State farm cts training slides for 1.5 hour webinar

1

Recruiting The Best Team Members

A Best-Practice Recruiting System

Page 1 in workbook2

Selling in a high-activity, high-rejection environment

WHAT do I look for to choose the best from the rest?

3

A best practice recruiting Process

HOW do I look for the best traits and skills?

4

Building a Recruiting Referral Network

WHERE do I find enough of the best candidates?

5

Using Science to Measure Hard-wired Personality Traits

CTS Sales Profile Workshop

6

Interviewing Skills Workshop – Attract the Best, Repel the Rest.

Interview Skills Workshop

7

WHAT ARE THE TRAITS OF THE BEST TEAM MEMBERS WHO CAN SELL IN TODAY’S ENVIRONMENT?

8

1/5 motivations1/5 attitudes

Best Salesperson Profile

1/5 character1/5 personality1/5 sales skills

Page 1 in workbook9

positive self image as a salesperson

passion for solving problems using your products

1/5 Attitudes

10

The products they own and the process

they used to purchase them reveal

their image of salespeople and their

attitude toward your products/

industry.

1/5 Attitudes


11

What has been your experience

with purchasing or selling products

like we sell, or your experience with

dealing with salespeople from our

industry?

1/5 Attitudes

12

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?

1/5 Attitudes


13

financial needs

physical needs

spiritual needs

drive for change

1/5 MotivationsImmediate needs

14

Character, Skills & Personality to Move Forward

1/5 MotivationsImmediate needs

15

desire to make future better

Passion for Others

childrenfamilyspousecommunitycustomersworld

1/5 Motivations

16


Passion for Self

retirementhealthspiritual lifebuild a business

1/5 Motivations

17


1/5 Motivations

What are some current and long-

term needs that will be satisfied if

you do this job well?

18


1/5 Motivations

In order of priority, what are the 3

most important things in your life

right now?

19

learned from environment

parents

culture

relationships

employment

education

1/5 Character

20

learned from environment

1/5 Character

top character traits

honesty

work ethic

concern for others

personal responsibility

21

The Path to Character Development

Teaching

Disapproval &Discipline

Bonded to Trait

Maturity(relationships work)

Honesty Concern for Others Work Ethic Responsibility

Praise &Approval

Gratification

(society works)

eco the patterns of characterwe become the teacher

22

Measure Attitudes, Motivation, and Character

using questions that get candidates to tell stories.

Attitudes, Motivation, Character

The strength of the story helps measure the level

of each trait.

23

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?”

24

Character Honesty, Concern for Others, Work Ethic, Accepts Personal Responsibility

Selfi

shne

ssThe 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

25

genetic

1/5 Personality

Determines

ways we react to

our environment

and

circumstances

26

genetic

1/5 Personality

Tasks that are

aligned with our

hard-wired traits

energize.

27

genetic

1/5 Personality

Tasks that are

not aligned with

our hard-wired

traits drain our

energy.28

genetic

1/5 Personality

Determines how we approach work

pace

confidence/assertiveness

intensity

29

genetic

1/5 Personality

Top personality traitsDeadline Motivation

Independent Spirit

Analytical

Compassion

Assertiveness

Self-Promotion

Recognition Drive

Belief in Others

Optimism30

Personality Traits

char

acte

rLow levels of Character traits cause the negative side of our personality to emerge.

-Negative +Positive

High levels of Character traits cause the positive side of our personality to emerge.

31

learned by training and experience

1/5 Sales Competencies

prospecting/networking

setting/holding appointments

fact finding

presenting solutions

handling objections

getting the sale

getting referrals

32

learned by training and experience

1/5 Sales Competencies

What sales training have you had?

Describe the sales process you follow.

33

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 salesproÄlel34

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.

35

A best practice recruiting Process.

HOW do I look for the best traits and skills?

Page 2 in Field Manual36

A system helps us in 2 areas:

Who not to hire

Who to hire

Screening

Profiling

Interviewing"Making Offer"

The BestRecruits!

Searching Methods

37

Screening

Profiling


The BestRecruits!

Searching Methods

Recruit the Best System

1

2

3

phoneemail

initial interview

CTS Sales Profile

matching score sheet

Tools & Skills

resume

check references

Finding Candidates

final interview

Page 2 in Field Manual

38

Can They Sell Field Manual

©2012 Sales Manage Solutions, LLC (865-675-2002) Copy or distribute with permission only. Steve Suggs, [email protected] 8

can they sell?l l .com?

Recruit the Best Checklist

1. Review resume.

2. Screen by Phone – Use Phone Screen Questionnaire. If successful, go to next step.

3. Screen by Email – send “Thank you” email with these questions: What do you think this job involves? What do you think it will take to be successful here? 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? Schedule face-to-face initial screening interview.

4. 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. 5. Administer the CTS Sales Profile www.ctssalespro!le.com

6. Conduct Initial Face-to-Face Interview – Use Initial Interview Questionnaire

7. Ask for 6 references – 2 previous bosses, 2 coworkers, 2 business people/former customers.

8. Call References using Reference Check Questionnaire

9. Conduct Final Interview – Use Final Interview Questionnaire

10. Interview By Current Team – Use Team Interview Questionnaire

11. Fill out Matching/Score Sheet

____________SENT DATE

____________INTERVIEW DATE

____________EMAILED DATE

____________CONFIRM DATE

____________CTS ORDERED

____________INTERVIEW DATE

____________RESPOND DATE

Candidate Name:____________________________Date:____________

Page 8 in Field Manualpp 9-10

pp 11-22

pp 23-27

pp 28-37

p 38

pp 5-7

Book p. 65. Blog www.salesmanage.com/blog/archives/the_reference_check

39

WHERE do I find enough of the best candidates?

pp. 4-6 in Handout

40

The

Rec

ruiti

ng F

unne

lScreening

Profiling


The BestRecruits!

Searching Methods 10 strong resumes

3 final interviews

1 salesperson

41

Team of 3-5 - need to recruit 1-2 per year

ALWAYS be RECRUITINGAv

erag

e An

nual

Tur

nove

r - 4

0%

42

ALWAYS be RECRUITING

Take action to find great people when you don’t need team

members, so you’ll have candidates when you need them.

Newton’s Law - people leave/get fired at

the most inconvenient times.

43

ALWAYS be RECRUITING

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.

A good sales team is the enemy of a

great sales team.

44

To avoid the “I need somebody NOW” syndrome...

...build your Recruiting Referral Network for a continuous flow of GREAT RESUMES

Please come to work for

me!

45

Build

a R

ecru

iting

Ref

erra

l Net

wor

k pp. 4-6Source Action Date CompletedCreate email listWrite emailSend email

Write short job descriptionFacebookLinkedinemailchurch/templeTeam Member 1Team Member 2Team Member 3Team Member 4Team Member 5Team Member 6

SandlerDale CarnegieWilson LearningSteven CoveyJeff GitomerIntegrity Solutions

BNIe-Women

LinkedInFacebook

12345

123

Current Team - 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.

Sales Trainers/Consultants- Find certified trainers at these companies in your city and meet with them.

Current Customers - Email all customers and ask them to refer friends/family who can sell. If you don't have an email list, send a postcard to customers asking for their email address.

Directors of Networking Groups - These are the most networked people in your city. Meet with them. Email them job posting and ask to distribute to members.

Social Networking- Spend 15 minutes daily building your social media profiles.

Churches/Temples - Most have job boards and a jobs ministry. Contact and ask for minister/volunteer who heads up this ministry. List 5 target organizations.

Small Business CPA - Contact and ask them to direct people to you who are closing businesses or changing careers.

46

123

Sales ManagerSalesperson 1Salesperson 2Salesperson 3

RotaryLions ClubKiwanusUnited WayBoy ScoutsGirl ScoutsJr. League

Northwestern Mutual Mass MutualPrudentialNational Life

12345

Salesgravy.comSalesblogcast.comLinkedInLinkedIn Groups

MonsterCareer BuilderSnagajob.comFindtherightjob.comNewspapers

Meet every sales rep that calls on your office, and recruit and/or network with them.

Attend all of these events. Many salespeople who are changing careers attend these events.

Chamber of Commerce Business After-hours Events

Traditional Job Boards - post job here.

Sales reps

President Community Service Organization- These people are leaders and well connected. Meet with these.

Recruiters with other Insurance companies Develop recipricol relationship; trade resumes.

Universities/colleges - career services dept.- Set up interview day. Most will market the position to students.

Social Networking Job Boards - post job here.

Small Business Attorneys - contact and ask them to direct people to you who are closing businesses or changing careers.

Chamber of Commerce Contact sales manager and salespeople. Ask them to direct people to you who are looking for jobs.

Build

a R

ecru

iting

Ref

erra

l Net

wor

k

47

12345

Job Fairs – If you recruit in large numbers, this is a way toget many people interested in your position. Attend the job fairs in your city, or hold your own. Go to jobfairtips.com for a number of useful tips.

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 this job, please help them find a great career by sending them to see me. The 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 find prospects, pursue goals, and handle themselves with confidence. Sales experience* ... Please have them forward their resume to me at ... Thank you for helping me find the right individuals and for helping them to find a great career.” *Sales experience - fill in your desired level of sales experience based on your training resources.

Sample Wording for Job Posting:“Salespeople wanted. Michelle Winters State Farm is looking forsalespeople to work in the city of Nashville calling on customers to sell insurance and financial 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 find prospects, pursue goals, and handle themselves with confidence. Sales experience ... Please forward resume to...” Add additional information and requirements about the position as necessary.

Build

a R

ecru

iting

Ref

erra

l Net

wor

k

48

History of CTS

• 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

49

CTS Sales Profile Report

State Farm Selling Team Member

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 7, 2013Name: kelly hagarPosition: State Farm Selling Team Member

kelly hagar 's CTS Sales Profile Score: High (85)

Coaching Hours Per Month Recommended: Less than 2 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 (91 %)

Independent Spirit (95 %)

Analytical (5 %)

Compassion (49 %)

Assertiveness (70 %)

Self-Promotion (77 %)

Recognition Drive (49 %)

Belief in Others (69 %)

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: Moderate

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.

© 2013, CraftMetrics International.

CTS Sales Profile http://www.ctssalesprofile.com/cgi-bin/smsselect/mff_chart.pl5

1 of 1 7/23/13 2:16 PM

Two Most Important Traits Related to Sales

Ideal Ranges for

Sales

Candidates Score

Top Agent

50

Primary Traits

For: kelly hagar

Low Moderate High


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.


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.


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.


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.


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."


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

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Primary Trait 0 10 20 30 40 50 60 70 80 90 100



Analytical (5 %)

Compassion (49 %)





Optimism (95 %)









1 of 1 7/23/13 2:16 PM

Top Agent

52








Primary Trait 0 10 20 30 40 50 60 70 80 90 100



Analytical (5 %)

Compassion (49 %)





Optimism (95 %)









1 of 1 7/23/13 2:16 PM

High Resiliency to

Rejection

Top Agent

Page 9

53

Sales Coaching Report

For: kelly hagar

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%)



Analytical (5 %)

Compassion (49 %)





Optimism (95 %)

Secondary Traits Low Moderate High

(0 - 40%) (41 - 60%) (61 - 100%)

Handles Rejection (66 %)

Maintains High-Activity (83 %)

Finds Prospects (59 %)

Sets Appointments (66 %)

Discover Needs (49 %)

Delivers Strong Presentations (61 %)

Overcomes Objections (64 %)

Closes the Sale (76 %)

Serves Customers (44 %)

Asks for Referrals (64 %)



1 of 12 7/23/13 2:17 PM

Two Most Important

Combination Traits

Top Agent

Page 10

54








Primary Trait 0 10 20 30 40 50 60 70 80 90 100



Analytical (5 %)

Compassion (49 %)





Optimism (95 %)









1 of 1 7/23/13 2:16 PM

Maintains High Sales Activities

Top Agent

Page 9

Pace/IntensityTime Management

55


For: kelly hagar




(0 - 40%) (41 - 60%) (61 - 100%)



Analytical (5 %)

Compassion (49 %)





Optimism (95 %)


(0 - 40%) (41 - 60%) (61 - 100%)













1 of 12 7/23/13 2:17 PM

Two Most Important

Combination Traits

Top Agent

Page 10

Coaching Report Online

56




Date: March 1, 2013Name: Drew GriggsPosition: State Farm Selling Team Member

Drew Griggs 's CTS Sales Profile Score: Moderate-High (77)

Coaching Hours Per Month Recommended: Approximately 2-4 coaching hours per month.


Primary Trait 0 10 20 30 40 50 60 70 80 90 100



Analytical (5 %)

Compassion (49 %)





Optimism (73 %)




Response Distortion Index: Low





1 of 1 7/23/13 9:26 PM

Highly Rated Selling Team Member - Agent Aspirant

Page 11

57


For: Drew Griggs




(0 - 40%) (41 - 60%) (61 - 100%)



Analytical (5 %)

Compassion (49 %)





Optimism (73 %)


(0 - 40%) (41 - 60%) (61 - 100%)













1 of 12 7/23/13 9:26 PM

Highly Rated Selling Team Member - Agent Aspirant

Two Most Important

Combination Traits

Page 12

58

7/17/13 4:07 PMCTS Sales Profile

Page 1 of 2http://www.ctssalesprofile.com/cgi-bin/smsselect/mff_chart.pl5




Date: April 2, 2013Name: Tabatha WhaleyPosition: State Farm Selling Team Member

Tabatha Whaley 's CTS Sales Profile Score: Moderate-High (74)



Primary Trait 0 10 20 30 40 50 60 70 80 90 100



Analytical (17 %)

Compassion (34 %)





Optimism (95 %)







Agent Aspirant Now an Agent

59


Page 1 of 12http://www.ctssalesprofile.com/cgi-bin/smsselect/smsr.pl5


For: Tabatha Whaley




(0 - 40%) (41 - 60%) (61 - 100%)



Analytical (17 %)

Compassion (34 %)





Optimism (95 %)


(0 - 40%) (41 - 60%) (61 - 100%)












Agent Aspirant Now an Agent

c

60






Date: April 2, 2013Name: Justin RobinsonPosition: State Farm Selling Team Member

Justin Robinson 's CTS Sales Profile Score: Moderate-High (70)



Primary Trait 0 10 20 30 40 50 60 70 80 90 100



Analytical (29 %)

Compassion (5 %)





Optimism (95 %)







Highly Rated Selling Team

Member

61




For: Justin Robinson




(0 - 40%) (41 - 60%) (61 - 100%)



Analytical (29 %)

Compassion (5 %)





Optimism (95 %)


(0 - 40%) (41 - 60%) (61 - 100%)












Highly Rated Selling Team

Member

62






Date: April 2, 2013Name: Cindy DoylePosition: State Farm Selling Team Member

Cindy Doyle 's CTS Sales Profile Score: High (85)



Primary Trait 0 10 20 30 40 50 60 70 80 90 100



Analytical (17 %)

Compassion (34 %)





Optimism (73 %)

Reliability Index: Moderate






Top Agent

63




For: Cindy Doyle




(0 - 40%) (41 - 60%) (61 - 100%)



Analytical (17 %)

Compassion (34 %)





Optimism (73 %)


(0 - 40%) (41 - 60%) (61 - 100%)












Top Agent

64






Date: February 22, 2013Name: James BrownPosition: State Farm Selling Team Member

James Brown 's CTS Sales Profile Score: Moderate-High (70)



Primary Trait 0 10 20 30 40 50 60 70 80 90 100



Analytical (5 %)

Compassion (5 %)





Optimism (73 %)







Top Agent

65




For: James Brown




(0 - 40%) (41 - 60%) (61 - 100%)



Analytical (5 %)

Compassion (5 %)





Optimism (73 %)


(0 - 40%) (41 - 60%) (61 - 100%)












Top Agent

66






Date: March 5, 2013Name: Jon LaskinPosition: State Farm Selling Team Member

Jon Laskin 's CTS Sales Profile Score: Moderate-High (77)



Primary Trait 0 10 20 30 40 50 60 70 80 90 100



Analytical (17 %)

Compassion (49 %)





Optimism (73 %)







Top Agent

67




For: Jon Laskin




(0 - 40%) (41 - 60%) (61 - 100%)



Analytical (17 %)

Compassion (49 %)





Optimism (73 %)


(0 - 40%) (41 - 60%) (61 - 100%)












Top Agent

68

Low Rated Selling Team

Member






Date: March 1, 2013Name: Brock KothePosition: State Farm Selling Team Member

Brock Kothe 's CTS Sales Profile Score: Moderate (48)



Primary Trait 0 10 20 30 40 50 60 70 80 90 100



Analytical (66 %)

Compassion (95 %)





Optimism (73 %)




Response Distortion Index: High



69


Member

7/25/13 10:41 AMCTS Sales Profile



For: Brock Kothe




(0 - 40%) (41 - 60%) (61 - 100%)



Analytical (66 %)

Compassion (95 %)





Optimism (73 %)


(0 - 40%) (41 - 60%) (61 - 100%)












70






Date: March 5, 2013Name: yenny miandaPosition: State Farm Selling Team Member

yenny mianda 's CTS Sales Profile Score: Moderate (55)



Primary Trait 0 10 20 30 40 50 60 70 80 90 100



Analytical (17 %)

Compassion (86 %)





Optimism (44 %)








Member

71


Member


For: yenny mianda




(0 - 40%) (41 - 60%) (61 - 100%)



Analytical (17 %)

Compassion (86 %)





Optimism (44 %)


(0 - 40%) (41 - 60%) (61 - 100%)













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State Farm Service Team Member

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." Please note that the final CTS Sales Profile Score is also influenced by Power Ratings, which measure therelative importance of each trait compared to other traits.

Date: April 4, 2013Name: Brock ToomeyPosition: State Farm Service Team Member

Brock Toomey 's CTS Sales Profile Score: Moderate (50)



Primary Trait 0 10 20 30 40 50 60 70 80 90 100



Analytical (95 %)

Compassion (86 %)













1 of 1 7/24/13 9:18 AM

Highly Rated Service Team

Member

Page 13

73






Date: March 5, 2013Name: Mellissa CookPosition: State Farm Service Team Member

Mellissa Cook 's CTS Sales Profile Score: Moderate-High (74)



Primary Trait 0 10 20 30 40 50 60 70 80 90 100



Analytical (92 %)

Compassion (86 %)













Member

74






Date: March 15, 2013Name: Lisa LoweryPosition: State Farm Service Team Member

Lisa Lowery 's CTS Sales Profile Score: Moderate-High (72)



Primary Trait 0 10 20 30 40 50 60 70 80 90 100



Analytical (55 %)

Compassion (67 %)













Member

75

Low Rated Service Team

Member






Date: April 16, 2013Name: Allison VenterPosition: State Farm Service Team Member

Allison Venter 's CTS Sales Profile Score: Moderate (52)



Primary Trait 0 10 20 30 40 50 60 70 80 90 100



Analytical (43 %)

Compassion (6 %)

Assertiveness (5 %)











Page 14

76

0 50 100Deadline Motivation

Analytical

Deadline Motivation

Compassion

Caution - Time Management Issues

Spends too much time analyzing

Spends too much time nurturing/overly compassionate

Assertiveness

Compassion

Caution - Intimidating/cold

Page 15

77

Page 160 50 100

Recognition Drive

Deadline Motivation

Assertiveness

Self-Promotion

Caution

Likable, but methodical / slow mover

Struggles with Rejection

Struggles with Pivoting

Compassion

Deadline Motivation

Assertiveness

Independent Spirit

Self Promotion

Compassion

Compassion

78

•Tour of the CTS site

79

Interviewing Skills Workshop

Attract the Best, Repel the Rest.

Hour 5

p. 20-21

80

Dr. Antonio Damasio - Emotion is critical to the decision process.

Developing your Interviewing Skills

p. 20-2181

Too much emotion clouds logic.


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Critical balance between

logic and emotion


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The solution - interviewing

skills using prepared questions that measure

specific traits and skills.

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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.


What causes us to

like other people?

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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.


What causes us to

like other people?

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The best shine, the worst sweat. Don’t Rescue

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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.”

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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.”

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More interview tips

• Do not paint an unrealistic picture of the job and the challenges.

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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.

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Interview Workshop

Turn to page 22 in workbook. Break up into pairs.

Focus on asking and listening.

8 minutes each person.

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Interview Workshop

3-4 stand and tell us 1 thing you learned during this exercise.

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Thank You

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