McClain_Craig_Sales Profile_TTI Success Insights

Sales

Craig McClainSales Representative6-19-2015

www.newwings.comNew Wings, L.P.1901 Las EntradasSpicewood, TX [email protected]

Copyright © 1984-2015. Target Training International, Ltd.

IntroductionBehavioral research suggests that the most effective people are those who understandthemselves, both their strengths and weaknesses, so they can develop strategies to meetthe demands of their environment.

A person's behavior is a necessary and integral part of who they are. In other words, much of ourbehavior comes from "nature" (inherent), and much comes from "nurture" (our upbringing). It isthe universal language of "how we act," or our observable human behavior.

In this report we are measuring four dimensions of normal behavior. They are:

How you respond to problems and challenges.

How you influence others to your point of view.

How you respond to the pace of the environment.

How you respond to rules and procedures set by others.

This report analyzes behavioral style; that is, a person's manner of doing things. Is the report100% true? Yes, no and maybe. We are only measuring behavior. We only report statementsfrom areas of behavior in which tendencies are shown. To improve accuracy, feel free to makenotes or edit the report regarding any statement from the report that may or may not apply, butonly after checking with friends or colleagues to see if they agree.

"All people exhibit all four behavioralfactors in varying degrees of intensity."

–W.M. Marston

1Craig McClain


New Wings, [email protected]

Sales CharacteristicsBased on Craig's responses, the report has selected general statements to provide abroad understanding of his sales style. This section highlights how he deals withpreparation, presentation, handling objections, closing, and servicing. The statementsidentify the natural sales style he brings to the job. Eliminate or modify any statementthat is not true based on sales training or experience.

Craig sets high sales goals for himself and others. Being optimistic, he may setthem too high. However, if he develops a plan and follows that plan, he usuallywill deliver the results. He prefers to sell a new client on himself first rather thanhis product or service. This reflects his natural approach. When he buys, healso prefers to be sold in this manner. He maintains a high trust level; that is,he trusts that people will make good on their promises. Inclined to talksmoothly, readily and at length, he loves the opportunity to verbalize. Salespresents an opportunity for him to use this great attribute. Detail work is notCraig's forte. He enjoys "people over things" and may procrastinate when facedwith time-consuming, detail work. He prefers to be evaluated on his results, notthe paper work. He consistently meets the challenge of persuading people tohis point of view. Some buyers may desire less talk and more facts. He likescold calls because they present a challenge. He feels his verbal skills will helphim win. Every cold call provides an opportunity to win friends and influencepeople.

Craig frequently uses emotion and active body language in his salespresentation. With some buyers this could be detrimental because they maysee him as being superficial. Some see him as a natural born salesperson butwhat they really see is his ability to talk smoothly and readily on most subjects.He quickly shares his opinion on most topics. He experiences difficulty in tellinga prospect that he doesn't have the answer to the prospect's objections. Hisnatural sales style attempts to answer the objections even if he lacks the properdata to do so. He would rather take the risk than admit failure. He may usehumor in his presentation, which may help or hinder, based on the style of thebuyer. Excessive humor may cause him to ramble and not provide sufficienttime for the presentation. Craig should learn to follow all objections with aquestion. This will allow him time to prepare his answer and help clarify theprospect's actual objection. If he gets into one of his "oversell" modes, he maycause the objections to be raised. However, he will welcome the objections andanswer them to the best of his ability.

Adapted Style

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2Craig McClain



Sales Characteristics Continued

Craig may be positive and direct with his closes. He will be friendly andpersistent as he attempts to close the sale. He can be seen as a good closer.However, he may postpone the close until giving the complete sales pitch.Observers have actually seen him sell the product and then buy it back. Heshould guard against excessive talking and close at the appropriate time. Heprobably has several favorite closes. He needs to evaluate the way he is usingthem and if they are appropriate to the sales situation. If given the choice, hewould prefer to sell a new account instead of servicing an old account. This isespecially true if the old account has little potential or requires sufficient factsand data to support their purchase decisions. Craig can be guilty ofoverservicing the accounts he feels are personal friends. To him, friendship isimportant and he may overlook certain requests to maintain the friendship. Hewould rather make a social visit instead of a service visit. The social visit meetshis need to be friendly and outgoing, while the service visit requires specialeffort if customers don't buy more products or services.

Adapted Style

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3Craig McClain



Value to the OrganizationThis section of the report identifies the specific talents and behavior Craig brings to thejob. By looking at these statements, one can identify his role in the organization. Theorganization can then develop a system to capitalize on his particular value and makehim an integral part of the team.

Bottom line-oriented.

Motivates others towards goals.

Dedicated to his own ideas.

Big thinker.

Self-reliant.

Builds confidence in others.

Can support or oppose strongly.

Accomplishes goals through people.

Inner-directed rather than tradition-directed--brings fresh ideas for solvingproblems.

Adapted Style

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Natural Style

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4Craig McClain



Checklist for CommunicatingMost people are aware of and sensitive to the ways with which they prefer to becommunicated. Many people find this section to be extremely accurate and importantfor enhanced interpersonal communication. This page provides other people with alist of things to DO when communicating with Craig. Read each statement andidentify the 3 or 4 statements which are most important to him. We recommendhighlighting the most important "DO's" and provide a listing to those who communicatewith Craig most frequently.

Ways to Communicate:

Appeal to how he will benefit or be admired.

Provide a warm and friendly environment.

Offer special, immediate and extra incentives for his willingness to takerisks.

Provide testimonials from people he sees as important.

Look for his oversights.

Leave time for relating, socializing.

Use enough time to be stimulating, fun-loving, fast-moving.

Understand his defiant nature.

Define the problem in writing.

Read the body language for approval or disapproval.

Use a balanced, objective and emotional approach.

Provide solutions--not opinions.

Use the carrot approach when appropriate.Adapted Style

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5Craig McClain



Checklist for Communicating Continued

This section of the report is a list of things NOT to do while communicating with Craig.Review each statement with Craig and identify those methods of communication thatresult in frustration or reduced performance. By sharing this information, both partiescan negotiate a communication system that is mutually agreeable.

Ways NOT to Communicate:

Drive on to facts, figures, alternatives or abstractions.

Be curt, cold or tight-lipped.

Let him overpower you with verbiage.

Talk down to him.

Leave decisions hanging in the air.

"Dream" with him or you'll lose time.

Ramble.

Kid around too much, or "stick to the agenda" too much.

Legislate or muffle--don't overcontrol the conversation.

Be dogmatic.

Be paternalistic.

Adapted Style

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Natural Style

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6Craig McClain



Selling TipsThis section provides suggestions on methods which will improve Craig's communications when selling to differentstyles. The tips include a brief description of typical people in which he may interact. By adapting to thecommunication style desired by other people, Craig will become more effective in his communications with them.He may have to practice some flexibility in varying his communication style with others who may be different fromhimself. This flexibility and the ability to interpret the needs of others is the mark of a superior salesperson.

When selling to a person who is ambitious,forceful, decisive, strong-willed, independent andgoal-oriented:

Be clear, specific, brief and to the point.Stick to business. Give an effective presentation.Come prepared with support material in awell-organized "package."

Factors that will create tension:

Talking about things that are not relevant to theissue.Leaving loopholes or cloudy issues.Appearing disorganized.

When selling to a person who is magnetic,enthusiastic, friendly, demonstrative andpolitical:

Provide a warm and friendly environment.Don't deal with a lot of details, unless they wantthem.Provide testimonials from people they see asimportant.


Being curt, cold or tight-lipped.Controlling the conversation.Driving on facts and figures, alternatives,abstractions.

When selling to a person who is patient,predictable, reliable, steady, relaxed and modest:

Begin with a personal comment--break the ice.Present yourself softly, nonthreateningly andlogically.Earn their trust--provide proven products.


Rushing headlong into the interview.Being domineering or demanding.Forcing them to respond quickly to your questions.

When selling to a person who is dependent, neat,conservative, perfectionist, careful andcompliant:

Prepare your "presentation" in advance.Stick to business--provide fact to support yourpresentation.Be accurate and realistic--don't exaggerate.


Being giddy, casual, informal, loud.Wasting time with small talk.Being disorganized or messy.

7Craig McClain



Ideal EnvironmentThis section identifies the ideal work environment based on Craig's basic style.People with limited flexibility will find themselves uncomfortable working in any job notdescribed in this section. People with flexibility use intelligence to modify theirbehavior and can be comfortable in many environments. Use this section to identifyspecific duties and responsibilities that Craig enjoys and also those that createfrustration.

Democratic supervisor with whom he can associate.

Assignments with a high degree of people contacts.

Freedom from control and detail.

Work with a results-oriented team.

Forum for his ideas to be heard.

Needs difficult assignments.

Adapted Style

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8Craig McClain



PerceptionsSee Yourself as Others See You

A person's behavior and feelings may be quickly telegraphed to others. This sectionprovides additional information on Craig's self-perception and how, under certainconditions, others may perceive his behavior. Understanding this section willempower Craig to project the image that will allow him to control the situation.

Self-PerceptionCraig usually sees himself as being:

Enthusiastic Outgoing

Charming Inspiring

Persuasive Optimistic

Others' Perception - Moderate Under moderate pressure, tension, stress or fatigue, others may see him asbeing:

Self-Promoting Glib

Overly Optimistic Unrealistic

Others' Perception - ExtremeUnder extreme pressure, stress or fatigue, others may see him as being:

Overly Confident Talkative

Poor Listener Self-Promoter

Adapted Style

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9Craig McClain



DescriptorsBased on Craig's responses, the report has marked those words that describe hispersonal behavior. They describe how he solves problems and meets challenges,influences people, responds to the pace of the environment and how he responds torules and procedures set by others.

Driving

Ambitious

Pioneering

Strong-Willed

Determined

Competitive

Decisive

Venturesome

Calculating

Cooperative

Hesitant

Cautious

Agreeable

Modest

Peaceful

Unobtrusive

Dominance

Inspiring

Magnetic

Enthusiastic

Persuasive

Convincing

Poised

Optimistic

Trusting

Reflective

Factual

Calculating

Skeptical

Logical

Suspicious

Matter-of-Fact

Incisive

Influencing

Relaxed

Passive

Patient

Possessive

Predictable

Consistent

Steady

Stable

Mobile

Active

Restless

Impatient

Pressure-Oriented

Eager

Flexible

Impulsive

Steadiness

Cautious

Careful

Exacting

Systematic

Accurate

Open-Minded

Balanced Judgment

Diplomatic

Firm

Independent

Self-Willed

Obstinate

Unsystematic

Uninhibited

Arbitrary

Unbending

Compliance

10Craig McClain



Natural and AdaptedSelling StyleCraig's natural selling style of dealing with problems, people, pace and proceduresmay not always fit the sales environment. This section is extremely important as it willidentify if a salesperson's natural style or adapted style is correct for the current salesenvironment.

PROBLEMS - CHALLENGES

Natural Adapted

Craig is ambitious in his approach toselling, displaying a strong will andhas a need to win against allobstacles. He has a tendency toconfront prospects and desire tocontrol the sales situation. He needsa territory and products that willconstantly challenge him.

Craig sees no need to change hissales approach from his basic styleas it is related to solving problemsand challenges.

PEOPLE - CONTACTS

Natural Adapted

Craig is enthusiastic about his abilityto influence others. He prefers anenvironment in which he has theopportunity to deal with differenttypes of individuals. He is trustingand also wants to be trusted.

Craig sees no need to change hisapproach to influencing others to hisway of thinking. He sees his naturalstyle to be what the environment iscalling for.

Adapted Style

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11Craig McClain



Natural and AdaptedSelling Style Continued

PACE - CONSISTENCY

Natural Adapted

Craig enjoys a sales environmentthat needs a consistent approach.He will change approach if the newdirection is meaningful andconsistent with past experience. Heenjoys selling quality products thathe feels are reliable and dependable.

Craig feels to be successful in hispresent sales environment he mustsee many prospects/customers. Hefeels mobility is one of his strengths.He can go in many differentdirections with ease and control.

PROCEDURES - CONSTRAINTS

Natural Adapted

Craig wants to be seen as his ownperson who is willing and capable ofinterpreting the company policies toensure the best results and allow himcreative and innovative methods ofselling. He wants to be measured onhis sales results, not how heachieved the results.

Craig sees the need to be his ownperson and may attempt to sidesteprules to achieve results. He feels aneed to personalize his salespresentation to allow for creativeselling techniques.

Adapted Style

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12Craig McClain



Adapted StyleCraig sees his present work environment requiring him to exhibit the behavior listed onthis page. If the following statements DO NOT sound job related, explore the reasonswhy he is adapting this behavior.

Seeking challenges presented by competition.

Excited about available new products or services.

Uninhibited in making a creative sales presentation.

Making a presentation in his own particular style.

Firm, unbending dedication to completing sales projects.

Verbally stressing the benefits of his product or service.

Using great social strengths in approaching new prospects.

Using persuasive skills.

Setting his own agenda for results.

Meeting customers either formally or informally.

Speaking smoothly and emotionally with his customers or clients.

Exhibiting excitement about his service or product.

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13Craig McClain



Keys to MotivatingThis section of the report was produced by analyzing Craig's wants. People aremotivated by the things they want; thus, wants that are satisfied no longer motivate.Review each statement produced in this section with Craig and highlight those that arepresent "wants."

Craig wants:

Unusual, new or difficult products to sell.

Working conditions with freedom to move and to talk to people.

No restrictions to hamper results.

To be trusted.

To be measured by sales results.

The chance to have fun (play hard--work hard).

Sales meetings that allow him to ventilate his emotions.

Group activities outside the job.

Flattery, praise, popularity and strokes.

Exciting place to work.

Participation in meetings on future planning.

Public recognition of his ideas and sales results.

Adapted Style

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Natural Style

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14Craig McClain



Keys to ManagingIn this section are some needs which must be met in order for Craig to perform at anoptimum level. Some needs can be met by himself, while management must providefor others. It is difficult for a person to enter a motivational environment when thatperson's basic management needs have not been fulfilled. Review the list with Craigand identify 3 or 4 statements that are most important to him. This allows Craig toparticipate in forming his own personal management plan.

Craig needs:

Support in doing excessive detail work.

Objectivity in managing a sales territory.

Authority equal to responsibility.

To be informed of things which affect him.

Restraints or program to calculate the risk involved by his decisions.

More control of body language.

To handle routine paperwork only once.

A tolerant sales manager.

People to work and associate with.

Documentation of expected sales results.

Bottom-line measurement.

To relax and pace himself.

To focus conversations on work activities--less socializing.

Adapted Style

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15Craig McClain



Areas for ImprovementIn this area is a listing of possible limitations without regard to a specific job. Reviewwith Craig and cross out those limitations that do not apply. Highlight 1 to 3 limitationsthat are hindering his performance and develop an action plan to eliminate or reducethis hindrance.

Craig has a tendency to:

Give away products or services to make client happy.

Be more concerned with popularity than tangible results, if popularity isrewarded.

Be unrealistic in appraising a client's credit.

Have difficulty planning and controlling time.

Need to be more factually-oriented and talk a bit slower.

Not answer objections completely, or tap dances around the objections.

Be so enthusiastic that he can be seen as superficial.

Not have all the necessary brochures and sales aids.

Tell the complete story and miss closing opportunities.

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16Craig McClain



Action Plan

Professional Development

1. I learned the following behaviors contribute positively to increasing my professionaleffectiveness: (list 1-3)

2. My report uncovered the following behaviors I need to modify or adjust to make me moreeffective in my career: (list 1-3)

3. When I make changes to these behaviors, they will have the following impact on my career:

4. I will make the following changes to my behavior, and I will implement them by ____________:

17Craig McClain


Action Plan

Personal Development

1. When reviewing my report for personal development, I learned the following key behaviorscontribute to reaching my goals and the quality of life I desire: (list 1-3)

2. The following behaviors were revealed, which show room for improvement to enhance thequality of my life: (list 1-3)

3. When I make changes to these behaviors, I will experience the following benefits in my qualityof life:

4. I will make the following changes to my behavior, and I will implement them by ____________:

18Craig McClain


Behavioral HierarchyThe Behavioral Hierarchy graph will display a ranking of your natural behavioral stylewithin a total of twelve (12) areas commonly encountered in the workplace. It will helpyou understand in which of these areas you will naturally be most effective.

1. Frequent Interaction with Others - Dealing with multipleinterruptions on a continual basis, always maintaining a friendlyinterface with others.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.0

6.2*

2. People Oriented - Spending a high percentage of time successfullyworking with a wide range of people from diverse backgrounds toachieve "win-win" outcomes.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.5

6.8*

3. Frequent Change - Moving easily from task to task or being askedto leave several tasks unfinished and easily move on to the new taskwith little or no notice.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.5

5.2*

4. Competitiveness - Tenacity, boldness, assertiveness and a "will towin" in all situations.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.0

4.7*

5. Versatility - Bringing together a multitude of talents and awillingness to adapt the talents to changing assignments as required.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

6.5

5.3*

6. Urgency - Decisiveness, quick response and fast action.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

6.0

4.3*

7. Customer Relations - A desire to convey your sincere interest inthem.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

5.5

6.6*

* 68% of the population falls within the shaded area.

Adapted Style

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19Craig McClain



Behavioral Hierarchy

8. Following Policy - Complying with the policy or if no policy,complying with the way it has been done.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

4.5

6.9*

9. Follow Up and Follow Through - A need to be thorough.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

4.3

6.3*

10. Consistency - The ability to do the job the same way.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

4.2

6.5*

11. Analysis of Data - Information is maintained accurately forrepeated examination as required.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

3.5

5.5*

12. Organized Workplace - Systems and procedures followed forsuccess.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

2.0

5.2*

* 68% of the population falls within the shaded area.SIA: 62-83-36-24 (14) SIN: 68-76-58-12 (29)

Adapted Style

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20Craig McClain



Style Insights®

Graphs6-19-2015

Adapted Style

Graph I

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Norm 2015 R4

Natural Style

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T: 11:13

21Craig McClain



The Success Insights®

Wheel

The Success Insights® Wheel is a powerful tool popularized in Europe. In addition to the text youhave received about your behavioral style, the Wheel adds a visual representation that allows youto:

View your natural behavioral style (circle).

View your adapted behavioral style (star).

Note the degree you are adapting your behavior.

If you filled out the Work Environment Analysis, view the relationship of your behavior to yourjob.

Notice on the next page that your Natural style (circle) and your Adapted style (star) are plotted onthe Wheel. If they are plotted in different boxes, then you are adapting your behavior. The furtherthe two plotting points are from each other, the more you are adapting your behavior.

If you are part of a group or team who also took the behavioral assessment, it would beadvantageous to get together, using each person's Wheel, and make a master Wheel thatcontains each person's Natural and Adapted style. This allows you to quickly see where conflictcan occur. You will also be able to identify where communication, understanding andappreciation can be increased.

22Craig McClain



The Success Insights®

Wheel6-19-2015

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39

40

4142

43

44

45

46

47

484950

51

52

53

54

55

56

57

5859

60

Natural: (29) PROMOTING PERSUADER (FLEXIBLE)

Adapted: (14) PERSUADING PROMOTER

Norm 2015 R4

T: 11:13

23Craig McClain



Documents

McClain_Craig_Sales Profile_TTI Success Insights