SlideShare une entreprise Scribd logo
1  sur  106
Télécharger pour lire hors ligne
A SYSTEM 
for Recruiting 
Selling Team Members 
and Agent Aspirants 
1
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
$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
WHAT 
do I look for to choose the best from the rest? 
Selling in a high-activity, high-rejection environment 
4
HOW 
do I look for the best traits and skills? 
A best practice recruiting Process 
5
WHERE 
do I find enough of the best candidates? 
Building a Recruiting Referral Network 
6
CTS Sales Profile Workshop 
Using Science to Measure Hard-wired Personality Traits 
7
Interviewing Skills 
Attract the Best, Repel the Rest. 
8
WHAT 
do I look for to choose the best from the rest? 
Selling in a high-activity, high-rejection environment 
9
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
learned from environment 
parents 
culture 
relationships 
employment 
education 
1/5 Character 
11
1/5 Character 
learned from environment 
top character traits 
honesty 
work ethic 
concern for others 
personal responsibility 
12
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
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
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
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
1/5 Attitudes 
positive self image as a 
salesperson 
passion for solving problems 
using your products 
17
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
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
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
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
Character, Skills  
Personality 
to Move Forward 
1/5 Motivations 
Immediate needs 
22
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
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
1/5 Personality 
genetic 
Determines 
ways we react to 
our environment 
and 
circumstances 
25
1/5 Personality 
genetic 
Tasks that are 
aligned with our 
hard-wired traits 
energize. 
26
1/5 Personality 
genetic 
Tasks that are 
not aligned with 
our hard-wired 
traits drain our 
energy. 
27
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
deadline motivation 
0 50 100 
89 
29 
36% impact 
sense of urgency
recognition drive 
desire to be social 
compete to be at top 
0 50 100 
57 
30
assertiveness 
0 50 100 
52 
31 
ask for appointment 
ask to buy 
ask for referrals 
pivot 
handle rejection
independent spirit 
control sales process 
do not need close supervision 
0 50 100 
80 
32
analytical 
0 50 100 
21 
33 
16% impact
compassion 
0 50 100 
39 
34 
desire to nurture
self-promotion 
focus on strengths/weaknesses 
0 50 100 
36 
35
belief in others 
skeptical / trust others 
judgmental of others 
0 50 100 
77 
36
optimism 
believe can control their destiny 
0 50 100 
81 
37
1/5 Personality 
genetic 
Top personality traits 
Deadline Motivation 
Recognition Drive 
Assertiveness 
Independent Spirit 
Analytical 
Compassion 
Self-Promotion 
Belief in Others 
Optimism 
38
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
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
1/5 Sales Competencies 
learned by training and experience 
What sales training have you had? 
Describe the sales process you follow. 
41
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
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
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
HOW 
do I look for the best traits and skills? 
A best practice recruiting Process 
45 
break - be 
back at 
11am
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
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
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
Reference Check 
additional areas to 
explore 
• Coachability 
• Getting along with the team 
• Honesty 
• Time Management / Productivity / 
Maintaining Sales Activities / Work Ethic 
49
WHERE 
do I find enough of the best candidates? 
Building a Recruiting Referral Network 
50 
break - be 
back at 
1PM
The Recruiting Funnel 
Searching Methods 10 strong 
Screening 
Profiling 
Interviewing 
Making Offer 
The Best 
Recruits! 
resumes 
3 final 
interviews 
1 salesperson 
51
ALWAYS be RECRUITING 
Team of 3-5 - need to recruit 1-2 per year 
Average Annual Turnover - 40% 
52
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
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
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
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
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
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
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
recruiting tool 
Finding the Best Talent 
60
Managers #1 Challenge - Finding and attracting 
enough candidates to the interview table. 
61
People want to help their family and friends find a 
great job. 
62
Solution - Find enough people from your clients, 
friends, community relationships, centers of 
influence who will always refer candidates to you. 
63
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
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
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
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
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
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
Story boards describing the career 
Story boards for Centers of Influence 
Holiday Cards 
Recruiting Newsletter 
70 
What is included?
Overview Video 
71
What is the investment? 
$60 monthly for 12 month subscription 
email me to get started or for more info 
ssuggs@salesmanage.com 
72
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
9 Traits 
74
validated for 
high-activity sales professionals 
Sets Appointments 
Handles rejection 
Maintains High Activity 
Finds prospects 
Sells face-to-face 
75
CTS Sales Profile Report 
Reliability Index 
I don’t understand 
High 
Moderate 
Low 
I don’t care 
76
CTS Sales Profile Report 
Response Distortion Index 
Low 
Moderate 
High 
NO FAKING ALLOWED 
77
sales reports 
recruiting coaching 
78
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
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
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
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
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
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
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
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
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
break - be back at 3pm 
Interviewing Skills 
Attract the Best, 
Repel the Rest. 
recruit the best 88
Developing your Interviewing Skills 
Dr. Antonio Damasio - 
Emotion is critical to the 
decision process. 
recruit the best 89
Developing your Interviewing Skills 
Too much emotion clouds 
logic. 
recruit the best 90
Critical balance 
between 
logic and emotion 
Developing your Interviewing Skills 
recruit the best 91
Developing your Interviewing Skills 
The solution - interviewing 
skills using prepared 
questions that measure 
specific traits and skills. 
recruit the best 92
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
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
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
The best shine, the worst struggle. 
96
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
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
More interview tips 
• Do not paint an unrealistic picture of the job and the 
challenges. 
99
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
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
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
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
Other Resources 
• LinkedIn Recruiting Training Videos 
tinyurl.com/RecruitonLinkedIn
What is the investment? 
$60 monthly for 12 month subscription 
email me to get started or for more info 
ssuggs@salesmanage.com 
105
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

Contenu connexe

Tendances

In Search Of Leadership A Discussion Of Leadership And Follow Ship [Autosaved]
In Search Of Leadership A Discussion Of Leadership And Follow Ship [Autosaved]In Search Of Leadership A Discussion Of Leadership And Follow Ship [Autosaved]
In Search Of Leadership A Discussion Of Leadership And Follow Ship [Autosaved]Tony Warner
 
Engage_Executives_advocates_Influitive
Engage_Executives_advocates_InfluitiveEngage_Executives_advocates_Influitive
Engage_Executives_advocates_InfluitiveKevin K. Lau
 
Coaching People to Be Like You? Here's Why That's a Big Mistake.
Coaching People to Be Like You? Here's Why That's a Big Mistake.Coaching People to Be Like You? Here's Why That's a Big Mistake.
Coaching People to Be Like You? Here's Why That's a Big Mistake.Integrity Solutions
 
Why Sales Gamification is here to stay in 2014
Why Sales Gamification is here to stay in 2014Why Sales Gamification is here to stay in 2014
Why Sales Gamification is here to stay in 2014James Pember
 
Winning office politics - ROBY VINCENT
Winning office politics - ROBY VINCENTWinning office politics - ROBY VINCENT
Winning office politics - ROBY VINCENTArise Roby
 
Id.me culture deck 2020 with updated links
Id.me culture deck 2020 with updated linksId.me culture deck 2020 with updated links
Id.me culture deck 2020 with updated linksEdward Park
 
Id.me culture deck 2020 links all buttons
Id.me culture deck 2020 links all buttonsId.me culture deck 2020 links all buttons
Id.me culture deck 2020 links all buttonsEdward Park
 
Id.me culture deck 2020 links Tony Tony
Id.me culture deck 2020 links Tony TonyId.me culture deck 2020 links Tony Tony
Id.me culture deck 2020 links Tony TonyEdward Park
 
Read and win the game
Read and win the gameRead and win the game
Read and win the gameAndrew Cheung
 
What separates the strongest salespeople from the weakest
What separates the strongest salespeople from the weakest What separates the strongest salespeople from the weakest
What separates the strongest salespeople from the weakest Vlerick Business School
 
Marketing And Selling To Women
Marketing And Selling To WomenMarketing And Selling To Women
Marketing And Selling To WomenAncira Auto Group
 
IS20G12 - Make Excuses or Make Money - Toni Anne Fardette
IS20G12 - Make Excuses or Make Money - Toni Anne Fardette IS20G12 - Make Excuses or Make Money - Toni Anne Fardette
IS20G12 - Make Excuses or Make Money - Toni Anne Fardette Sean Bradley
 
Selling effectively
Selling effectivelySelling effectively
Selling effectivelyirtezaakhan
 
Attitudinal re-orientation tool for Customer Satisfaction
Attitudinal re-orientation tool for Customer SatisfactionAttitudinal re-orientation tool for Customer Satisfaction
Attitudinal re-orientation tool for Customer SatisfactionShefiu Olabanjo
 

Tendances (19)

In Search Of Leadership A Discussion Of Leadership And Follow Ship [Autosaved]
In Search Of Leadership A Discussion Of Leadership And Follow Ship [Autosaved]In Search Of Leadership A Discussion Of Leadership And Follow Ship [Autosaved]
In Search Of Leadership A Discussion Of Leadership And Follow Ship [Autosaved]
 
Smc fdbk cchg tab 3 0403
Smc fdbk cchg tab 3 0403Smc fdbk cchg tab 3 0403
Smc fdbk cchg tab 3 0403
 
Tms profile
Tms profileTms profile
Tms profile
 
Engage_Executives_advocates_Influitive
Engage_Executives_advocates_InfluitiveEngage_Executives_advocates_Influitive
Engage_Executives_advocates_Influitive
 
Coaching People to Be Like You? Here's Why That's a Big Mistake.
Coaching People to Be Like You? Here's Why That's a Big Mistake.Coaching People to Be Like You? Here's Why That's a Big Mistake.
Coaching People to Be Like You? Here's Why That's a Big Mistake.
 
Why Sales Gamification is here to stay in 2014
Why Sales Gamification is here to stay in 2014Why Sales Gamification is here to stay in 2014
Why Sales Gamification is here to stay in 2014
 
Making The Case For Increasing Ei
Making The Case For Increasing EiMaking The Case For Increasing Ei
Making The Case For Increasing Ei
 
Winning office politics - ROBY VINCENT
Winning office politics - ROBY VINCENTWinning office politics - ROBY VINCENT
Winning office politics - ROBY VINCENT
 
Id.me culture deck 2020 with updated links
Id.me culture deck 2020 with updated linksId.me culture deck 2020 with updated links
Id.me culture deck 2020 with updated links
 
Id.me culture deck 2020 links all buttons
Id.me culture deck 2020 links all buttonsId.me culture deck 2020 links all buttons
Id.me culture deck 2020 links all buttons
 
Id.me culture deck 2020 links Tony Tony
Id.me culture deck 2020 links Tony TonyId.me culture deck 2020 links Tony Tony
Id.me culture deck 2020 links Tony Tony
 
Read and win the game
Read and win the gameRead and win the game
Read and win the game
 
Will rhodes
Will rhodesWill rhodes
Will rhodes
 
Reputation management
Reputation managementReputation management
Reputation management
 
What separates the strongest salespeople from the weakest
What separates the strongest salespeople from the weakest What separates the strongest salespeople from the weakest
What separates the strongest salespeople from the weakest
 
Marketing And Selling To Women
Marketing And Selling To WomenMarketing And Selling To Women
Marketing And Selling To Women
 
IS20G12 - Make Excuses or Make Money - Toni Anne Fardette
IS20G12 - Make Excuses or Make Money - Toni Anne Fardette IS20G12 - Make Excuses or Make Money - Toni Anne Fardette
IS20G12 - Make Excuses or Make Money - Toni Anne Fardette
 
Selling effectively
Selling effectivelySelling effectively
Selling effectively
 
Attitudinal re-orientation tool for Customer Satisfaction
Attitudinal re-orientation tool for Customer SatisfactionAttitudinal re-orientation tool for Customer Satisfaction
Attitudinal re-orientation tool for Customer Satisfaction
 

En vedette

State farm 1 hour webinar updated march 2015
State farm 1 hour webinar updated march 2015State farm 1 hour webinar updated march 2015
State farm 1 hour webinar updated march 2015Steve Suggs
 
Recruit for retention 8 13-09
Recruit for retention 8 13-09Recruit for retention 8 13-09
Recruit for retention 8 13-09Cathi Hight
 
TOTAL RETAIL - COMPANY PRESENTATION
TOTAL RETAIL - COMPANY PRESENTATIONTOTAL RETAIL - COMPANY PRESENTATION
TOTAL RETAIL - COMPANY PRESENTATIONNikolas Galanopoulos
 
MULTISKILLS Recruitment & HR Consultancy
MULTISKILLS Recruitment & HR ConsultancyMULTISKILLS Recruitment & HR Consultancy
MULTISKILLS Recruitment & HR ConsultancyHanan Deebes
 
Leaflet presentation
Leaflet presentationLeaflet presentation
Leaflet presentationSaima Abedi
 
Leaflet Writing presentation
Leaflet Writing presentationLeaflet Writing presentation
Leaflet Writing presentationsaima_abedi
 
Difference between flyers, brochures, posters & leaflets
Difference between flyers, brochures, posters & leafletsDifference between flyers, brochures, posters & leaflets
Difference between flyers, brochures, posters & leafletsInteractive Bees
 

En vedette (8)

State farm 1 hour webinar updated march 2015
State farm 1 hour webinar updated march 2015State farm 1 hour webinar updated march 2015
State farm 1 hour webinar updated march 2015
 
Recruit for retention 8 13-09
Recruit for retention 8 13-09Recruit for retention 8 13-09
Recruit for retention 8 13-09
 
TOTAL RETAIL - COMPANY PRESENTATION
TOTAL RETAIL - COMPANY PRESENTATIONTOTAL RETAIL - COMPANY PRESENTATION
TOTAL RETAIL - COMPANY PRESENTATION
 
MULTISKILLS Recruitment & HR Consultancy
MULTISKILLS Recruitment & HR ConsultancyMULTISKILLS Recruitment & HR Consultancy
MULTISKILLS Recruitment & HR Consultancy
 
Leaflet presentation
Leaflet presentationLeaflet presentation
Leaflet presentation
 
Leaflet Writing presentation
Leaflet Writing presentationLeaflet Writing presentation
Leaflet Writing presentation
 
Leaflets and Brochures
Leaflets and BrochuresLeaflets and Brochures
Leaflets and Brochures
 
Difference between flyers, brochures, posters & leaflets
Difference between flyers, brochures, posters & leafletsDifference between flyers, brochures, posters & leaflets
Difference between flyers, brochures, posters & leaflets
 

Similaire à Recruit the best team fall planning 2014

Recruit the best team slides for 1 hour webinar
Recruit the best team slides for 1 hour webinarRecruit the best team slides for 1 hour webinar
Recruit the best team slides for 1 hour webinarSteve Suggs
 
State farm san jose training slides final
State farm san jose training slides finalState farm san jose training slides final
State farm san jose training slides finalSteve Suggs
 
You Can't Teach People to Sell By Teaching People to Sell
You Can't Teach People to Sell By Teaching People to SellYou Can't Teach People to Sell By Teaching People to Sell
You Can't Teach People to Sell By Teaching People to SellIntegrity Solutions
 
Eric Thompson - Free Talk & Seminar Topic Promotion
Eric Thompson - Free Talk & Seminar Topic PromotionEric Thompson - Free Talk & Seminar Topic Promotion
Eric Thompson - Free Talk & Seminar Topic PromotionEric Thompson
 
City of Miami Gardens Police Sergeants
City of Miami Gardens Police SergeantsCity of Miami Gardens Police Sergeants
City of Miami Gardens Police Sergeantsguesta7dab9
 
Elite Training Systems Coaching
Elite Training Systems CoachingElite Training Systems Coaching
Elite Training Systems CoachingMarshall Northcott
 
First Break All the Rules
First Break All the Rules First Break All the Rules
First Break All the Rules parags06
 
Pcb Cpresentation Final
Pcb Cpresentation FinalPcb Cpresentation Final
Pcb Cpresentation Finalbcarpitella
 
Sheila jordan brand you_symantec @ BOF event September 11
Sheila jordan brand you_symantec @ BOF event September 11Sheila jordan brand you_symantec @ BOF event September 11
Sheila jordan brand you_symantec @ BOF event September 11Liliane Peters
 
Job Search 101
Job Search 101Job Search 101
Job Search 101Ella Choi
 
From Boss to Coach: Turning Great Sales Managers Into Great Coaches
From Boss to Coach: Turning Great Sales Managers Into Great CoachesFrom Boss to Coach: Turning Great Sales Managers Into Great Coaches
From Boss to Coach: Turning Great Sales Managers Into Great CoachesIntegrity Solutions
 
" All Employees Are Marketers" an attitude that drives companies to excellence
" All Employees Are Marketers" an attitude that drives companies to excellence" All Employees Are Marketers" an attitude that drives companies to excellence
" All Employees Are Marketers" an attitude that drives companies to excellenceMaxwell Ranasinghe
 
Best Practices for Recruiting and Selecting Top Sales Talent
Best Practices for Recruiting and Selecting Top Sales TalentBest Practices for Recruiting and Selecting Top Sales Talent
Best Practices for Recruiting and Selecting Top Sales TalentInkCycle
 

Similaire à Recruit the best team fall planning 2014 (20)

Recruit the best team slides for 1 hour webinar
Recruit the best team slides for 1 hour webinarRecruit the best team slides for 1 hour webinar
Recruit the best team slides for 1 hour webinar
 
State farm san jose training slides final
State farm san jose training slides finalState farm san jose training slides final
State farm san jose training slides final
 
You Can't Teach People to Sell By Teaching People to Sell
You Can't Teach People to Sell By Teaching People to SellYou Can't Teach People to Sell By Teaching People to Sell
You Can't Teach People to Sell By Teaching People to Sell
 
Sales excellence by eq way
Sales excellence by eq waySales excellence by eq way
Sales excellence by eq way
 
Leadership
LeadershipLeadership
Leadership
 
Eric Thompson - Free Talk & Seminar Topic Promotion
Eric Thompson - Free Talk & Seminar Topic PromotionEric Thompson - Free Talk & Seminar Topic Promotion
Eric Thompson - Free Talk & Seminar Topic Promotion
 
Hints for hiring right
Hints for hiring   rightHints for hiring   right
Hints for hiring right
 
Challenger-Data
Challenger-DataChallenger-Data
Challenger-Data
 
City of Miami Gardens Police Sergeants
City of Miami Gardens Police SergeantsCity of Miami Gardens Police Sergeants
City of Miami Gardens Police Sergeants
 
Elite Training Systems Coaching
Elite Training Systems CoachingElite Training Systems Coaching
Elite Training Systems Coaching
 
First Break All the Rules
First Break All the Rules First Break All the Rules
First Break All the Rules
 
Pcb Cpresentation Final
Pcb Cpresentation FinalPcb Cpresentation Final
Pcb Cpresentation Final
 
Sheila jordan brand you_symantec @ BOF event September 11
Sheila jordan brand you_symantec @ BOF event September 11Sheila jordan brand you_symantec @ BOF event September 11
Sheila jordan brand you_symantec @ BOF event September 11
 
Job Search 101
Job Search 101Job Search 101
Job Search 101
 
Change Leadership
Change LeadershipChange Leadership
Change Leadership
 
From Boss to Coach: Turning Great Sales Managers Into Great Coaches
From Boss to Coach: Turning Great Sales Managers Into Great CoachesFrom Boss to Coach: Turning Great Sales Managers Into Great Coaches
From Boss to Coach: Turning Great Sales Managers Into Great Coaches
 
eBook - Sales Champion Profile
eBook - Sales Champion ProfileeBook - Sales Champion Profile
eBook - Sales Champion Profile
 
" All Employees Are Marketers" an attitude that drives companies to excellence
" All Employees Are Marketers" an attitude that drives companies to excellence" All Employees Are Marketers" an attitude that drives companies to excellence
" All Employees Are Marketers" an attitude that drives companies to excellence
 
Best Practices for Recruiting and Selecting Top Sales Talent
Best Practices for Recruiting and Selecting Top Sales TalentBest Practices for Recruiting and Selecting Top Sales Talent
Best Practices for Recruiting and Selecting Top Sales Talent
 
Challenger sales
Challenger salesChallenger sales
Challenger sales
 

Dernier

Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakEditores1
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...IMARC Group
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...AustraliaChapterIIBA
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxWorkforce Group
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinAnton Skornyakov
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...Brian Solis
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Onlinelng ths
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsP&CO
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfSourav Sikder
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)tazeenaila12
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..dlewis191
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
 

Dernier (20)

Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerak
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup Berlin
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Online
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizations
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
 

Recruit the best team fall planning 2014

  • 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?
  • 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
  • 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
  • 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