Stand outassessment

LUCIA ASCHETTINO

You paint the most incredible pictures ofwhat is possible, inspiring us to pursue our

best ideas.

©TMBC 2011, all rights reserved

LUCIA ASCHETTINO

PIONEERYou see the world as a friendly place where, around every corner,good things will happen. Your distinctive power starts with youroptimism in the face of uncertainty.

CONNECTORYou are a catalyst. Your power lies in your craving to put twothings together to make something bigger than it is now.

INFLUENCER You engage people directly and convince them to act. Your power is your persuasion.

EQUALIZER You are a level-headed person whose power comes from keeping the world in balance, ethically

and practically.

PROVIDER You sense other people's feelings and you feel compelled to recognize these feelings, give them a

voice and act on them.

CREATOR You make sense of the world, pulling it apart, seeing a better configuration, and creating it.

ADVISOR You are a practical, concrete thinker who is at your most powerful when reacting to and solving

other people's problems.

STIMULATOR You are the host of other people's emotions. You feel responsible for them, for turning them

around, for elevating them.

TEACHER You are thrilled by the potential you see in each person. Your power comes from learning how to

unleash it.


The StandOut assessment helps you accelerate your performance bypinpointing your comparative advantage, and showing you actionsyou can take to capitalize on this advantage.

OVERVIEW: The assessment measures how well you match 9 Roles and revealsyour lead Role and secondary Role. These top two Roles are the focal point of allyour talents and skills and your instinctive way of making a difference in the world.

1) Your Lead and Secondary Roles:In addition to receiving detailed definitions of each Role and where you are at yourmost powerful, you will learn how to make an immediate impact in the workplace.You'll also get guidance on how to take your performance to the next level and onwhat traps to watch out for on your strengths journey.

2) Combined Roles:In this section of the report, your top two Roles are combined to give you even morespecific advice on how you can win at work. You'll learn your greatest value to yourteam and get individualized content on how you can be successful as a Leader, as aManager, in Client Service, and in Sales.

3) Strengths MAP:The Strengths MAP is an action planning form to help you digest your results anddetermine key action items to leverage your competitive edge.

How to Interpret your Results:Understanding your unique advantage is a vital first step in making your greatestpossible contribution. Knowing your Roles and following the advice andsuggestions revealed in your results will help you intentionally invest your timewhere you can make the greatest difference and get the greatest recognition. We dorecommend highlighting any sections that feel particularly relevant to you as youread you results, as this will help you complete your Strengths MAP.

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THE DEFINITION:You begin by asking, "What's new?" Youare, by nature, an explorer, excited bythings you haven't seen before, peopleyou haven't yet met. Whereas others areintimidated by the unfamiliar, you areintrigued by it. It fires your curiosity andheightens your senses--you are smarterand more perceptive when you're doingsomething you've never done before. Withambiguity comes risk, and you welcomethis. Instinctively you know you are aresourceful person, and since you enjoycalling upon this aspect of yourself, youactively seek out situations where there isno beaten path, where it's up to you tofigure out how to keep moving forward.You sense that your appetite for theunknown might be an attempt to fill avoid, and some days you wonder what youare trying to prove to yourself. But mostlyyou leave the questioning and theanalyzing to others, and revel in your

pioneering nature. You are at your bestwhen you ask a question no one has asked,try a technique no one has tried, feel anexperience few have felt. We need you atyour best. You lead us into theundiscovered country.

What's new?"


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YOU, AT YOUR MOSTPOWERFUL

You see the world as a friendly place wheregood things can happen. You are not naive, butwhen you think of all the possible outcomes,your mind naturally goes to the best of allpossibilities. Your distinctive power starts withyour optimism.

You have a strong bias for action. You areexcited to discover new things, to experiencenew things, and you know this will happen onlyif you take the first step.

You don't neglect the need to learn and gatherinformation--since you are an explorer at heart,you like learning new things. It's more that youbelieve that action is the very best way to learn.What is around the next corner? The only way toknow for sure is to walk around the next corner.

Ambiguity? Uncertainty? Risk? None ofthese bothers you too much. You are comfortablewith gaps in your knowledge, with an incompleteset of facts, because, with your optimisticmindset, you tend to fill in the gaps withpositives.

You love beginnings. At the start, as youimagine where events might take you, you feelthe excitement ripple through you, sharpimpulses, nudging, pushing, impelling you to act.

As you move off the beaten path you are fullyaware that you will meet obstacles, but, for you,these obstacles are part of the fun, a sure sign

that you are going where none have gone beforeyou. In a strange way, obstacles actuallyinvigorate you.

You move, move, move. Your life is aboutforward motion and momentum. You aretherefore dismissive of anything that slows youdown. Negative attitudes, complaining,inefficient rules or processes--you jettison all ofthese quickly and keep moving forward. On yourjourney you travel light.

For you, new is fun. New is unknown, andthe unknown challenges the status quo and showsyou different avenues forward. You read deeplywithin and around your subject so that you canbe the first to encounter new techniques, trendsand technologies.

"Pattern interrupts" of any kind--new ideas,new goals, new projects, new people--all of thesegrab your attention. Can they keep yourattention? Well, that's another matter.

Other people are drawn to you because ofyour forward motion. You are clearly on amission of discovery, and we want to join you onit. Who knows what we might find, and whomight benefit?


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PHRASES TODESCRIBE YOURSELF

"I love taking the first step. As long as I canremember I was this way. When I was inschool..."

"'Try it and let's see what happens.' That's mymotto."

"I find I learn best when I experiment."

"People see me as persistent. I just keepmoving forward."

"I'm one of the most resilient people I know. Ibounce back fast. For example..."

"I am constantly reading up on the latestresearch and trends. Here are a couple of thingsthat are intriguing me right now about ourbusiness..."

"I've got to say I'm a great recruiter. I can getalmost anyone excited about coming on thejourney with me."

HOW TO MAKE ANIMMEDIATE IMPACT

You are not threatened by change oruncertainty, so put yourself in the middle of it.Seek it out. Your confidence will rise, yourjudgments will be sound, and you'll feel alive.

For many people, the opposite is true.

Know that you will always be an exciting,and sometimes disruptive, addition to the team.To ensure you lean more toward the "exciting"end of the spectrum, make sure you tie your newideas, your new tools and technologies, to aproblem your team is trying to solve. Showothers how your new "toy" can help them getwhat they want.

You can immediately help a team getunstuck. So, to gain your team's goodwill, seekout a roadblock they've hit and give it the fullforce of your "Well, why don't we try this?" or"Have you thought about going around thisway?" questions. Make sure your ideas arepractical, stay with it, keep pushing to find a pathof least resistance forward and they willremember it and thank you for it.

You are curious first, critical second. Mostpeople are the other way around. So lead withthis open-mindedness. When someone presentsa new plan, help them run with it by askingquestions and supplying them with the sort ofdetail that naturally occurs to you when you'rethinking about the future. Do this often with yourcolleagues and you will come across as bothcalming--they won't worry that you will stampout their fragile new idea--and inspirational--youwill help them see an increasingly vivid pictureof what might be.

Because you see little benefit in "if only"thinking, you can help your new colleagues moveon from past struggles or failures. Wheneverthey lapse into deep post-mortems, take it uponyourself to describe what good might happenthe next time around. Soon they will look to


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you, whether overtly or not, to redirect the team'sfocus forward.

HOW TO TAKE YOURPERFORMANCE TO THENEXT LEVEL

You see the New World and are excited by itsmysteries. This makes you a potential leader ofothers. But remember, to get others to join youon your mission you have to describe this NewWorld as vividly as you can. The more detail yougive people, the more certainty they'll have, andthe more likely they'll be to put aside theiranxiety about the unknown, and follow you. So,before you embark on your mission, get yourdetails together and practice your descriptionsof what they will discover, and how they willbenefit if they sign up.

You have a natural instinct for change. It willserve you well to "bottle" that instinct. Workout a formula that captures your naturalinstincts for how to handle uncertainty. Turnthem into a clear process that other, lessrisk-oriented people can follow. In your careeryou will meet change often. Your "formula" canensure that you have a turn-key method forrallying and focusing the people around you.

Practice and get comfortable with a fewphrases that express your natural optimism,without making you sound like a reckless fool ora naive idealist. For example, when colleaguessay, "We can't change the way we've alwaysdone it," instead of saying, "Yes we can. Just tryit," ask a non-threatening,

easy-to-answer-question, such as "Well, if wehad already changed it, what would the new waylook like?" This won't save you every time--somepeople will always be suspicious of youroptimism--but assuming that the change hasalready been made may help others breakthrough their initial inertia.

Find ways to showcase how yourinnovations have succeeded in creating newbusiness opportunities or new products. Theseexamples of how inquisitiveness turns intoperformance will give people more certainty, andso they will become increasingly tolerant, andeven supportive of your pioneering spirit.

Since you are curious first, critical second, you could make a fantastic mentor. You allowpeople to show you their best, reveal to you theirdreams, and your instinct is to take the ride withthem, asking one question after another, eachquestion carrying them along a little further, alittle faster. Yes, at some point, as an experiencedpioneer, you should bring your critical thinkingto bear on their dreams. Nonetheless, what's trulypowerful about you as a mentor is yourwillingness to let young talent run.

WHAT TO WATCHOUT FOR

You will always be intrigued by what's new,but you don't want to give the impression thatyou are simply distracted by the next shiny newobject. So, to avoid this reputation while stillexposing yourself to the novelty you need, commit yourself to a disciplined schedule of"inquisitiveness." For example, pick three great


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conferences a year to attend. Or, once a month,host a "what's next?" roundtable. Or build an"innovators" social community within yourorganization. Any one of these will (a) help youfeel spirited and alive, and (b) give credibilityand rigor to your "bright-shiny-object" curiosity.

You find it relatively easy to press the "clear"button and move on. Others don't. They struggleto let go of past struggles, and they find certaintyand even clarity from sifting through thesestruggles, and finding the lessons. You maynever truly understand this kind of thinking, butit does serve some people quite well. If you workwith people who need to look back before theycan look forward, learn to be patient with them. Allow them the time to sift and reflect. If youpush on before they've had this reflection time,they'll never be fully committed to your mission.

You have more tolerance for ambiguity thanmost people. Know that others may mistrust yourblithe reassurances about the future. Thesepeople need more from you than just "Trust me.It'll be great." First, they need a clear picture ofwhy and how the platform they are standing on isburning--this will show them the necessity foraction, now. And second, they will need adetailed description of what the platform onwhich you are asking them to leap looks like andfeels like. Get good at providing people both ofthese pictures.

Possibility thinking comes so easily to youthat to others it can sometimes look as thoughyou haven't thought through all the details ofwhat needs to be done to make the possibilityreal. Or worse, that you haven't appreciated howmuch effort it will take to execute thispossibility. So, to avoid this misunderstanding,

be sure to acknowledge explicitly the time andeffort required to pull off your grand scheme.By doing this you'll appear more substantive and,at the same time, more considerate.


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THE DEFINITION:You begin by asking, "Whom can Iconnect?" You see the world as a web ofrelationships, and you are excited by theprospect of connecting people within yourweb. Not because they will like eachother--though they might--but ratherbecause of what they will create together.Your mantra is "One and one makesthree." Or thirty. Or three hundred. Onyour most optimistic days, you see almostno limit to what people with differentstrengths and perspectives can createtogether. You are a naturally inquisitiveperson, always asking questions abouteach person's background, experience, andskills. You know instinctively that eachperson brings something unique anddistinct to the table, something, no matterhow small, that might prove to be the vitalingredient. In your head, or in yourcontacts, you store a large network ofpeople whom you've met, learned about,

catalogued, and positioned somewherewithin this network--each person with alink to at least one other person, and eachwith an open port for another link to beadded. People are drawn to you becauseyou are so obviously passionate abouttheir particular expertise, and because youhave so many practical ideas about howtheir expertise can be combined withothers. You enliven and enlarge others'vision of who they are and what they canachieve. You are a connector, weavingpeople together into the fabric ofsomething much larger and moresignificant than themselves.

Whom can I connect?"


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YOU, AT YOUR MOSTPOWERFUL

You think in terms of possibilities. "Wouldn'tit be great if we linked up this person with thatperson?"

You are a multiplier, always trying to put twothings together to make something bigger andbetter than it is now.

Your chief impact is through your sense ofwhat could be, your excitement about thecombination of people, or of people plustechnologies/projects/ideas.

You create culture change, not because youtalk "culture" but rather because you bring peopletogether in order to get something done--yousense that there's no better way to get people totrust one another than to have them do worktogether.

You bring new people onto a team quickly. Because you are able to "ramp up" people so fast,you make teams and organizations stronger,quicker.

You are a catalyst. You speed up the reactionbetween two people, or two groups, or between aparticular person and a particular challenge.

You are a researcher of people. You areintrigued by people's unique qualities and talents,and so when you meet someone, you delve deep,asking one question after another. The more youunderstand about this person, the better you'll be

able to position him so that he links up withothers--either inside or outside the organization.

You are a researcher of facts, technologiesand products. Each new thing you learn is rawmaterial. You can use it to make some newconcoction of people/products/ideas.

You are resourceful. When your back isagainst the wall you are sure that you will knowsomeone you can call. Your "tool box" of peopleis big and always getting bigger.

Your resourcefulness gives you an aura ofconfidence. And of optimism. You have astrongly positive outlook--about the world andabout people in general. You just know that,with enough thought, you will be able to dredgeyour memory banks and find someone who canget it done.

Others are drawn to you. They are drawn toyou because they see that you are looking fortheir best qualities. They are drawn to youbecause you will connect them with people whocan complement them. They are drawn to youbecause you find ways in which they can beuseful.

You are winning and persuasive. People tendto do what you ask of them because you excel atpainting the picture of "what could be."


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PHRASES TODESCRIBE YOURSELF

"I am fascinated by people's strengths andgifts."

"I'm really good at figuring out who shouldwork together and why they would work welltogether."

"I'm a collector. I collect information aboutpeople and store it away so that I always knowwho to call. For example..."

"I love pulling people together from all partsof the organization for a special project. Here'show I did it in my last role..."

"The most important thing to me is speed. Iwant to get myself up to speed on any newsubject really quickly, and I want to find the rightperson to connect to this subject really quickly."

"I get a kick out of 'wouldn't it be great if...'kind of thinking. I'm always cooking up newprojects and plans."

"I think I'm effective at persuading people toput aside their differences and join forces to getsomething done together."

HOW TO MAKE ANIMMEDIATE IMPACT

You're lucky. You're a fast starter. Yournatural instincts cause you to reach out andconnect with your new colleagues. Your genuineinterest in them will doubtless endear you tothem. So begin by letting these instincts run.

Start building your own private "scoutingreport" on your new network. For eachperson, capture what you've learned about his orher particular area of expertise, or interest, orexperience, and your initial thoughts about wherehe or she adds the greatest value to the team.

Find an opportunity to surprise a colleaguewith how useful your network is. Most peopledon't continually add people to their mental listof potential resources and so won't have manypeople whom they can call on to help them getsomething done or solve a problem. But you do.So as soon as you can find the right situation,pull out your "Rolodex" and offer just the rightperson/expert who can help solve a pressingproblem.

Once you feel you've had the chance todisplay your resourcefulness, it will be time to flex your "possibility-thinking" muscles (don'ttry this before you've established your credibilityor others may reject your ideas as presumptuous).What's powerful about you is that thepossibilities you see in your head are nottheoretical. Instead you think in terms ofpractical realities, as in "Let's put this personwith that person and then focus them on thisparticular project." Your ideas might notnecessarily be accepted immediately, butpersevere. Keep offering up these "what-if"scenarios. Soon your colleagues will come to relyon you as source of practical ideas.


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Be sure to target your "what-if" ideastoward solving existing problems, rather thancreating something utterly new. People tend to beimmediately grateful to problem-solvers. And, incontrast, people are initially suspicious ofinnovators.

Always keep your social networkingplatforms up to date with fresh and vividcontent. You're inclined to do this anyway, butsometimes, as we all do, you get distracted by theother demands in your life. We will come to relyon you, as the Connector among us, to maintainthe web of our relationships. (If keeping three orfour platforms up to date proves too much of atime-drain, configure one platform so that itupdates all the others.)

HOW TO TAKE YOURPERFORMANCE TO THENEXT LEVEL

Stay attentive. Wherever you go there's thechance to make a connection. Interesting peopleare everywhere, not just at work or atprofessional gatherings, but sitting next to you onthe plane, at your child's birthday party, at thechurch planning meeting.

You are inspired by extremely talentedpeople, so try to find at least two groups ofexperts in which you can play a leadership ororganizing role. It doesn't really matter what thegroup's expertise is. What's invigorating for youis hearing the discussions, listening to thedifferent viewpoints of these "masters." Listenlong enough and you will almost certainly come

up with a new mission, a new possibility.

Discipline yourself to connect someone tosomething every day. For example, send ane-mail a day beginning, "I thought of you when Iread this..." and then include a line or two abouthow this particular person might benefit or learnfrom what you sent her. We rely on you forpractical possibility thinking, so be sure to drawa clear connection between what you sent andwhat the person might be able to do with it.

To expand your network,go beyond yourusual haunts and gatherings. Once or twice ayear, sign up for an exciting group experience--acycling trip, a charity walk, a river raftingexpedition--and go alone. Given your nature, it'salmost guaranteed that you'll encounter someonewho'll spark an idea of a new connection you canmake.

People are always going to be attracted to youbecause of the possibilities you see in them andin what they can create with others. Becomebetter at describing these possibilities--morevivid in your descriptions, more detailed in yourexplanations of why and how two people willcomplement one another so well--and you willgrow to be extraordinarily effective at gettingpeople to act on your ideas.

When you are researching a subject, find theultimate article, book or paper, read thebibliography, identify the most frequently quotedsources and then reach out to these sources andget to know them.

Obviously everyone within your networkdoes not have the same level of influence--some


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are higher-leverage than others. Identify thehighest-leverage people in your web anddiscipline yourself to have a meaningfulconversation with them each month.

Always act on the assumption thatpeople--even very accomplished, famouspeople--want to connect with you. If you've beenimpressed by a product, find out the inventor andcall him up. If you've enjoyed a book, reach outto the author. Of course, they may not respondimmediately, but with each e-mail or note fromyou, you are inching them toward the thresholdwhen they will. And even if your "reach-outs"are never returned, rest assured that the person isreading them, and appreciating them, and that, ifnothing else, your interest will encourage them tocreate more.

WHAT TO WATCHOUT FOR

The difference between a name-dropper and anetwork-builder is follow-up. What's powerfulabout you isn't who is in your network, it's yourability to link up seemingly unconnectedpeople within your network to makesomething happen. People will get excitedwhen you tell them you know someone who canhelp them; they will get disappointed when youdon't make the call. Their disappointment willstart to tarnish your reputation.

When you connect people, do it well. Thismeans be detailed and specific. When youintroduce people to one another, paint a vividpicture of the strengths or experiences of eachperson, why you think each person complements

the other, and what you think might be possible ifthey worked together. People are busy and it'shard to get their attention. Nothing succeeds ingrabbing attention quite as well as detail.

Ask permission before you connect people.Each of us is protective of our time. If you arecareless or haphazard in linking up people, theymay come to see you as a danger to their time,and wall themselves off from you and your ideas.

Don't become a "forwarder." Never sendout a mass e-mail in the hopes that someone,somewhere within your network will benefitfrom it. This is the laziest form of networkbuilding. It reveals to us that you see us as anundifferentiated mass of people. This will annoyus.

Try not to get disappointed if people don'tcall you back. Some people need a lot ofnudging before they will respond to yourinvitations. So long as each "reach-out" is donewith detail--"Here's exactly what I wasthinking"--each nudge will come across asrespectful, and will move them just a little bitcloser to responding.

When you are identifying high-leveragepeople within your network, remember that,sometimes, the most important person in anorganization--be it a company, a communitygroup, or a "movement"--is the number two. Thenumber one might be the original idea guy, thevisionary, the rallying point. But the secondperson to join the "movement" is actually theperson whose connections run deeper into theorganization. This is the person you need toknow if you want to make things happen.


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THE GREATEST VALUEYOU BRING TO THETEAM:

YOU PAINT THE MOSTINCREDIBLE PICTURESOF WHAT IS POSSIBLE,INSPIRING US TOPURSUE OUR BESTIDEAS.

YOUR COMPARATIVE ADVANTAGE:

YOU'RE A FUTURIST.

You come alive when envisaging possibility. Ofcourse, your strength is not only about connectingthe right people to achieve those possibilities butalso about connecting the right ideas, likely in waysthat have never been considered before. If you're notleading the drive to realize your idea, you'reintroducing people from disparate backgrounds,showing them how their combined talents andproducts could produce game-changing innovations.You value innovation so highly that you needconstant exposure to streams of cool ideas, and theiroriginators. And while you're not as attached toseeing the ideas actually come to fruition, you lovegetting in at ground zero so you can tell the story of"I was there when..."


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YOUR IDEAL CAREERIn the artistic world, we would call you the"impresario," the person who pulls together asurprising group of people to create something newand exciting. You will thrive in a world where theboundaries of what people are allowed to do arefluid, and where all people need is a persuasive casefor why their value will be multiplied on this newteam you are putting together. Start-up situations ofany kind will call out the best in you. For example,in business, when a new product is to be launched,you will be the one to pick the team and persuadeeach person to sign on. In the world of venturecapital, when a new business is to be started, youwill be the "go-to" for pulling together the rightleadership team. In the military, when an ad hoc"SWAT" team is required, you will know who tocall to ensure that the team has just the right mix ofskills and experience. Wherever you are, you are the"instigator."

START-UP SITUATIONSOF ANY KIND CALLOUT THE BEST IN YOU.


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HOW TO WIN AS A LEADER

PIONEER:Your strength is your optimism. There

are so many more ways in which thingscan go wrong than right. You inspire us

to bet against this law of averages.

:CONNECTORYour strength is your ability to see thebest in us. We sense that, if we stickwith you, you will make us a vital partof something significant. And so we aredrawn to you.

We love that you are an adventurer, that you take risks. It's exciting for all of us to be swept along onthe discovery. Paint as vivid a picture as you can of the "land of milk of honey." Help us smell the milk,and taste the honey. Tell us the stories. Show us the heroes of the New World. Use as much detail anddialogue as you can when telling your stories.

You create momentum. Put some structure around that energy. Have a daily ritual of connectingwith each department for a stand-up huddle before you get caught up in the day's events. We love theopportunity to interact with you daily: the positivity you bring to these meetings, though they're brief,sets us up for the day ahead.

You always have your head up, and this helps us focus. Why? Because we don't fear beingblindsided (by customers, competition, the economy). Keep us informed of what you see coming nextand how you plan to capitalize on it or circumvent it.

Show us the practical things we can do to connect with our community. Challenge us to think of newways to reach out to our neighbors. Join local charities. Shred our newspapers and ask us to give them tothe SPCA. Tell us to take our old towels to the local firehouse. Can we give our old equipment toHabitat for Humanity? Can we sponsor or participate in a local sporting event for charity?

Tell us how important it is to you for our company to be a 'friend in the community.' We all want toknow that we are a part of something bigger than ourselves, a community of people and businesses whorely on one another. You help us see these connections.


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HOW TO WIN AS A MANAGER

PIONEER:Your strength is your faith in how much

further I can go. With you as mymanager I keep reaching for more.

:CONNECTORYour strength is building surprisinglytalented teams. I know I can count onyou to do your due diligence whencherry-picking new teammates.

Your optimism is infectious. I can count on you to turn my pessimism into positivity. You're not aPollyanna; you give me concrete reasons to believe in better possibilities.

You take risks with people. I like that you're willing to add someone with unconventional strengthsto the team. I know it's because you want to push us to create something original. Just be sure youclearly explain how you see the new team member contributing.

Spontaneous recognition is a powerful practice to keep people engaged, and you're a master. Wenever know where you're going to strike next. Be specific about why you're rewarding us, and we'll besure to keep doing it.

Your natural instinct is to look outside the company to the people we are trying to serve—the client.Remind me of this mission. This seems obvious, but sometimes the details of my own position distractme.

I like seeing you out with our clients virtually all the time. The way you engage directly with theirlives, the way you sort out their problems, the way you speak their "language"--all of this reinforces theultimate purpose of my job.


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HOW TO WIN IN CLIENT SERVICE

PIONEER:Your strength is your confidence that

things will work out.

:CONNECTORYour strength is your resourcefulness.You always have some person or someidea that can help solve my situation.

You are knowledgeable. You align yourself with products that you believe will be around for thelong run. Share some of your research to reassure me that I haven't invested in something that is goingto be defunct in a year... or, if you think it will be, tell me how I won't wind up looking stupid.

You are resilient. If you run into a dead end, you immediately double back and discover a new route.You just won't give up. While I appreciate your tenacity, I don't necessarily need to see it in action. Seta time and method to follow up with me. Save my time.

You start by saying, "I can solve this," which immediately allays my anxiety. Give me two concretereasons why you are so confident.

You leave no stone unturned. I can tell you're working as hard as possible to find solutions for me,your client. Tell me the steps you're taking. I need to follow your line of thinking.

You really listen to my needs. You are loyal to your brand, but don't hesitate to introduce analternate brand or product if you think it will serve my needs better. I appreciate this because itreassures me that you care more about my satisfaction than filling a quota.


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HOW TO WIN IN SALES

PIONEER:Your strength is your resiliency. You

will take risks with your clients, showthem what could be, and bounce back

quickly whenever you run into trouble.

:CONNECTORYour strength is your active network ofrelationships. Your need to reach outand stay current with your network willhelp those you have selected feel valuedand appreciated.

When barriers block your progress, you are willing to step out of your comfort zone to take a risk towin. Your willingness to experiment leads you to offer me creative solutions that your competitors maymiss.

You will tend to iterate--"Let's try this. All right, that didn't work. Let's try this instead"--as youwork to architect a solution for me. While I appreciate this constant movement forward, I will need youto define a deadline when you and I can commit to a version or approach we are going to stick to. I doneed some stability.

Your optimism is infectious. You see possibilities for building business when others are discouragedby obstacles. Your positive view can inject hope when the team is losing faith. Substantiate theviability of your view with facts and a concrete plan to deliver.

As your potential client, I like it when you come around and visit me. You’ve always got somethinggoing on, some news to share about what your company is doing or what is going on in our industry.Your network offers me access to valuable resources I would not be able to find on my own.

Always take the time to ensure that the people you introduce me to can really help me. As thishappens more and more, I will see you as more and more credible.


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STRENGTHS MAP:

(1) WHAT ARE TWO SITUATIONS IN WHICH YOU FEEL AT YOUR MOST POWERFUL?

(2) WHICH "PHRASES TO DESCRIBE YOURSELF" (FROM BOTH ZONES) RESONATED WITHYOU MOST?

(3) WHAT NEW TEAM PROJECTS CAN YOU VOLUNTEER TO WORK ON?

(4) WHAT ARE TWO THINGS YOU CAN DO EACH MONTH THAT WILL "FEED" YOUR NEEDFOR "NOVELTY"? (ATTEND CONFERENCES/ROUNDTABLES, ETC.)

(5) WHICH PEOPLE IN YOUR NETWORK WOULD BENEFIT FROM MEETING EACH OTHER ATTHIS TIME? WHY? HOW CAN YOU FACILITATE THESE INTRODUCTIONS?

(6) WHAT TWO ACTIONS CAN YOU TAKE TO EXPAND YOUR CURRENT NETWORK OFPEOPLE?

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