:
1.
2.
3.
4.
5.
6.
7.
Read your Devine Inventory Develop Report.
Complete each of the three sections below.
Be clear, specific and realistic on what you expect from yourself and your supervisor.
Meet with your supervisor to discuss your development plan ideas.
Listen for understanding.
Commit to development actions with your supervisor.
Establish a follow-up date with your supervisor.
STEP 1: YOUR STRENGTHS
From Devine Inventory® results, list the top 3-5 strengths you consider most critical for successful job performance. Provide on-the-job
examples.
Behavioral Strengths Work Examples
STEP 2: YOUR DEVELOPMENT NEEDS
From your Devine Inventory results, list below the top two growth and development needs related to your job requirements.
Next, select and list 1 or 2 Growth Suggestions activities from the Devine Inventory Develop Report for each behavior listed below. Growth Tips
are development actions that you and your supervisor agree will be most important for your growth over the next year. Also reflect back on
growth and development needs identified during your last performance review.
19/20

Develop Report™
Behavioral Needs Growth Suggestions*/Action Items (completed by employee)
* May be selected from your Devine Inventory Develop Report
STEP 3: SUPERVISOR’S COACHING AND SUPPORT
Identify help and support your supervisor can provide to enhance your performance on the above development needs.
________________________________
Date
________________________________
Date
STEP 4: SIGNATURES
___________________________________________
Employee Signature
___________________________________________
Supervisor Signature
Follow-Up Date:
___________________________________________
20/20

Sales Job Developer Assessment for Unique Value Sales position.

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