1-Hour Recruit the Best Team Webinar Slides

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

2. 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!”
recruit the best
2

3. If we are not working from our strengths, we are 6
times less likely to be engaged in our work.
$70,000
3

4. Selling in a high-activity, high-rejection environment
WHAT
do I look for to choose the best from the rest?
HOW
do I look for the best traits and skills?
A best practice recruiting Process
4

5. Building a Recruiting Referral Network
WHERE
do I find enough of the best candidates?
Interviewing Skills
Attract the Best, Repel the Rest.
5

6. Selling in a high-activity, high-rejection environment
WHAT
do I look for to choose the best from the rest?
6

7. 1/5 motivations
1/5 attitudes
1/5 character
1/5 personality
1/5 sales skills
WHAT do I look for to choose the best from the rest?
We will never hire
perfection, but
we must compare
every candidate
against perfection.
Selling Team Member Profile
7

8. learned from environment
parents
culture
relationships
employment
education
1/5 Character
8

9. learned from environment
1/5 Character
top character traits
honesty
work ethic
concern for others
personal responsibility
9

10. The Path to Character Development
Teaching
Disapproval &
Discipline
Bonded to
Trait
Maturity
(relationships work)
Honesty Concern for Others Work Ethic Responsibility
Praise &
Approval
Gratification
(society works)
echo the patterns of character
we become the teacher
10

11. Measure Attitudes, Motivation, and Character
using questions that get candidates to tell stories.
Attitudes, Motivation, Character
The strength of the story helps measure the level
of each trait.
“Who had the greatest influence on you when
growing up?”
“What did they teach you about Honesty / Work
Ethic / Personal Responsibility / Concern for
others?”
11

12. positive self image as a
salesperson
passion for solving problems
using your products
1/5 Attitudes
12

13. 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.
1/5 Attitudes
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.
13

14. What has been your experience
with purchasing or selling products
like we sell, or your experience with
dealing with salespeople from our
industry?
1/5 Attitudes
Are you ready to move all of your
products to State Farm?
14

15. Income and the things that it
provides - desire a lifestyle that
equals the potential income level
of the position.
1/5 Motivations
Competition - burning desire to
become the BEST at everything
they do.
Character, Skills & Personality to Move Forward
15

16. desire to make future better
1/5 Motivations
What are some current and long-
term needs that will be satisfied if
you do this job well?
In order of priority, what are the 3
most important things in your life
right now?
16

17. genetic
1/5 Personality
Determines ways we react to our
environment and circumstances
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
17

18. low stress
1/5 Personality
Tasks that are aligned with our
hard-wired traits energize.
Tasks that are not aligned with our
hard-wired traits drain our energy.
high stress
18

19. deadline motivation
0 50 100
89
36% impact
sense of urgency
recognition drive
0 50 100
57
desire to be social
compete to be at top
19

20. assertiveness
0 50 100
52
asks for appointment
handles rejection
pivots
closes sales
gets referrals
independent spirit
50 100
80
control sales process
do not need close supervision
20

21. analytical
0 50 100
21
16% impact
compassion
0 50 100
39
desire to nurture
21

22. self-promotion
0 50 100
36
focus on strengths/weaknesses
belief in others
0 50 100
77
skeptical / trust others
judgmental of others
22

23. optimism
0 50 100
81
believe can control their destiny
23

24. Personality Traits
character
Low levels of Character traits cause the negative side of our personality to emerge.
-Negative +Positive
High levels of Character traits cause the positive side of our personality to emerge.
24

25. I don’t understand
LowModerateHigh
I don’t care
Reliability Index
NO FAKING ALLOWED
Low Moderate High
Response Distortion Index
25

26. 2/17/14 1:18 PMSales Profile Report
Page 1 of 3https://www.ctssalesprofile.com/cgi-bin/reports.pl
! Sales Profile Report
for corey brown Mar, 01 2013
Score
95high
Coaching
0 | | | | 50 | | | | 100
Response Distortion
Low
Reliability
High
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.
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
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.
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.
LESS THAN
2HRS/MONTH
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.
•
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.
•
cts salespro lel
Drive
(82)
Horsepower
in
our
sales
engine
(high
power)
Drag
on
engine
(low
drag)
Overall
Score
36%
16%
High Producing Selling
Team Member
26

27. Analytical
0 50 100
21
Compassion 39
Target Ego Drive Scores
If both Analytical and Compassion traits are below 50,
an Ego Drive Score of 60+ is needed.
Target Ego Drive Scores
27

28. Analytical
0 50 100
21
Compassion
80
Target Ego Drive Scores
If one of the Analytical or Compassion traits is above 50,
an Ego Drive Score of 70+ is needed.
28

29. Analytical
0 50 100
60
Compassion
80
Target Ego Drive Scores
If both Analytical and Compassion traits are above 50,
an Ego Drive Score of 80+ is needed.
Target Ego Drive Scores
29

30. 2/17/14 1:21 PMSales Profile Report
! Sales Profile Report
for corey brown Mar, 01 2013
0 | | | | 50 | | | | 100
© 2014 SalesManage Solutions.
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.)
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.)
High Producing Selling
Team Member
30

31. 2/17/14 1:28 PMSales Profile Report
Page 1 of 3https://www.ctssalesprofile.com/cgi-bin/reports.pl
! Sales Profile Report
for karen mcclellan Sep, 14 2013
Score
30low-moderate
Coaching
0 | | | | 50 | | | | 100
Response Distortion
Low
Reliability
High
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.
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
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.
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.
6-8HRS/MONTH
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.
•
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.
•
cts salespro lel
Drive
(65)
Horsepower
in
our
sales
engine
(low
power)
Drag
on
engine
(high
drag)
Low Producing Selling
Team Member
31

32. 2/17/14 1:29 PMSales Profile Report
! Sales Profile Report
for karen mcclellan Sep, 14 2013
0 | | | | 50 | | | | 100
© 2014 SalesManage Solutions.
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.)
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.)
Low Producing Selling
Team Member
32

33. Highly Rated
Service Team
Member
Page 1 of 3https://www.ctssalesprofile.com/cgi-bin/reports.pl
! Sales Profile Report
for Megan Bailey Aug, 05 2013
Score
63moderate-high
Coaching
0 | | | | 50 | | | | 100
Response Distortion
Moderate
Reliability
High
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.
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
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.
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.
2-4HRS/MONTH
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.
•
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.
•
33

34. learned by training and experience
1/5 Sales Competencies
prospecting/networking
setting/holding appointments
fact finding
presenting solutions
handling objections
getting the sale
getting referrals
34

35. Sales Competencies
Attitudes,Motivations,Character&PersonalityTraits
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
High Sales
Productivity
35

36. personalityDeadline Motivation
Independent Spirit
Analytical
Compassion
Assertiveness
Self-Promotion
Recognition Drive
Belief in Others
Optimism
salesskills
Prospecting
Appointments
Fact Finding
Presenting
Handling Objections
Closing Sales
Getting Referrals
character
Honesty
Strong Work Ethic
Concern for Others
Accepts Responsibility
passion for product
+ image as salesperson
Money
Competition
motivations
attitudes
Selling Team Member Profile
recruit the best36

37. A best practice recruiting Process
HOW
do I look for the best traits and skills?
Who not to hire
Who to hire
37

38. Tools & Skills
The Best
Recruits!
Finding Candidates
SCREENING 1
2
3
PROFILING
INTERVIEWING
Making Offer
Resume
Phone
Email
CTS Sales Profile
Initial Interview
Final Interview
Matching
Score Sheet
38

39. Recruit the Best Checklist - p. 13 in Field Manual
Screen by Phone - Use Phone Screen Questionnaire
Screen by Email - Use Email Questionnaire
Administer the CTS Sales Profile - CTSsalesprofile.com
Email Initial Interview Homework
Instruct go to your SF website and the SF corp website to learn about
the career.
Conduct Initial Interview - Use Initial Interview Questionnaire
Check References (Book p. 65 andVideo bit.ly/BestReferenceCheck)
Get 6 References - 2 former bosses, 2 coworkers, 2 business people.
Conduct Final Interview - Use Final Interview Questionnaire
Interview by 2 Team Members - Use Team Member Questionnaire
Fill Out the Matching/Score Sheet
39

40. WHERE
do I find enough of the best candidates?
AverageAnnualTurnover-40%
Team of 3-5 - need to recruit 1-2 per year
Newton’s Law - people leave/get fired at the most
inconvenient times.
Avoid the “I need somebody NOW”
syndrome...
A good sales team is the enemy of a
great sales team.
40

41. WHERE
do I find enough of the best candidates?
Turn to p. 1 of the document
“Finding Team Members Who Can Sell”
41

42. recruiting tool
Finding the Best Talent
42

43. How does the
recruiting tool work?
Load the contacts into the database
Schedule the emails, holiday cards, and newsletter
Forget it
Watch the resumes flow in year round
43

44. Sample
1,500 contacts loaded into the system/emailed
750 people opened the email within an hour
300 people requested information
8 people said they were looking for a career change
3 hires
44

45. Overview Video
45

46. What is the investment?
$600 for 12 month subscription
46

47. Interviewing Skills
Attract the Best,
Repel the Rest.
recruit the best
Emotion is critical to the decision process.
Too much emotion clouds logic.
Critical balance between logic and emotion
47

48. Developing your Interviewing Skills
The solution - interviewing
skills using prepared
questions that measure
specific traits and skills.
recruit the best
• Keep your emotions in neutral - you’ll get the real candidate.
• Step out of the “socializing” zone and into the “interviewing”
zone.
• Take off your “Sales” hat and put on your “Selection” hat.
48

49. The best shine,
the worst
struggle.
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.”
49

50. Talking about ourselves causes us to like others
• Listen 80%, talk 20%.
• Don’t tell personal stories.
• Don’t agree with the candidate.
Developing your Interviewing Skills
What causes us to
like other people?
50

51. 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.
• Don’t say, “Let’s just relax and get to know each other.”
• Don’t reword the question and/or give candidate hints.
51

52. • Sell the candidate on the selection process, while keeping
them excited about the career. (The right candidates are
challenged by the fact you are selective.)
Developing your Interviewing Skills
How to walk the fine line
between selling the career
and selling the selection
process.
• After the candidate has agreed they have an interest in
learning more about the career, ask, “What all do you want to
know about the career and how we help people?” (Write all the
questions down before answering the questions. Many people
don’t need as much info as we think.)
52

53. 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.”
53

54. More interview tips
• 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.
• Do not paint an unrealistic picture of the job and the
challenges.
54

55. How I help you from here?
annual contract unlimited use
<10 $49 monthly code SFU<10
>10 $69 monthly code SFU>10
March 15th - price goes to $69 monthly
$95 each if you purchase 1 at a time.
On phone coaching included
CTSSalesProfile.com
cts salespro lel55

56. Thank you for allowing me to serve you.
1 FREE CTS Sales Profile - Code SF1Free
Go to www.CTSsalesprofile.com/
click <Buy Now> enter code
56

57. Book $24.95 hard cover
Field Manual for Sales $99.95
Field Manual for Service $24.05
57
www.CanTheySell.com

58. 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
58

59. Other Resources
• LinkedIn Recruiting TrainingVideos
tinyurl.com/RecruitonLinkedIn
59