Upload
steve-suggs
View
302
Download
3
Embed Size (px)
DESCRIPTION
Recruit the Best System with tools and processes
Citation preview
cts salesproÄlel
1
cts salesproÄlel
2
• Personality Profiles in Proper Perspective
• CTS Sales Profile
Agenda
Will they maintain high activity?
WHAT do you look for to choose the best from the rest?
Can they network to create a clientele from scratch?
cts salesproÄlel3
Can they withstand rejection?
Can they convert natural market to a business market?
pers
onal
ity Deadline Motivation Independent SpiritAnalyticalCompassionAssertivenessSelf-PromotionRecognition DriveBelief in OthersOptimism sa
les
skills
ProspectingAppointmentsFact FindingPresentingHandling ObjectionsClosing SalesGetting Referrals
char
acte
r Concern for OthersHonestyStrong Work EthicResponsible
passion for product+ image as salesperson
immediate needsdesire for better future
motivationsattitudes
Best Rep Profile(Basic Requirements - Money & Marketability)
cts salesproÄlel4
Sales CompetenciesAtt
itude
s, M
otiv
atio
ns,C
hara
cter
& P
erso
nalit
y Tr
aits The Degree to which a candidate possesses the Attitudes, Motivations, Character
and Personality Traits will determine the Level at which they will master sales skills
Low Sales Productivity
High Sales Productivity
cts salesproÄlel5
3 Dimensions of Sales that Impact Productivity
Sales Skills - Training in developing relationships, gaining trust, following a sales process, finding prospects.
Product Knowledge - Training on product’s benefits and features
Sales Productivity - Training + Attitudes + Motivations + Character + Personality Traits.
cts salesproÄlel6
1/5 motivations
1/5 attitudes
Best Rep Profile
1/5 character
1/5 personality - 20-30% of info needed to make hiring decision
1/5 sales skills
Putting Personality Assessments into the Proper Perspective
Science(CTS)
Interview Questions
Interview Questions
Interview Questions
Interview Questions
cts salesproÄlel7
1/5 motivations
1/5 attitudes
Best Rep Profile
1/5 character1/5 personality (CTS)
1/5 sales skills
Purpose of CTS is to help connect the dots among these 5 dimensions
cts salesproÄlel8
Market
MoneySkills
Motivations
Attitudes
Personality TraitsCharacter Traits
Perfect Balance in ALL Dimensions
•Resiliency to Rejection•High Activity Motivated•Extraversion
Goal - During the selection process, get as much information as possible as soon as possible9
Best Rep Profile
Goal - During the selection process, get as much information as possible as soon as possible in order to be more efficient while recruiting.
Information from the CTS gives you more insight into the information gathered during other steps of the selection process.
cts salesproÄlel10
Screening
Profiling
Interviewing"Making Offer"
The BestRecruits!
Searching Methods
Recruit the Best System
1
2
3
Phone
Initial Interview
CTS Sales Profile
Tools & Skills
Resume
Finding Candidates
In-Depth interviews
Goal - Get as much information as possible as soon as possible
Interviews with SpouseReference Checks
Face-to-Face
More Information = More Insight
Market SurveysCP+
cts salesproÄlel11
genetic
1/5 Personality
Determines the
way we react to
our environment
and circumstances
cts salesproÄlel12
genetic
1/5 Personality
Tasks that are
aligned with our
hard-wired traits
energize.
cts salesproÄlel13
genetic
1/5 Personality
Tasks that are
not aligned with
our hard-wired
traits drain our
energy.cts salesproÄlel
14
genetic
1/5 Personality
Impacts the ...
• effectiveness of executing the sales process
• having enough sales activities
• Conversion of personal and casual relationships into business relationships
• pace of work
• confidence/assertiveness during selling
• intensity of setting and reaching goals
cts salesproÄlel15
History of CTS
• Dr. Larry Craft and his team and SMS’s 30+ years sales and sales management experience
• Collected - production data, performance ratings, manager input on 125 Northwestern Mutual reps
• Validated a Sales Profile for a Northwestern Mutual Rep
cts salesproÄlel
cts salesproÄlel16
Features of CTS
Sales Profile Report - specific to NM rep
• 9 Personality Traits• Overall Compatibility Rating • Number of Coaching Hours needed• Reliability Index - Measures Test Apathy • Response Distortion Index - Measures Faking
cts salesproÄlel
cts salesproÄlel17
Features of CTS
Coaching Report
• Combination Personality Traits• Ratings for Sales Process Strengths and Challenges• Coaching Recommendations
cts salesproÄlel
cts salesproÄlel18
Features of CTS
Sales Style Report
• Shows Candidates Selling Style• Teaches How to Adapt to Buying Styles
cts salesproÄlel
cts salesproÄlel19
cts salesproÄlel
discovery of factors ...predicting peak performance
one passion
separate race horses from plow horses
millions of assessmentsmeasuring personality and motivation
30 years
9 Traits
Northwestern Mutual Rep
validated for
high-activity sales professionals
Maintain high levels of sales activities?
Resiliency to rejection?
Network to find prospects?
deadline motivation
1
0 50 100
89
independent spirit
2
0 50 100
80
analytical
3
0 50 100
21
compassion
4
0 50 100
39
assertiveness
5
0 50 100
52
self-promotion
6
0 50 100
36
recognition drive
7
0 50 10057
belief in others
8
0 50 100
77
optimism
9
0 50 100
81
sales reports
coachingrecruiting
CTS Sales Profile Report
I don’t understand
Low
Moderate
High
I don’t care
Reliability Index
CTS Sales Profile Report
NO FAKING ALLOWED
Low
Moderate
High
Response Distortion Index
CTS Sales Profile Report
Pat Smith
High (85)
Name:
High-Activity SalespersonPosition:
Approximately 2-4
CTS Sales Profile Score:
Recommended Coaching Hours
Primary Traits
For: kelly hagar
Low Moderate High
Deadline Motivation (91 %)
This is the salesperson's Deadline Motivation to achieve quick results. High Scorers (61% or above) are more like "Racehorses" withan 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 andplanned-out steps and strategies. Low Scorers spend more time educating/servicing the buyer and thinking about next stepswithout a sense of urgency.
Independent Spirit (95 %)
This scale measures the salesperson's entrepreneurial spirit to work without supervision. High Scorers prefer independence andworking alone and enjoy situations where they are in control of the outcome of their efforts. Low Scorers are team players whoenjoy working with others and like to do their part within assigned projects. They behave in a compliant manner and have very littleneed to direct or control others.
Analytical (5 %)
This scale measures the salesperson's desire to dwell on the facts, figures, and details when preparing and making a salespresentation. 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 theirintuition and informal "yellow tablet" presentations that lack the information the buyer needs (esp. with high-dollar, complex, ortechnical solutions.)
Compassion (49 %)
This scale measures the salesperson's concern and compassion for others. As a result, High Scorers thoroughly enjoy helping otherswhenever possible and gravitate toward market segments that are more personal and relationship-centered. They are expressivewhen it comes to sharing their feelings and emotions. Low Scorers, on the other hand, are better able to prioritize their timebecause they can stay "on task" without being distracted by personal problems. They are more controlled when it comes toexpressing emotions.
Assertiveness (70 %)
This scale measures the salesperson's confidence to control the sale from the initial contact to asking for the sale. High Scorers canassert themselves to control the sales presentation with their strong phrasing and direct eye contact. Low Scorers too often yieldcontrol of the face-to-face interaction to the buyer, are too accommodating, and find it difficult to ask closing questions withoutproper training that emphasizes how to ask people to make a decision.
Self-Promotion (77 %)
This scale measures the salesperson's tendency to exaggerate strengths and downplay weaknesses in order to leave a mostfavorable impression. High Scorers are resilient to criticism and find it difficult to recognize their weaknesses. They may deny theirfears, faults, and failures. Low Scorers take criticism to heart. It's personal to them. They are open to recognizing their weaknessesand working on self-improvement.
Recognition Drive (49 %)
This scale measures the salesperson's motivation to join organizations and attend functions that provide new sales opportunities(leads and prospects). High Scorers are socially outgoing and thoroughly enjoy being the center of attention (public recognition).They are motivated by their need for status and prestige. Low Scorers prefer one-on-one relationships, private recognition, and arenot motivated to attend social functions. They prefer networking with a select few and are more motivated by "respect" than"popularity."
Belief in Others (69 %)
This scale measures the salesperson's belief in "self and others." High Scorers are optimistic as a result of their trust in others andtheir belief that they are solely responsible for their success and failure. As a result, "everyone is a prospect," and they seldom havea problem asking for referrals. Low Scorers can turn negative if things are not going in the right direction and may stop pursuing aprospect and sale. They can be rigid, formal, and skeptical of the intentions of others.
Optimism (95 %)
CTS Sales Profile http://www.ctssalesprofile.com/cgi-bin/smsselect/smsr.pl5
2 of 12 7/24/13 10:18 AM
Overview of Traits
cts salesproÄlel
41
Coaching Recommendations
cts salesproÄlel
42
12/13/13 2:55 PMSales Coaching Report
Page 4 of 13https://www.ctssalesprofile.com/cgi-bin/reports.pl
! Sales Coaching Report - Deadline Motivationfor 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 notrelate to long-term success. Like the legendary "hare" that lost the race because he was distracted, sales personnel with high or very high scores onthis scale may be so driven for results that they fail to prioritize their activities. For example, they may fail to adequately prepare for the salespresentation or follow through as they should after the sale. They can also become quite restless when the job duties require repetitive or mundaneactivities. If management understands this desire to hit self-imposed deadlines, and the salesperson has the self-discipline and work ethic tochannel 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 longas 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 arelationship 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 phonecalls), do not seem productive (call reports), or require patience (callbacks). One of the primary causes of failure of high Deadline Motivation salespersonnel is that they find it difficult to consistently prospect for new leads. Once their "bucket" is full, they shift to closing the sale and forgetabout 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, onemonth (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 theirhigh score is in the 81-100% range and less serious within the 61-80% range (see Primary Traits page of this report). This high DeadlineMotivation 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 ethicthat 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 productioncan be maintained, and success can be assured. However, it is also important that these high deadline-motivated salespeople have higherAssertiveness, higher Recognition Drive, and lower Analytical scores (see Primary Trait scores). Incompatible scores on these three scales canprevent high deadline-motivated salespeople from achieving early success. It is important that salespeople with high Deadline Motivation alsohave the self-discipline to stay focused, persistent, and prioritized. If not, like the "hare," they can become easily distracted and never reach thefinish line. Rather than focusing on motivating them, management should help the salesperson to 1) increase sales efficiency by understandingratios and 2) improve consistency with the use of time management systems that help to consistently prioritize initial call activity. Highly drivensalespeople often "burn out" toward the end of their second year and begin to seek other career opportunities. Management can re-motivate themby offering to support them into a new market, provide a more lucrative compensation plan, or provide them with new responsibilities, such asmanagement opportunities. Something as simple as a larger office or paying for a new lead-generation system could re-kindle their passion forsuccess 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 ascareers to prospective life advisors.
cts salesproÄlel
43
Extraversion
9/6/13 3:24 PMCTS Sales Profile
Page 1 of 2https://www.ctssalesprofile.com/cgi-bin/smsselect/mff_chart.pl5
CTS Sales Profile Report
Northwestern Mutual Financial Representative
Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in anygiven position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured inthe "CTS Sales Profile Score."
Date: March 19, 2013Name: Gary HolvickPosition: Northwestern Mutual Financial Representative
Gary Holvick 's CTS Sales Profile Score: High (80)
Coaching Hours Per Month Recommended: Less than 2 coaching hours per month.
The CTS Sales Profile Report is derived from statistically significant (weighted) correlations with productivity measures. Therefore, sometraits are more influential than others in determining the CTS Sales Profile Score. The Recommended Coaching Hours Per Month is anestimation, based on thousands of personal interviews with managers and employees who described their challenges as they related toeach of the CTS Primary Traits listed below. Managers should spend the most time coaching individuals about issues pertaining to theirtraits outside the "green" range. For ideas on how to coach these individuals, refer to this individual's CTS sales manager's coachingreport, which provides specific, personalized coaching recommendations for each of this individual's traits.
Primary Trait 0 10 20 30 40 50 60 70 80 90 100
Deadline Motivation (83 %)
Independent Spirit (87 %)
Analytical (5 %)
Compassion (34 %)
Assertiveness (56 %)
Self-Promotion (22 %)
Recognition Drive (49 %)
Belief in Others (95 %)
Optimism (73 %)
Reliability Index: High
The Reliability Index measures the degree to which a person understood the questions, maintained focus while answering them, andgave answers with a thoughtful response.
Low Reliability indicates invalid results due to the individual's responses while completing the questionnaire. Donot use these results.Moderate Reliability suggests these results be cross-validated with personal interviews and reference checks.
High Reliability indicates the individual understood the questions and responded to them in a way that has beenshown to be predictive.
Response Distortion Index: Low
The Response Distortion Index rating measures the individual's tendency to intentionally or unintentionally answer the questions in away to exaggerate strengths and downplay weaknesses in order to leave a more favorable impression.
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses andan open and vulnerable personality that usually recognizes personal faults and easily accepts blame. These resultsare accurate and predictive.Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay
Top Rep
cts salesproÄlel
44
Drive (65)• Work pace
• Level of Independence
• Level of Assertiveness
• Desire for Recognition
• Desire to be Social
Can He Handle Rejection
• Compassion
• Assertiveness
• Self Promotion
9/6/13 3:24 PMCTS Sales Profile
Page 1 of 2https://www.ctssalesprofile.com/cgi-bin/smsselect/mff_chart.pl5
CTS Sales Profile Report
Northwestern Mutual Financial Representative
Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in anygiven position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured inthe "CTS Sales Profile Score."
Date: March 19, 2013Name: Gary HolvickPosition: Northwestern Mutual Financial Representative
Gary Holvick 's CTS Sales Profile Score: High (80)
Coaching Hours Per Month Recommended: Less than 2 coaching hours per month.
The CTS Sales Profile Report is derived from statistically significant (weighted) correlations with productivity measures. Therefore, sometraits are more influential than others in determining the CTS Sales Profile Score. The Recommended Coaching Hours Per Month is anestimation, based on thousands of personal interviews with managers and employees who described their challenges as they related toeach of the CTS Primary Traits listed below. Managers should spend the most time coaching individuals about issues pertaining to theirtraits outside the "green" range. For ideas on how to coach these individuals, refer to this individual's CTS sales manager's coachingreport, which provides specific, personalized coaching recommendations for each of this individual's traits.
Primary Trait 0 10 20 30 40 50 60 70 80 90 100
Deadline Motivation (83 %)
Independent Spirit (87 %)
Analytical (5 %)
Compassion (34 %)
Assertiveness (56 %)
Self-Promotion (22 %)
Recognition Drive (49 %)
Belief in Others (95 %)
Optimism (73 %)
Reliability Index: High
The Reliability Index measures the degree to which a person understood the questions, maintained focus while answering them, andgave answers with a thoughtful response.
Low Reliability indicates invalid results due to the individual's responses while completing the questionnaire. Donot use these results.Moderate Reliability suggests these results be cross-validated with personal interviews and reference checks.
High Reliability indicates the individual understood the questions and responded to them in a way that has beenshown to be predictive.
Response Distortion Index: Low
The Response Distortion Index rating measures the individual's tendency to intentionally or unintentionally answer the questions in away to exaggerate strengths and downplay weaknesses in order to leave a more favorable impression.
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses andan open and vulnerable personality that usually recognizes personal faults and easily accepts blame. These resultsare accurate and predictive.Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay
Top Rep
cts salesproÄlel45
Drive (65)• Work pace
• Level of Independence
• Level of Assertiveness
• Desire for Recognition
• Desire to be Social
Will He Maintain High
Sales Activities?
• Analytical• Compassion
9/6/13 3:24 PMCTS Sales Profile
Page 1 of 2https://www.ctssalesprofile.com/cgi-bin/smsselect/mff_chart.pl5
CTS Sales Profile Report
Northwestern Mutual Financial Representative
Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in anygiven position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured inthe "CTS Sales Profile Score."
Date: March 19, 2013Name: Gary HolvickPosition: Northwestern Mutual Financial Representative
Gary Holvick 's CTS Sales Profile Score: High (80)
Coaching Hours Per Month Recommended: Less than 2 coaching hours per month.
The CTS Sales Profile Report is derived from statistically significant (weighted) correlations with productivity measures. Therefore, sometraits are more influential than others in determining the CTS Sales Profile Score. The Recommended Coaching Hours Per Month is anestimation, based on thousands of personal interviews with managers and employees who described their challenges as they related toeach of the CTS Primary Traits listed below. Managers should spend the most time coaching individuals about issues pertaining to theirtraits outside the "green" range. For ideas on how to coach these individuals, refer to this individual's CTS sales manager's coachingreport, which provides specific, personalized coaching recommendations for each of this individual's traits.
Primary Trait 0 10 20 30 40 50 60 70 80 90 100
Deadline Motivation (83 %)
Independent Spirit (87 %)
Analytical (5 %)
Compassion (34 %)
Assertiveness (56 %)
Self-Promotion (22 %)
Recognition Drive (49 %)
Belief in Others (95 %)
Optimism (73 %)
Reliability Index: High
The Reliability Index measures the degree to which a person understood the questions, maintained focus while answering them, andgave answers with a thoughtful response.
Low Reliability indicates invalid results due to the individual's responses while completing the questionnaire. Donot use these results.Moderate Reliability suggests these results be cross-validated with personal interviews and reference checks.
High Reliability indicates the individual understood the questions and responded to them in a way that has beenshown to be predictive.
Response Distortion Index: Low
The Response Distortion Index rating measures the individual's tendency to intentionally or unintentionally answer the questions in away to exaggerate strengths and downplay weaknesses in order to leave a more favorable impression.
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses andan open and vulnerable personality that usually recognizes personal faults and easily accepts blame. These resultsare accurate and predictive.Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay
Top Rep
cts salesproÄlel46
Drive (65)• Work pace
• Level of Independence
• Level of Assertiveness
• Desire for Recognition
• Desire to be Social
Will He Network for Leads & Convert Natural Market
• Drive with attention on Recognition Drive
9/6/13 3:26 PMCTS Sales Profile
Page 1 of 12https://www.ctssalesprofile.com/cgi-bin/smsselect/smsr.pl5
Sales Coaching Report
For: Gary Holvick
The CTS Coaching Report provides sales managers with customized coaching strategies for a salesperson. These coaching strategieshelp the salesperson compensate for personality traits which conflict with performing necessary sales tasks or with doing the tasksin a timely manner.
The nine Primary Traits shown below, used with validated research, predict sales performance They also help sales managers coachand create motivating environments when customizing their leadership and coaching approach to a rep's preferred learning style.The nine Primary Traits blend together to form someone's personality and a sales coach realizes that one trait influences othertraits. This Coaching Report describes the blended effect. Also, for some traits, low scores may be more desirable and necessary forspecific sales tasks. Therefore, it is important to use validated research for hiring, not the trait scores found below. Only use thisreport for coaching and training. The ten Secondary Traits help you to understand the interactions of the Primary Traits. Forexample, Handles Rejection is an interaction between Assertiveness, Compassion, and Self-Promotion. (Because these SecondaryTraits are the result of averaging three or more traits, they tend to be less reliable than the Primary Traits when predictingbehavior. However, they do provide valuable coaching information for a sales manager. Refer to the Coaching Recommendations foradditional insight relating to the interaction between the Primary Traits.)
Primary Traits Low Moderate High
(0 - 40%) (41 - 60%) (61 - 100%)
Deadline Motivation (83 %)
Independent Spirit (87 %)
Analytical (5 %)
Compassion (34 %)
Assertiveness (56 %)
Self-Promotion (22 %)
Recognition Drive (49 %)
Belief in Others (95 %)
Optimism (73 %)
Secondary Traits Low Moderate High
(0 - 40%) (41 - 60%) (61 - 100%)
Handles Rejection (48 %)
Maintains High-Activity (82 %)
Finds Prospects (62 %)
Sets Appointments (45 %)
Discover Needs (47 %)
Delivers Strong Presentations (54 %)
Overcomes Objections (60 %)
Closes the Sale (65 %)
Serves Customers (45 %)
Asks for Referrals (60 %)
© 2013, CraftMetrics International.
Combination Traits
Top Rep
47
Extraversion
cts salesproÄlel
48
8/8/13 1:23 PMCTS Sales Profile
Page 1 of 2http://www.ctssalesprofile.com/cgi-bin/smsselect/mff_chart.pl5
CTS Sales Profile Report
Northwestern Mutual Financial Network
Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in anygiven position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured inthe "CTS Sales Profile Score."
Date: March 26, 2013Name: Anthony BusseyPosition: Northwestern Mutual Financial Network
Anthony Bussey 's CTS Sales Profile Score: Moderate-High (70)
Coaching Hours Per Month Recommended: Approximately 2-4 coaching hours per month.
The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to helpthis candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommendedthat managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer tothis candidate's CTS sales manager's coaching report.
Primary Trait 0 10 20 30 40 50 60 70 80 90 100
Deadline Motivation (95 %)
Independent Spirit (95 %)
Analytical (5 %)
Compassion (23 %)
Assertiveness (95 %)
Self-Promotion (5 %)
Recognition Drive (76 %)
Belief in Others (95 %)
Optimism (95 %)
Reliability Index: High
This candidate's Reliability Index rating relates to the way the candidate responded to the CTS.Low Reliability indicates inaccuracies that make the results invalid. Do not use these results.
Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks.High Reliability indicates that the candidate understood the questions and responded to them in a way that hasbeen shown to be predictive.
Response Distortion Index: Low
This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggeratestrengths and downplay weaknesses in order to leave a more favorable impression.
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses andan open and vulnerable personality that easily recognizes personal faults and easily accepts blame.Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplayweaknesses.High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Thoughthis can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism andseek change in their behaviors.
cts salesproÄlel
49
Drive (90)• Work pace
• Level of Independence
• Level of Assertiveness
• Desire for Recognition
• Desire to be Social
Can He Handle Rejection
• Compassion
• Assertiveness
• Self Promotion
8/8/13 1:23 PMCTS Sales Profile
Page 1 of 2http://www.ctssalesprofile.com/cgi-bin/smsselect/mff_chart.pl5
CTS Sales Profile Report
Northwestern Mutual Financial Network
Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in anygiven position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured inthe "CTS Sales Profile Score."
Date: March 26, 2013Name: Anthony BusseyPosition: Northwestern Mutual Financial Network
Anthony Bussey 's CTS Sales Profile Score: Moderate-High (70)
Coaching Hours Per Month Recommended: Approximately 2-4 coaching hours per month.
The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to helpthis candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommendedthat managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer tothis candidate's CTS sales manager's coaching report.
Primary Trait 0 10 20 30 40 50 60 70 80 90 100
Deadline Motivation (95 %)
Independent Spirit (95 %)
Analytical (5 %)
Compassion (23 %)
Assertiveness (95 %)
Self-Promotion (5 %)
Recognition Drive (76 %)
Belief in Others (95 %)
Optimism (95 %)
Reliability Index: High
This candidate's Reliability Index rating relates to the way the candidate responded to the CTS.Low Reliability indicates inaccuracies that make the results invalid. Do not use these results.
Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks.High Reliability indicates that the candidate understood the questions and responded to them in a way that hasbeen shown to be predictive.
Response Distortion Index: Low
This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggeratestrengths and downplay weaknesses in order to leave a more favorable impression.
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses andan open and vulnerable personality that easily recognizes personal faults and easily accepts blame.Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplayweaknesses.High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Thoughthis can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism andseek change in their behaviors.
cts salesproÄlel
50
Drive (90)• Work pace
• Level of Independence
• Level of Assertiveness
• Desire for Recognition
• Desire to be Social
Will He Maintain High
Sales Activities?
• Analytical• Compassion
8/8/13 1:23 PMCTS Sales Profile
Page 1 of 2http://www.ctssalesprofile.com/cgi-bin/smsselect/mff_chart.pl5
CTS Sales Profile Report
Northwestern Mutual Financial Network
Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in anygiven position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured inthe "CTS Sales Profile Score."
Date: March 26, 2013Name: Anthony BusseyPosition: Northwestern Mutual Financial Network
Anthony Bussey 's CTS Sales Profile Score: Moderate-High (70)
Coaching Hours Per Month Recommended: Approximately 2-4 coaching hours per month.
The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to helpthis candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommendedthat managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer tothis candidate's CTS sales manager's coaching report.
Primary Trait 0 10 20 30 40 50 60 70 80 90 100
Deadline Motivation (95 %)
Independent Spirit (95 %)
Analytical (5 %)
Compassion (23 %)
Assertiveness (95 %)
Self-Promotion (5 %)
Recognition Drive (76 %)
Belief in Others (95 %)
Optimism (95 %)
Reliability Index: High
This candidate's Reliability Index rating relates to the way the candidate responded to the CTS.Low Reliability indicates inaccuracies that make the results invalid. Do not use these results.
Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks.High Reliability indicates that the candidate understood the questions and responded to them in a way that hasbeen shown to be predictive.
Response Distortion Index: Low
This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggeratestrengths and downplay weaknesses in order to leave a more favorable impression.
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses andan open and vulnerable personality that easily recognizes personal faults and easily accepts blame.Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplayweaknesses.High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Thoughthis can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism andseek change in their behaviors.
cts salesproÄlel
51
Drive (90)• Work pace
• Level of Independence
• Level of Assertiveness
• Desire for Recognition
• Desire to be Social
Will He Network for Leads & Convert Natural Market
• Drive with attention on Recognition Drive
Sales Coaching Report
For: Anthony Bussey
The CTS Coaching Report provides sales managers with customized coaching strategies for a salesperson. These coaching strategieshelp the salesperson compensate for personality traits which conflict with performing necessary sales tasks or with doing the tasksin a timely manner.
The nine Primary Traits shown below, used with validated research, predict sales performance They also help sales managers coachand create motivating environments when customizing their leadership and coaching approach to a rep's preferred learning style.The nine Primary Traits blend together to form someone's personality and a sales coach realizes that one trait influences othertraits. This Coaching Report describes the blended effect. Also, for some traits, low scores may be more desirable and necessary forspecific sales tasks. Therefore, it is important to use validated research for hiring, not the trait scores found below. Only use thisreport for coaching and training. The ten Secondary Traits help you to understand the interactions of the Primary Traits. Forexample, Handles Rejection is an interaction between Assertiveness, Compassion, and Self-Promotion. (Because these SecondaryTraits are the result of averaging three or more traits, they tend to be less reliable than the Primary Traits when predictingbehavior. However, they do provide valuable coaching information for a sales manager. Refer to the Coaching Recommendations foradditional insight relating to the interaction between the Primary Traits.)
Primary Traits Low Moderate High
(0 - 40%) (41 - 60%) (61 - 100%)
Deadline Motivation (95 %)
Independent Spirit (95 %)
Analytical (5 %)
Compassion (23 %)
Assertiveness (95 %)
Self-Promotion (5 %)
Recognition Drive (76 %)
Belief in Others (95 %)
Optimism (95 %)
Secondary Traits Low Moderate High
(0 - 40%) (41 - 60%) (61 - 100%)
Handles Rejection (59 %)
Maintains High-Activity (90 %)
Finds Prospects (85 %)
Sets Appointments (67 %)
Discover Needs (48 %)
Delivers Strong Presentations (73 %)
Overcomes Objections (77 %)
Closes the Sale (77 %)
Serves Customers (36 %)
Asks for Referrals (77 %)
© 2013, CraftMetrics International.
CTS Sales Profile https://www.ctssalesprofile.com/cgi-bin/smsselect/smsr.pl5
1 of 12 9/19/13 1:54 PM
52
Combination Traits
Extraversion
cts salesproÄlel
53
8/8/13 1:58 PMCTS Sales Profile
Page 1 of 2http://www.ctssalesprofile.com/cgi-bin/smsselect/mff_chart.pl5
CTS Sales Profile Report
Northwestern Mutual Financial Network
Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in anygiven position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured inthe "CTS Sales Profile Score."
Date: April 8, 2013Name: Derrick FreePosition: Northwestern Mutual Financial Network
Derrick Free 's CTS Sales Profile Score: Moderate (44)
Coaching Hours Per Month Recommended: Approximately 4-6 coaching hours per month.
The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to helpthis candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommendedthat managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer tothis candidate's CTS sales manager's coaching report.
Primary Trait 0 10 20 30 40 50 60 70 80 90 100
Deadline Motivation (11 %)
Independent Spirit (8 %)
Analytical (95 %)
Compassion (86 %)
Assertiveness (28 %)
Self-Promotion (22 %)
Recognition Drive (35 %)
Belief in Others (54 %)
Optimism (73 %)
Reliability Index: High
This candidate's Reliability Index rating relates to the way the candidate responded to the CTS.Low Reliability indicates inaccuracies that make the results invalid. Do not use these results.
Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks.High Reliability indicates that the candidate understood the questions and responded to them in a way that hasbeen shown to be predictive.
Response Distortion Index: Low
This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggeratestrengths and downplay weaknesses in order to leave a more favorable impression.
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses andan open and vulnerable personality that easily recognizes personal faults and easily accepts blame.Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplayweaknesses.High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Thoughthis can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism andseek change in their behaviors.
Low Producer
cts salesproÄlel
54
Drive (20)• Work pace
• Level of Independence
• Level of Assertiveness
• Desire for Recognition
• Desire to be Social
Can He Handle Rejection
• Compassion
• Assertiveness
• Self Promotion
8/8/13 1:58 PMCTS Sales Profile
Page 1 of 2http://www.ctssalesprofile.com/cgi-bin/smsselect/mff_chart.pl5
CTS Sales Profile Report
Northwestern Mutual Financial Network
Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in anygiven position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured inthe "CTS Sales Profile Score."
Date: April 8, 2013Name: Derrick FreePosition: Northwestern Mutual Financial Network
Derrick Free 's CTS Sales Profile Score: Moderate (44)
Coaching Hours Per Month Recommended: Approximately 4-6 coaching hours per month.
The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to helpthis candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommendedthat managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer tothis candidate's CTS sales manager's coaching report.
Primary Trait 0 10 20 30 40 50 60 70 80 90 100
Deadline Motivation (11 %)
Independent Spirit (8 %)
Analytical (95 %)
Compassion (86 %)
Assertiveness (28 %)
Self-Promotion (22 %)
Recognition Drive (35 %)
Belief in Others (54 %)
Optimism (73 %)
Reliability Index: High
This candidate's Reliability Index rating relates to the way the candidate responded to the CTS.Low Reliability indicates inaccuracies that make the results invalid. Do not use these results.
Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks.High Reliability indicates that the candidate understood the questions and responded to them in a way that hasbeen shown to be predictive.
Response Distortion Index: Low
This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggeratestrengths and downplay weaknesses in order to leave a more favorable impression.
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses andan open and vulnerable personality that easily recognizes personal faults and easily accepts blame.Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplayweaknesses.High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Thoughthis can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism andseek change in their behaviors.
Low Producer
cts salesproÄlel
55
Drive (20)• Work pace
• Level of Independence
• Level of Assertiveness
• Desire for Recognition
• Desire to be Social
Will He Maintain High
Sales Activities?
• Analytical• Compassion
8/8/13 1:58 PMCTS Sales Profile
Page 1 of 2http://www.ctssalesprofile.com/cgi-bin/smsselect/mff_chart.pl5
CTS Sales Profile Report
Northwestern Mutual Financial Network
Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in anygiven position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured inthe "CTS Sales Profile Score."
Date: April 8, 2013Name: Derrick FreePosition: Northwestern Mutual Financial Network
Derrick Free 's CTS Sales Profile Score: Moderate (44)
Coaching Hours Per Month Recommended: Approximately 4-6 coaching hours per month.
The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to helpthis candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommendedthat managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer tothis candidate's CTS sales manager's coaching report.
Primary Trait 0 10 20 30 40 50 60 70 80 90 100
Deadline Motivation (11 %)
Independent Spirit (8 %)
Analytical (95 %)
Compassion (86 %)
Assertiveness (28 %)
Self-Promotion (22 %)
Recognition Drive (35 %)
Belief in Others (54 %)
Optimism (73 %)
Reliability Index: High
This candidate's Reliability Index rating relates to the way the candidate responded to the CTS.Low Reliability indicates inaccuracies that make the results invalid. Do not use these results.
Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks.High Reliability indicates that the candidate understood the questions and responded to them in a way that hasbeen shown to be predictive.
Response Distortion Index: Low
This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggeratestrengths and downplay weaknesses in order to leave a more favorable impression.
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses andan open and vulnerable personality that easily recognizes personal faults and easily accepts blame.Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplayweaknesses.High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Thoughthis can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism andseek change in their behaviors.
Low Producer
cts salesproÄlel
56
Drive (20)• Work pace
• Level of Independence
• Level of Assertiveness
• Desire for Recognition
• Desire to be Social
Will He Network for Leads & Convert Natural Market
• Drive with attention on Recognition Drive
8/8/13 1:58 PMCTS Sales Profile
Page 1 of 12http://www.ctssalesprofile.com/cgi-bin/smsselect/smsr.pl5
Sales Coaching Report
For: Derrick Free
The CTS Coaching Report provides sales managers with customized coaching strategies for a salesperson. These coaching strategieshelp the salesperson compensate for personality traits which conflict with performing necessary sales tasks or with doing the tasksin a timely manner.
The nine Primary Traits shown below, used with validated research, predict sales performance They also help sales managers coachand create motivating environments when customizing their leadership and coaching approach to a rep's preferred learning style.The nine Primary Traits blend together to form someone's personality and a sales coach realizes that one trait influences othertraits. This Coaching Report describes the blended effect. Also, for some traits, low scores may be more desirable and necessary forspecific sales tasks. Therefore, it is important to use validated research for hiring, not the trait scores found below. Only use thisreport for coaching and training. The ten Secondary Traits help you to understand the interactions of the Primary Traits. Forexample, Handles Rejection is an interaction between Assertiveness, Compassion, and Self-Promotion. (Because these SecondaryTraits are the result of averaging three or more traits, they tend to be less reliable than the Primary Traits when predictingbehavior. However, they do provide valuable coaching information for a sales manager. Refer to the Coaching Recommendations foradditional insight relating to the interaction between the Primary Traits.)
Primary Traits Low Moderate High
(0 - 40%) (41 - 60%) (61 - 100%)
Deadline Motivation (11 %)
Independent Spirit (8 %)
Analytical (95 %)
Compassion (86 %)
Assertiveness (28 %)
Self-Promotion (22 %)
Recognition Drive (35 %)
Belief in Others (54 %)
Optimism (73 %)
Secondary Traits Low Moderate High
(0 - 40%) (41 - 60%) (61 - 100%)
Handles Rejection (21 %)
Maintains High-Activity (9 %)
Finds Prospects (38 %)
Sets Appointments (28 %)
Discover Needs (68 %)
Delivers Strong Presentations (39 %)
Overcomes Objections (49 %)
Closes the Sale (33 %)
Serves Customers (78 %)
Asks for Referrals (49 %)
© 2013, CraftMetrics International.
Combination Traits
57