Craig_Rootman_-_23_Motivating_Director_(Classic)_-_2009-08-11

Craig Rootman2009-08-11

Personal ProfileFoundation Chapter

Management ChapterEffective Selling Chapter

Insights Discovery 3.5 Craig Rootman Page 2

© Copyright 1992-2009 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.comhttp://www.insightsworld.com/

Personal Details

Craig RootmanSales [email protected]

Itec North

53 River Bush Willow Estate Van Dalen StreetRuimsigGautengSouth Africa1709

0825517470

Date Completed 2009-08-11

Date Printed 2009-08-13

Insights Learning and Development Ltd.Jack Martin Way, Claverhouse Business Park, Dundee, DD4 9FF, Scotland

Telephone: +44(0)1382 908050Fax: +44(0)1382 908051

E-mail: [email protected]



ContentsIntroduction 5

Overview 6Personal Style 6Interacting with Others 6Decision Making 7

Key Strengths & Weaknesses 9Strengths 9Possible Weaknesses 10

Value to the Team 11

Communication 12Effective Communications 12Barriers to Effective Communication 13

Possible Blind Spots 14

Opposite Type 15Communication with Craig's Opposite Type 16

Suggestions for Development 17

Management 18Creating the Ideal Environment 18Managing Craig 19Motivating Craig 20

Management Style 21

Effective Selling Chapter 22

Selling Style Overview 23

Before The Sale Begins 24

Identifying Needs 25

Proposing 26

Handling Buying Resistance 27



Gaining Commitment 28

Follow-up and Follow Through 29

Sales Preference Indicators 30

The Insights Wheel 31

Insights Colour Dynamics 32

Jungian Preferences 33



IntroductionThis Insights Discovery profile is based on Craig Rootman’s responses to the Insights Preference Evaluator which was completed on 2009-08-11.The origins of personality theory can be traced back to the fifth century BC, when Hippocrates identified four distinct energies exhibited by different people. The Insights System is built around the model of personality first identified by the Swiss psychologist Carl Gustav Jung. This model was published in his 1921 work “Psychological Types” and developed in subsequent writings. Jung’s work on personality and preferences has since been adopted as the seminal work in understanding personality and has been the subject of study for thousands of researchers to the present day.Using Jung's typology, this Insights Discovery profile offers a framework for self-understanding and development. Research suggests that a good understanding of self, both strengths and weaknesses, enables individuals to develop effective strategies for interaction and can help them to better respond to the demands of their environment.Generated from several hundred thousand permutations of statements, this profile is unique. It reports statements which your Evaluator responses indicate may apply to you. Modify or delete any statement which does not apply, but only after checking with colleagues or friends to identify whether the statement may be a “blind spot” for you.Use this profile pro-actively. That is, identify the key areas in which you can develop and take action. Share the important aspects with friends and colleagues. Ask for feedback from them on areas which seem particularly relevant for you and develop an action plan for growth personally and interpersonally.



OverviewThese statements provide a broad understanding of Craig’s work style. Use this section to gain a better understanding of his approaches to his activities, relationships and decisions.

Personal StyleA robust, direct and keen strategist, Craig sees possibilities in every situation and can act quickly on those possibilities. Logical, analytical and critical, achieving power is important to him. He will be prepared to constantly defend any stance or position he may have taken. Craig is a direct, results-oriented person who considers people within the framework of his objectives. As he lives by a rather strict set of rules he may expect others to do so as well. The opinions of others are not always important to him particularly if they conflict with his own opinions, to which he may become emotionally attached.

He focuses on truth, accuracy and productivity, but this can be seen by others as a rather one-sided commitment to his work. Craig tends to know intuitively what structure and organisation is necessary to harness ideas and people to achieve long-range goals. He enjoys getting things done - sometimes at the expense of others! Routine, detail and close supervision are anathema to him. He wants to make an impact and accomplish something in life that he will long be remembered by. Craig likes working where he can achieve immediate, visible and tangible results.

Craig is a good people manager because he has the ability to see what may lie ahead and then communicate his vision to others. Hard work, busy schedules and merit-based remuneration are hallmarks of the way Craig prefers to work. Developing, fostering, improving and honing his skills is likely to be a life's work for him. His weaker points may include poor listening and lack of attention to detail. Gifted in natural marketing and selling, Craig needs work that challenges him and holds his attention.

His rather impersonal approach to life may leave little time, tolerance, or compassion for his own or others' feelings. Craig enjoys work that involves moving projects forward. His easy-going exterior may mask a rather more compulsive interior. Dominance and independence characterise his behaviour. He can be quite inventive and somewhat ruthless when something or someone is obstructing him.

He is motivated more by the big picture and goals than by regulations and procedures, and is content with established structures only if he can abandon them when they don't serve the intended purpose. Exhibiting boundless energy and the ability to perform a number of roles simultaneously, Craig can develop a level of result expectation that others may find daunting. Craig likes to make things happen and drive everything around him. He may lose interest and move on to the next thing, once a job becomes routine or dull. Craig sees possibilities in most situations and can direct others toward making a vision become a reality.

Interacting with Others



Although Craig may protest about the pressure of attending family events, it would seldom occur to him not to be present, as these occasions are important to him. He likes to lead rather than manage, is normally fair but demanding and will not always be willing to accept change without first knowing why. He becomes frustrated if he is side-tracked by others' needs. He dislikes being told what to do or how to do it and may irritate others by insisting on doing a thing his way. He may appear not to be overly concerned with the needs of others. He can be somewhat inconsiderate towards both himself and others, and tends to drive others almost as hard as he drives himself.

He should first listen to the input of those around him and express appreciation for every contribution, rather than automatically being critical of negative feedback. He needs to learn to appreciate the “illogical” feelings of others and to accept that they are also valid. He has a tendency to blame other people for difficulties he encounters and may sometimes dismiss others' opinions as of relatively little or no value. When Craig is in charge of a project he offers the team long-term vision and the ability to inspire and communicate that vision to others. Sometimes seen as blunt and forthright, he may tread on other people's toes without knowing it.

He needs to be aware of being too outspoken, over-talkative and overly logical with some colleagues. He can be stubborn and argumentative. He can be exceedingly stubborn and independent when faced with change or new ideas if they are not his own. He needs to make a special effort to remain open to the ideas and views of others, and avoid shutting other people down. He should try to establish whether his ideas are relevant and not ignore the feedback he might receive.

Decision MakingWith his enthusiasm and spontaneity, Craig brings a refreshing approach to decision making. He is comfortable in leadership positions and readily accepts responsibility for making things happen. His effectiveness depends on how much personal fulfilment he receives from the current task. As an extraverted, future oriented person, he may fear failure but knows how to turn it on its head into something positive, if the event occurs. He is prepared to make high risk decisions.

He likes to convert everything into possibilities, ideas, plans and schemes and his initiative and imagination leads him to start many new projects which he may not always complete. Craig's many accomplishments are achieved mainly through determination and perseverance in reaching or exceeding his high standards. In practising active and long-range thinking and planning, he is logical, analytical, objectively critical and prefers to be convinced by reason. Impatient with what he may see as inefficiency and incompetence, he can take tough decisions when the situation calls for it. He may occasionally see himself as being physically larger than life, especially during confrontation. He is frank and decisive and doesn't hesitate to let others know where he stands.

In decision-making he may prefer to apologise for exceeding his authority rather than getting permission in the first place. He may constantly test the limits of a situation and he considers that most rules and regulations are there to be bent, if not broken. He enjoys deciding what



ought to be done and can give the necessary instructions to ensure that it is done. He needs to learn to consciously delay making decisions until he has considered more information as he may have overlooked sounder alternatives. Internally motivated to achieve, Craig is a hard worker, who whilst being prepared to listen to, and be aware of others, will invariably go it alone if all else fails.

Personal Notes



Key Strengths & WeaknessesStrengthsThis section identifies the key strengths which Craig brings to the organisation. Craig has abilities, skills and attributes in other areas, but the statements below are likely to be some of the fundamental gifts he has to offer.

Craig’s key strengths:

Self disciplined, confident and convincing.

Identifies the possibilities in every situation.

Sees innovation as a necessity.

Swift and agile.

Constantly strives to make improvements.

Keeps his finger on the pulse.

Zest for the people and things around him.

Embraces change readily.

Versatile and adaptable to many situations.

Motivates others to “achieve the impossible”.

Personal Notes



Key Strengths & WeaknessesPossible WeaknessesJung said “wisdom accepts that all things have two sides”. It has also been said that a weakness is simply an overused strength. Craig's responses to the Evaluator have suggested these areas as possible weaknesses.

Craig’s possible weaknesses:

Doesn't suffer “fools” gladly.

Exhibits impatience with disorganised individuals.

Doesn't always consider the fuller implications of his actions.

Rocks the boat by challenging convention for the sake of it.

May not dot all the “i”s and cross all the “t”s.

May ignore the practicalities.

Avoids showing his true feelings.

Overly dismissive of negative feedback.

Sometimes seen as argumentative and difficult to approach.

Lacks follow-through if interest wanes.

Personal Notes



Value to the TeamEach person brings a unique set of gifts, attributes and expectations to the environment in which they operate. Add to this list any other experiences, skills or other attributes which Craig brings, and make the most important items on the list available to other team members.

As a team member, Craig:

Likes being in the thick of the action.

Demonstrates leadership and involvement.

Strengthens the bonding process by being responsive and perceptive.

Has a “can do” attitude.

Blends natural enthusiasm with objectivity.

Generates a prolific number of ideas.

Is a forthright advocate for the team.

Is opportunistic, original, spontaneous and versatile.

Can be relied upon to pull more than his weight.

Can generate fast results by prioritising well and taking action.

Personal Notes



CommunicationEffective CommunicationsCommunication can only be effective if it is received and understood by the recipient. For each person certain communication strategies are more effective than others. This section identifies some of the key strategies which will lead to effective communication with Craig. Identify the most important statements and make them available to colleagues.

Strategies for communicating with Craig:

Be enthusiastic and positive.

Listen to him - don't ask him to repeat himself.

Go prepared to get straight down to business.

Talk tangibly and with enthusiasm.

Recognise his personal drive for achievement.

Ask him, don't tell.

Speak quickly and clearly.

Be firm, forceful and fearless.

Be clear about expectations and timescales.

Leave personalities out of the discussion.

Allow him to review the agenda.

Be straightforward, fast, efficient and to the point.

Personal Notes



CommunicationBarriers to Effective CommunicationCertain strategies will be less effective when communicating with Craig. Some of the things to be avoided are listed below. This information can be used to develop powerful, effective and mutually acceptable communication strategies.

When communicating with Craig, DO NOT:

Try to hoodwink or mislead.

Argue or personalise the conversation.

“Fudge” the issue or waffle.

Use “what if” or “buts”.

Ramble or become emotional.

Waffle.

Talk slowly, mumble or whisper.

Bore him with the routine or details.

Be late for the meeting.

Challenge his perception of himself.

Be unrealistic or stray on to abstractions.

Impose your opinion against his better judgement.

Personal Notes



Possible Blind SpotsOur perceptions of self may be different to the perceptions others have of us. We project who we are onto the outside world through our “persona” and are not always aware of the effect our less conscious behaviours have on others. These less conscious behaviours are termed “Blind Spots”. Highlight the important statements in this section of which you are unaware and test them for validity by asking for feedback from friends or colleagues.

Craig’s possible Blind Spots:

Craig's biggest drawbacks are sometimes perceived by others as arrogance, impatience and insensitivity to others' feelings. Sometimes he talks and thinks so quickly, and so much, that others have the impression they have not been required to contribute. The high value he places on critical analysis, competence and forthright communication fosters a perception that he doesn't particularly care about peoples feelings. Because he is protective of his own view, he tends to over-regulate his system or process. He has a short fuse and when pushed may become loud, rigid and domineering, bringing a high level of stress to the team or his peers.

He could learn to protect himself against closed-mindedness by waiting a few seconds more before speaking, giving others the chance to offer input. Craig strives after justice and wants to rectify injustice whenever and wherever he finds it - but his values must prevail. He expects to win and is very assertive in attaining outcomes despite how narrow his view may sometimes appear. Prone to negative reaction if he perceives someone he respects questioning his competence, he may react explosively to seemingly insignificant input. Endowed with the gift of articulation, he is likely to feel that he is competent in most areas.

He can sometimes make mistakes by making decisions before receiving all the information. In expressing his views strongly Craig tends to “railroad” many decisions. Under pressure, he acts in a domineering way, but he needs to consciously stop and listen to others before charging ahead with his own idea.

Personal Notes



Opposite TypeThe description in this section is based on Craig's opposite type on the Insights Wheel. Often, we have most difficulty understanding and interacting with those whose preferences are different to our own. Recognising these characteristics can help in developing strategies for personal growth and enhanced interpersonal effectiveness.

Recognising your Opposite Type:

Craig’s opposite Insights type is the Supporter, Jung’s “Introverted Feeling” type.Supporters are affable, amiable, steady, loyal individuals who get on well with others. They build a close relationship with a small group of associates in the work environment. Craig will see the Supporter’s efforts being directed at retaining the familiar and predictable. Supporters look for constant appreciation from others and may be slow to adapt to change. They will often go the “extra mile” to help someone they consider as a friend.Craig may suspect the Supporter requires assistance in eliminating the old and embracing the new. Supporters are cautious, conventional, diplomatic and sincere and may avoid decision making until many of the facts and details are available to them. The Supporter is intent on maintaining a low profile. In order to perform well, the Supporter needs specific and detailed instructions before starting a job.Craig will experience frustration when the Supporter, if challenged, becomes stubborn and defiant. Supporters are easy going and low key people and like to feel needed and significant in other peoples’ lives. Even if a mistake has been made by someone else the Supporter may spend a lot of time sympathising and attempting to diffuse responsibility. Disagreements or opposing views can be stressful to Supporters. If the conflict in the workplace becomes too great they may become restless and uneasy, often withdrawing to avoid further conflict.

Personal Notes



Opposite TypeCommunication with Craig's Opposite TypeWritten specifically for Craig, this section suggests some strategies he could use for effective interaction with someone who is his opposite type on the Insights Wheel.

Craig Rootman: How you can meet the needs of your Opposite Type:

Adopt a low key, positive approach.

Remember to ask for his opinions of other systems and projects.

Take your time getting to know him if you want critical feedback.

Match and mirror his communication style and slower pace.

Help him feel at ease.

Be prepared to negotiate solutions slowly, calmly and quietly.

Craig Rootman: When dealing with your opposite type DO NOT:

Use destructive criticism or create unnecessary conflict.

Assume that because you have “told it like it is”, this will make the slightest difference to the way that he does things.

Ignore or be dismissive of his suggestions.

Demand change that ignores his personal values and/or beliefs.

Forget to leave time for personal issues.

Expect him to be a visionary.

Personal Notes



Suggestions for DevelopmentInsights Discovery does not offer direct measures of skill, intelligence, education or training. However, listed below are some suggestions for Craig’s development. Identify the most important areas which have not yet been addressed. These can then be incorporated into a personal development plan.

Craig may benefit from:

Leaving things open-ended rather than always seeking closure.

Listening more - by talking less!

Really listening to the views of others.

Constant reminding of the need to consider alternatives and anticipate consequences.

Exploring work that gets in touch with the inner self.

Looking for the good in everything.

Taking time out to indulge himself in simple pleasures, such as music and the arts.

Avoiding driving others as hard as he drives himself.

Making compromises to maintain good relations.

Arguing the opposing position to recognise the value of it.

Personal Notes



ManagementCreating the Ideal EnvironmentPeople are generally most effective when provided with an environment which suits their preferences and style. It can be uncomfortable to work in an environment which does not. This section should be used to ensure a close match between Craig’s ideal environment and his current one and to identify any possible frustrations.

Craig’s Ideal Environment is one in which:

Constant progress is seen in the development of projects.

Everything is well ordered and all key reference material is within reach.

There is little “traffic” or social interaction.

Activities, variety and change are constantly taking place.

There are strong walls which can withstand the battering!

Time is not wasted.

He has access to the fastest computers, where computers are used.

His natural creativity is given room to flourish.

He can turn a vision into reality.

New products and strategies can be implemented regularly.

Personal Notes



ManagementManaging CraigThis section identifies some of the most important strategies in managing Craig. Some of these needs can be met by Craig himself and some may be met by his colleagues or management. Go through this list to identify the most important current needs, and use it to build a personal management plan.

Craig needs:

Constant and active engagement.

Take the time to smell a few more roses.

The opportunity to think aloud.

To be shown the “Big Picture”.

Objective, direct and honest feedback - stand well back!

Several projects on the go simultaneously.

To control the pace and deadlines.

The opportunity to try the untried.

More time in the day.

To be left alone to get on with the job.

Personal Notes



ManagementMotivating CraigIt has often been said that it is not possible to motivate anyone - only to provide the environment in which they will motivate themselves. Here are some suggestions which can help to provide motivation for Craig. With his agreement, build the most important ones into his Performance Management System and Key Result Areas for maximum motivation.

Craig is motivated by:

A wide range of activities.

To shape and reshape people and things.

Taking risks and “smelling the danger”.

Group activities outside the job.

A friendly work environment.

Participation in lively arguments, debate and discussions.

Having a cause he can believe in.

Being able to take control of situations.

A team of like minded, ambitious people.

Participation in meetings or on future planning.

Personal Notes



Management StyleThere are many different approaches to management, most of which have different situational applications. This section identifies Craig’s natural management approach and offers clues to his management style, highlighting both gifts and possible hindrances that can be further explored.

In managing others, Craig may tend to:

Leave people drowning in his wake.

Want a conclusion quickly.

Want to be the best.

Keep an eye on the prize, not the cost.

Fail to listen actively to the views and opinions of others.

Disregard certain opinions and ideas which differ from his own.

Set rigid guidelines for completion of tasks.

Expect others to work as hard as he does.

Appear to project the blame onto others when things go wrong.

Promote pride in the organisation.

Personal Notes



Effective Selling ChapterEffective selling has three main requirements: First, the salesperson must understand him or herself, and how to build on strengths and develop any areas of weakness, aware of how different customers perceive him or her.Secondly, the salesperson must understand others - particularly customers - who are different. Customers will often have opposing needs, expectations, desires and motivations than those of the salesperson. These distinctions need to be appreciated and respected.Thirdly, the salesperson must learn to adapt his or her behaviour to relate to, connect effectively with, and influence, the customer.This chapter is designed to support the development of each of these requirements at each stage of the sales process.

The model below illustrates the conceptual overview of each of these different stages and the corresponding sections explored in this chapter.

Use the Effective Selling Chapter to develop strategies for improved customer relationships, greater self-understanding and more & greater sales.

1. Before The Sale Begins

2. Identifying Needs

3. Proposing The Solution

4. Dealing with Buying Resistance

5. Gaining Commitment

6. Follow-up & Follow-Through



Selling Style OverviewThese statements provide a broad understanding of Craig's selling style. Use this section to gain a better understanding of his approaches to his customer relationships.

Craig seeks to be valued for his directness and for his strengths in building the business relationship with a customer. He could usefully consider the value in opposing points of view. Difficult opposition from as yet unconvinced potential customers does not generally diminish his decisiveness or determination. He should recognise that his plans and suggestions may not always meet the customer's needs, and be prepared to discuss and adapt to circumstances. He has no difficulty in pressing for challenging or contentious solutions to customer problems when he believes they are needed.

Because he sees his sales objectives and goals so clearly, he should remember to continually make the effort to take alternative views into account. His intuitive style and preference for relying on 'gut feel' to dictate sales decisions can lead some customers to feel they have insufficient evidence on which to make a decision. He is not usually perceived as a person who is likely to "hide his light under a bushel"! He will not be diverted from sale completion by customer's objections if he has a clear view of a rational solution in mind. Visualising future sales opportunities that seem impossible now, he may well see them come to fruition sooner than could realistically be expected by others.

Because of his strong desire to achieve his goals he may need reminding of the necessary groundwork that is needed before the sale can be fully concluded. With difficult customers he must be careful not to sound argumentative. He is externally directed and is skilled in identifying the wants and motivations of his customers and prospects.

Personal Notes



Before The Sale BeginsThe sale begins long before the formal sales process starts and continues long after it ends. Here are some of the key ideas that Craig needs to be aware of in the initial stages when planning and approaching the customer.

Craig's key strengths before the sale begins:

Keeps his mental planning focused on results.

Gains appointments that others may find difficult to make.

Focuses his energy on the task in hand.

Sees cold-calling as a necessary first-step to helping others through the sales process.

Adopts a positive mental attitude.

Demonstrates an intuitive and optimistic sales approach.

Before the sale begins Craig could:

Listen carefully, slow down, and seek to adapt and connect systematically.

Avoid being too single-minded about immediate results.

Resist decisions that are made in haste.

Involve others in preparation more often.

Be less inclined to overstate customer potential.

Be less critical of the customer's position if he disagrees with it.

Personal Notes



Identifying NeedsIn identifying needs, the goal is to find out what the customer's real problems are. Here is an overview and some advice relating to how Craig may identify customer needs.

Craig's key strengths in identifying sales needs:

Motivates his customers to extend his or her horizons.

Shows strong relating skills.

Locates "hot buttons" to fire the customer's imagination.

Sees logical links between needs and the product or service.

Quickly bridges the customer's needs to the product or service.

Expands customer's awareness of their needs.

When identifying needs Craig could:

Probe more and assume less.

Be aware of his tendency to listen selectively.

Be careful to allow the customer time to complete their sentences before answering.

Be less eager to offer immediate "fix-it" solutions.

Work on being perceived as less aggressive and intimidating.

Investigate situations more fully to uncover the deeper problem or opportunity.

Personal Notes



ProposingHaving identified the customer's needs, the proposing phase should close the gap between their needs and the current situation. Here are some of the keys for Craig to develop a powerful and effective proposing style.

Craig's key strengths in proposing:

Deals with the unexpected by responding in a direct and quick thinking manner.

Always presents the bottom-line benefits.

Delivers the presentation in a compelling and masterful way.

Can display high levels of energy when proposing.

Sees what is possible in most situations.

Promotes positive expectations in his customers.

When proposing Craig could:

Delay pushing for a final conclusion about the solution.

Reflect on his customer's values, rather than his own.

Be sure to moderate the areas of potential risk.

Support his statements with written evidence.

Consider immediate needs in tandem with future possibilities.

Be aware that his style may be interpreted as somewhat controlling.

Personal Notes



Handling Buying ResistanceIf the customer relationship has been built effectively, buying resistance should be low. However, this section suggests strategies for Craig to deal effectively with buying resistance.

Craig's key strengths in dealing with buying resistance:

Enjoys the challenge of converting concern to conviction.

Articulates powerful responses when pressured.

Reacts in a direct and quick-thinking way when questioned.

Prepares for and plans responses to likely objections.

Answers questions creatively and with authority.

Uses intuition to uncover the hidden blockers to the sale.

When dealing with buying resistance Craig could:

Consider the level of trust that exists before answering difficult questions.

Avoid saying "yes, but", if possible. Try "yes, and" instead.

Avoid glossing over customer concerns in an effort to close quickly.

Take sufficient time to clarify doubts fully.

Resist the temptation to leap in with solutions.

Remember the importance of asking more questions and really listening to the answers.

Personal Notes



Gaining CommitmentThe close should be the natural progression of the sale, not the conflict at the end! When your customer trusts you, is clear about what they are buying and needs what you have to sell, you are ready to propose commitment. Here are the strengths and suggestions for development in Craig's closing style.

Craig's key strengths in gaining commitment to the sale:

Keeps the process moving.

Highly confident in asking for the business.

Negotiates pre-conceived outcomes with conviction.

Demonstrates an eagerness to achieve a speedy resolution.

Readily deals with the unexpected.

Knows and applies most of the progressive closing techniques.

When gaining commitment Craig could:

Know that losing a particular bit of business doesn't necessarily mean "losing the sale".

Take a deep breath and pause before responding to customer questions, particularly when he knows the answer to the question.

Take care not to appear patronising when using superior knowledge.

Be more open to embracing a wider range of solutions.

Minimise any perception of risk by the customer.

Present the contract for perusal in advance.

Personal Notes



Follow-up and Follow ThroughIt is your job, having built a relationship with your customer, to continue that relationship and to be of service to your customer beyond the initial sale. Here are some ideas which Craig can use to support, inform and follow-up with the customer.

Craig's key strengths in sales follow-up and follow through:

Leads throughout the servicing process.

Likes to measure activities.

Develops a broad networking base of contacts.

Usually adapts the customer's expectation to his preferred process.

Strongly commits to the value of the product or service.

Builds a large and effective network within his customer base.

When following-up and following through Craig could:

Be prepared to form a more social role in the process.

Finish one project before starting the next.

Let his customer control the process where practical.

Be relaxed about the fact that things go wrong.

Keep good notes of his current ideas for optimum development of the account.

Recognise that even a dormant customer may spark into life one day.

Personal Notes



Sales Preference IndicatorsBefore The Sale Begins

Researching 4.5

Building Trust 3.8

Clear Objectives 5.4

Getting Appointments 7.5

Identifying Needs

Listening 1.6

Questioning 2.8

Encouraging 5.3

Creating Opportunities 8.2

Proposing

Focused & Relevant 5.6

Enthusiastic Presentation 7.0

Shows Understanding of Needs 3.0

Organisation & Accuracy 2.3

Dealing With Buying Resistance

Direct Handling of Objections 7.2

Persuasion 7.8

Clarifying Details 5.1

Meeting Concerns 3.3

Gaining Commitment

Closing 8.7

Flexibility 4.1

Minimising Risks 1.7

Meeting Clients' Needs 3.3

Follow-up And Follow Through

Maintains Contact 2.8

Account Planning 5.4

Relationship Maintenance 4.7

Developing the Account 8.8



The Insights WheelCraig Rootman

2009-08-11

R E F ORME R

H E L P E R

MOTIVATOR

COORDINATOR

D I REC

TO

R

SU

PP

ORT ER

OB

SE

RVER

I NSPIR

ER

REDREDREDREDREDREDREDRED

YELLOWYELLOWYELLOWYELLOWYELLOWYELLOWYELLOWYELLOWGREENGREENGREENGREENGREENGREENGREENGREEN

BLUEBLUEBLUEBLUEBLUEBLUEBLUEBLUE RED

YELLOWGREEN

BLUE

1

21

41

2

22

42

3

23

43

424

44

525

45

6

26

46

7

27

47

8

28

48

9

29

49

10

30

50

11

31

51

1232

52

1333

53

14

34

54

15

35

55

16

36

56

101

121

141 104

124

144

105

125

145

108

128

148

109

129

149112

132

152

113

133

153

116

136

156

Conscious Wheel Position23: Motivating Director (Classic)

Personal (Less Conscious) Wheel Position23: Motivating Director (Classic)



Insights Colour DynamicsCraig Rootman

2009-08-11

0

3

6

Persona(Conscious)

BLUE

2.72 45%

GREEN

1.24 21%

YELLOW

4.16 69%

RED

4.92 82%

0

3

6

Persona(Less Conscious)

BLUE

1.84 31%

GREEN

1.08 18%

YELLOW

3.28 55%

RED

4.76 79%

100

0

100

50

50

PreferenceFlow

19.0%

(Conscious) (Less Conscious)



Jungian PreferencesCraig Rootman

2009-08-11

Attitude/Orientation:

Introversion (I) Extraversion (E)100 1000

Rational (Judging) Functions:

Thinking (T) Feeling (F)

100 1000

Irrational (Perceiving) Functions:

Sensing (S) Intuition (N)100 1000

(Conscious) (Less Conscious)

Documents

Craig_Rootman_-_23_Motivating_Director_(Classic)_-_2009-08-11