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Agent Peyton Pettus, Monroe, Georgia2 Agencies, 15 full-time, 3 part-time, 600-650 applications monthly
“Prior to using the Recruit the Best Team® system I very simply floundered from candidate to candidate with no process or system of any sort. There was no systematic way of comparing recruits, following up, or providing a consistent approach to questioning and making offers based on results. The system and CTS Sales Profile have helped me overcome these challenges by providing that framework of consistency I needed to make factual and informed decisions about who I add to my team. As a result of almost 3 years on the system my team is experiencing less turnover than before, it has created a positive work environment of competitive, results-driven salespeople, and taken us to new levels of production. In 2013, we qualified for Presidents club in Health and Multiline and finished top 100 in Auto and Mutual Funds as well. We also qualified level 3 Ambassador Travel, Chairman’s Circle, and SVP Club. Thanks for the help Steve!”
recruit the best� �
2
If we are not working from our strengths, we are 6 times less likely to be engaged in our work.
$70,000
3
Selling in a high-activity, high-rejection environment
WHAT do I look for to choose the best from the rest?
HOW do I look for the best traits and skills?A best practice recruiting Process
4
Building a Recruiting Referral Network
WHERE do I find enough of the best candidates?
Interviewing SkillsAttract the Best, Repel the Rest.
5
Selling in a high-activity, high-rejection environment
WHAT do I look for to choose the best from the rest?
6
1/5 motivations
1/5 attitudes
1/5 character
1/5 personality
1/5 sales skills
WHAT do I look for to choose the best from the rest?
We will never hire perfection, butwe must compare every candidate against perfection.
Selling Team Member Profile
7
learned from environment
1/5 Character
top character traits
honesty
work ethic
concern for others
personal responsibility
9
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)
echo the patterns of characterwe become the teacher
10
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.
“Who had the greatest influence on you when growing up?”
“What did they teach you about Honesty / Work Ethic / Personal Responsibility / Concern for others?”
11
positive self image as a salesperson
passion for solving problems using your products
1/5 Attitudes
12
The products they own and the process they used to purchase them reveal their image of salespeople and their attitude toward your products/industry.
Honest people can’t sell what they don’t own.
1/5 Attitudes
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?
Salespeople who don’t see selling as a worthy profession struggle to master sales skills.
13
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
Are you ready to move all of your products to State Farm?
14
Income and the things that it provides - desire a lifestyle that equals the potential income level of the position.
1/5 Motivations
Competition - burning desire to become the BEST at everything they do.
Character, Skills & Personality to Move Forward
15
desire to make future better
1/5 Motivations
What are some current and long-term needs that will be satisfied if you do this job well?
In order of priority, what are the 3 most important things in your life right now?
16
genetic
1/5 Personality
Determines ways we react to our environment and circumstances
Impacts the ...
• effectiveness of executing the sales process
• having enough sales activities
• conversion of personal and casual relationships into business relationships
• courage to pivot
• confidence/assertiveness during selling - response to rejection
• intensity of setting and reaching goals
17
low stress
1/5 Personality
Tasks that are aligned with our hard-wired traits energize.
Tasks that are not aligned with our hard-wired traits drain our energy.
high stress
18
deadline motivation
0 50 10089
36% impact
sense of urgency
recognition drive
0 50 10057
desire to be socialcompete to be at top
19
assertiveness
0 50 10052
asks for appointmenthandles rejection
pivots closes sales
gets referrals
independent spirit
50 10080
control sales processdo not need close supervision
20
self-promotion
0 50 100
36
focus on strengths/weaknesses
belief in others
0 50 100
77
skeptical / trust othersjudgmental of others
22
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.
24
I don’t understand
LowModerateHigh
I don’t care
Reliability Index
NO FAKING ALLOWED
Low Moderate High
Response Distortion Index
25
2/17/14 1:18 PMSales Profile Report
Page 1 of 3https://www.ctssalesprofile.com/cgi-bin/reports.pl
! Sales Profile Reportfor corey brown Mar, 01 2013
Score
95high
Coaching
0 | | | | 50 | | | | 100
Response Distortion
Low
Reliability
High
SF Selling Team MemberThe CTS Sales Profile Report is derived from statistically significant (weighted) correlations with productivitymeasures. Therefore, some traits are more influential than others in determining the CTS Sales Profile Score. TheRecommended Coaching Hours Per Month is an estimation, based on thousands of personal interviews withmanagers and employees who described their challenges as they related to each of the CTS Primary Traits listedbelow. Managers should spend the most time coaching individuals about issues pertaining to their traits outside the"green" range. For ideas on how to coach these individuals, refer to this individual's CTS Sales Coaching Report,which provides specific, personalized coaching recommendations for each of this individual's traits.
Ego Drive Score 82 Empathy Score 75The ego drive score shows a salesperson's immediate push to get a lot of sales done to meet short deadlines or topersuade prospects and find satisfaction and recognition doing so. The Empathy Score shows a salesperson'scapacity to understand, be sensitive to, and share in the feelings and thoughts of prospects, clients or customers.
Primary Traits SCORES
Deadline Motivation 95
Recognition Drive 62
Assertiveness 86
Independent Spirit 87
Analytical 17
Compassion 49
Self-Promotion 77
Belief in Others 84
Optimism 73
The Reliability Index measures the degree to which a person understood the questions, maintained focus whileanswering them, and gave answers with a thoughtful response.
The Response Distortion Index measures the individual's tendency to intentionally or unintentionally answer thequestions in a way to exaggerate strengths and downplay weaknesses to leave a more favorable impression.
LESS THAN
2HRS/MONTH
Low Reliability indicates invalid results due to the individual's responses while completing the questionnaire. Donot use these results.
•
Moderate Reliability suggests these results be cross-validated with personal interviews and reference checks.•High Reliability indicates the individual understood the questions and responded to them in a way that hasbeen shown to be predictive.
•
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses andan open and vulnerable personality that usually recognizes personal faults and easily accepts blame. Theseresults are accurate and predictive.
•
Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplayweaknesses and suggests these results be cross-validated with personal interviews and reference checks.
•
cts salesproÄlel
Drive (82)Horsepower in
our sales engine (high power)
Drag on engine
(low drag)
Overall Score
36%
16%
High Producing Selling Team Member
26
Analytical
0 50 100
21
Compassion 39
Target Ego Drive Scores
If both Analytical and Compassion traits are below 50, an Ego Drive Score of 60+ is needed.
Target Ego Drive Scores
27
Analytical
0 50 100
21
Compassion80
Target Ego Drive Scores
If one of the Analytical or Compassion traits is above 50, an Ego Drive Score of 70+ is needed.
28
Analytical
0 50 10060
Compassion80
Target Ego Drive Scores
If both Analytical and Compassion traits are above 50, an Ego Drive Score of 80+ is needed.
Target Ego Drive Scores
29
2/17/14 1:21 PMSales Profile Report
Page 3 of 3https://www.ctssalesprofile.com/cgi-bin/reports.pl
! Sales Profile Reportfor corey brown Mar, 01 2013
0 | | | | 50 | | | | 100
© 2014 SalesManage Solutions.
The first page of this Sales Profile Report contains validated information and compatibility scores for high-activity sales. This followinginformation IS NOT validated information and should not be used for making hiring decisions. It can be used to suggest and structureadditional interview questions that check a rep's ability to do certain sales tasks or competencies.
The nine Primary Traits blend together to form someone's personality. Sales managers or recruiting personnel realize that each trait alone, or incombination, may affect the performance of necessary sales competencies. That's why we include them with detailed coaching strategies in theSales Coaching Report. For example, if "Finding Prospects" requires networking, a candidate with low Assertiveness and low Recognition Drive mayfind it stressful to build relationships each month for the purpose of finding prospects. Also, while Deadline Motivation helps a rep "Maintain High-Activity," high "Compassion" and high "Analytical" scores slow down activity levels while low scores for these Primary Traits speed them up. Becausethese Sales Competencies 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 and they suggest areas for investigation when interviewingcandidates. (Please refer to the coaching recommendations in the Sales Coaching Report for additional insight relating to the interaction betweenthe Primary Traits.)
SalesCompetencies
SCORES
Finds Prospects 80
Gets out of the office or store and looks for prospects among people in the community. Examples include- joins networking groups, participates in community service organizations, and attends civic events.
Maintains High-Activity 79
Has the drive and energy necessary to maintain the number of sales activities required for short salescycles.
Handles Rejection 78 Bounces back from rejection with an optimistic outlook and continues high activity levels.
Sets Appointments 78
Contacts prospects by phone to schedule a first appointment. (same traits needed as "Handles Rejection"since a sales rep faces a large amount of rejection in a short period of time.)
Sells Face-to-Face 76
Performs sales process: asks questions about needs, wants, and problems; listens; presents solutions withenthusiasm; overcomes fears, concerns, or answers questions with confidence; asks for a decision, andtakes immediate action to complete the sale; asks for referrals (other people or businesses); and providesservice and follow-up for the purpose of maintaining a book of business for additional sales and referrals.(While this measures tendencies in the personality, the parts of the sales process requiring training orcoaching will depend upon the individual makeup of the nine Primary Traits and the person?s previousexperience/training.)
High Producing Selling Team Member
30
2/17/14 1:28 PMSales Profile Report
Page 1 of 3https://www.ctssalesprofile.com/cgi-bin/reports.pl
! Sales Profile Reportfor karen mcclellan Sep, 14 2013
Score
30low-moderate
Coaching
0 | | | | 50 | | | | 100
Response Distortion
Low
Reliability
High
SF Selling Team MemberThe CTS Sales Profile Report is derived from statistically significant (weighted) correlations with productivitymeasures. Therefore, some traits are more influential than others in determining the CTS Sales Profile Score. TheRecommended Coaching Hours Per Month is an estimation, based on thousands of personal interviews withmanagers and employees who described their challenges as they related to each of the CTS Primary Traits listedbelow. Managers should spend the most time coaching individuals about issues pertaining to their traits outside the"green" range. For ideas on how to coach these individuals, refer to this individual's CTS Sales Coaching Report,which provides specific, personalized coaching recommendations for each of this individual's traits.
Ego Drive Score 35 Empathy Score 75The ego drive score shows a salesperson's immediate push to get a lot of sales done to meet short deadlines or topersuade prospects and find satisfaction and recognition doing so. The Empathy Score shows a salesperson'scapacity to understand, be sensitive to, and share in the feelings and thoughts of prospects, clients or customers.
Primary Traits SCORES
Deadline Motivation 43
Recognition Drive 5
Assertiveness 32
Independent Spirit 58
Analytical 37
Compassion 95
Self-Promotion 5
Belief in Others 38
Optimism 46
The Reliability Index measures the degree to which a person understood the questions, maintained focus whileanswering them, and gave answers with a thoughtful response.
The Response Distortion Index measures the individual's tendency to intentionally or unintentionally answer thequestions in a way to exaggerate strengths and downplay weaknesses to leave a more favorable impression.
6-8HRS/MONTH
Low Reliability indicates invalid results due to the individual's responses while completing the questionnaire. Donot use these results.
•
Moderate Reliability suggests these results be cross-validated with personal interviews and reference checks.•High Reliability indicates the individual understood the questions and responded to them in a way that hasbeen shown to be predictive.
•
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses andan open and vulnerable personality that usually recognizes personal faults and easily accepts blame. Theseresults are accurate and predictive.
•
Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplayweaknesses and suggests these results be cross-validated with personal interviews and reference checks.
•
cts salesproÄlel
Drive (65)Horsepower in
our sales engine (low power)
Drag on engine
(high drag)
Low Producing Selling Team Member
31
2/17/14 1:29 PMSales Profile Report
Page 3 of 3https://www.ctssalesprofile.com/cgi-bin/reports.pl
! Sales Profile Reportfor karen mcclellan Sep, 14 2013
0 | | | | 50 | | | | 100
© 2014 SalesManage Solutions.
The first page of this Sales Profile Report contains validated information and compatibility scores for high-activity sales. This followinginformation IS NOT validated information and should not be used for making hiring decisions. It can be used to suggest and structureadditional interview questions that check a rep's ability to do certain sales tasks or competencies.
The nine Primary Traits blend together to form someone's personality. Sales managers or recruiting personnel realize that each trait alone, or incombination, may affect the performance of necessary sales competencies. That's why we include them with detailed coaching strategies in theSales Coaching Report. For example, if "Finding Prospects" requires networking, a candidate with low Assertiveness and low Recognition Drive mayfind it stressful to build relationships each month for the purpose of finding prospects. Also, while Deadline Motivation helps a rep "Maintain High-Activity," high "Compassion" and high "Analytical" scores slow down activity levels while low scores for these Primary Traits speed them up. Becausethese Sales Competencies 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 and they suggest areas for investigation when interviewingcandidates. (Please refer to the coaching recommendations in the Sales Coaching Report for additional insight relating to the interaction betweenthe Primary Traits.)
SalesCompetencies
SCORES
Finds Prospects 32
Gets out of the office or store and looks for prospects among people in the community. Examples include- joins networking groups, participates in community service organizations, and attends civic events.
Maintains High-Activity 37
Has the drive and energy necessary to maintain the number of sales activities required for short salescycles.
Handles Rejection 30 Bounces back from rejection with an optimistic outlook and continues high activity levels.
Sets Appointments 30
Contacts prospects by phone to schedule a first appointment. (same traits needed as "Handles Rejection"since a sales rep faces a large amount of rejection in a short period of time.)
Sells Face-to-Face 52
Performs sales process: asks questions about needs, wants, and problems; listens; presents solutions withenthusiasm; overcomes fears, concerns, or answers questions with confidence; asks for a decision, andtakes immediate action to complete the sale; asks for referrals (other people or businesses); and providesservice and follow-up for the purpose of maintaining a book of business for additional sales and referrals.(While this measures tendencies in the personality, the parts of the sales process requiring training orcoaching will depend upon the individual makeup of the nine Primary Traits and the person?s previousexperience/training.)
Low Producing Selling Team Member
32
Highly Rated Service Team
Member
2/17/14 1:42 PMSales Profile Report
Page 1 of 3https://www.ctssalesprofile.com/cgi-bin/reports.pl
! Sales Profile Reportfor Megan Bailey Aug, 05 2013
Score
63moderate-high
Coaching
0 | | | | 50 | | | | 100
Response Distortion
Moderate
Reliability
High
SF Service Team MemberThe CTS Sales Profile Report is derived from statistically significant (weighted) correlations with productivitymeasures. Therefore, some traits are more influential than others in determining the CTS Sales Profile Score. TheRecommended Coaching Hours Per Month is an estimation, based on thousands of personal interviews withmanagers and employees who described their challenges as they related to each of the CTS Primary Traits listedbelow. Managers should spend the most time coaching individuals about issues pertaining to their traits outside the"green" range. For ideas on how to coach these individuals, refer to this individual's CTS Sales Coaching Report,which provides specific, personalized coaching recommendations for each of this individual's traits.
Ego Drive Score 48 Empathy Score 45The ego drive score shows a salesperson's immediate push to get a lot of sales done to meet short deadlines or topersuade prospects and find satisfaction and recognition doing so. The Empathy Score shows a salesperson'scapacity to understand, be sensitive to, and share in the feelings and thoughts of prospects, clients or customers.
Primary Traits SCORES
Deadline Motivation 56
Recognition Drive 19
Assertiveness 56
Independent Spirit 57
Analytical 95
Compassion 49
Self-Promotion 43
Belief in Others 84
The Reliability Index measures the degree to which a person understood the questions, maintained focus whileanswering them, and gave answers with a thoughtful response.
The Response Distortion Index measures the individual's tendency to intentionally or unintentionally answer thequestions in a way to exaggerate strengths and downplay weaknesses to leave a more favorable impression.
2-4HRS/MONTH
Low Reliability indicates invalid results due to the individual's responses while completing the questionnaire. Donot use these results.
•
Moderate Reliability suggests these results be cross-validated with personal interviews and reference checks.•High Reliability indicates the individual understood the questions and responded to them in a way that hasbeen shown to be predictive.
•
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses andan open and vulnerable personality that usually recognizes personal faults and easily accepts blame. Theseresults are accurate and predictive.
•
Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplayweaknesses and suggests these results be cross-validated with personal interviews and reference checks.
•
High Response Distortion Indicates a tendency to deny weaknesses and emphasize only strength leading to aninaccurate profile and an invalid score. Do not use these results.
•
33
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
34
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
35
pers
onal
ity Deadline Motivation Independent SpiritAnalyticalCompassionAssertivenessSelf-PromotionRecognition DriveBelief in OthersOptimism sa
les
skills
ProspectingAppointmentsFact FindingPresentingHandling ObjectionsClosing SalesGetting Referrals
char
acte
r Honesty Strong Work Ethic Concern for OthersAccepts Responsibility
passion for product+ image as salesperson
MoneyCompetition
motivations
attitudes
Selling Team Member Profile
recruit the best� �36
A best practice recruiting Process
HOW do I look for the best traits and skills?
Who not to hire
Who to hire
37
Tools & Skills
!e Best Recruits!
Finding Candidates
SCREENING 1
2
3
PROFILING
INTERVIEWINGMaking O"er
ResumePhoneEmail
CTS Sales Pro!le
Initial InterviewFinal Interview
Matching Score Sheet
38
Recruit the Best Checklist - p. 13 in Field Manual
Screen by Phone - Use Phone Screen QuestionnaireScreen by Email - Use Email QuestionnaireAdminister the CTS Sales Profile - CTSsalesprofile.comEmail Initial Interview Homework
Instruct go to your SF website and the SF corp website to learn about the career.
Conduct Initial Interview - Use Initial Interview QuestionnaireCheck References (Book p. 65 and Video bit.ly/BestReferenceCheck)
Get 6 References - 2 former bosses, 2 coworkers, 2 business people.
Conduct Final Interview - Use Final Interview QuestionnaireInterview by 2 Team Members - Use Team Member QuestionnaireFill Out the Matching/Score Sheet
39
WHERE do I find enough of the best candidates?
Aver
age
Annu
al T
urno
ver -
40%
Team of 3-5 - need to recruit 1-2 per year
Newton’s Law - people leave/get fired at the most inconvenient times.
Avoid the “I need somebody NOW” syndrome...
A good sales team is the enemy of a great sales team.
40
WHERE do I find enough of the best candidates?
Turn to p. 1 of the document “Finding Team Members Who Can Sell”
41
How does the recruiting tool work?
Load the contacts into the database
Schedule the emails, holiday cards, and newsletter
Forget it
Watch the resumes flow in year round
43
Sample
1,500 contacts loaded into the system/emailed
750 people opened the email within an hour
300 people requested information
8 people said they were looking for a career change
3 hires
44
Interviewing Skills Attract the Best, Repel the Rest.
recruit the best� �
Emotion is critical to the decision process.
Too much emotion clouds logic.
Critical balance between logic and emotion
47
Developing your Interviewing Skills
The solution - interviewing
skills using prepared questions that measure
specific traits and skills.
recruit the best� �
• Keep your emotions in neutral - you’ll get the real candidate.
• Step out of the “socializing” zone and into the “interviewing” zone.
• Take off your “Sales” hat and put on your “Selection” hat.
48
The best shine, the worst struggle.
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.”
49
Talking about ourselves causes us to like others• Listen 80%, talk 20%.
• Don’t tell personal stories.
• Don’t agree with the candidate.
Developing your Interviewing Skills
What causes us to
like other people?
50
Developing your Interviewing Skills
What causes us to
like other people?
Rescuing others creates a bond. We like people we rescue.
• When a candidate is struggling with a question, keep your emotions in neutral and move to the next question.
• Don’t say, “Let’s just relax and get to know each other.”
• Don’t reword the question and/or give candidate hints.
51
• Sell the candidate on the selection process, while keeping them excited about the career. (The right candidates are challenged by the fact you are selective.)
Developing your Interviewing Skills
How to walk the fine line
between selling the career and selling the selection
process.
• After the candidate has agreed they have an interest in learning more about the career, ask, “What all do you want to know about the career and how we help people?” (Write all the questions down before answering the questions. Many people don’t need as much info as we think.)
52
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.”
53
More interview tips• 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.
• Do not paint an unrealistic picture of the job and the challenges.
54
How I help you from here?
annual contract unlimited use<10 $49 monthly code SFU<10>10 $69 monthly code SFU>10
March 15th - price goes to $69 monthly
$95 each if you purchase 1 at a time.
On phone coaching included
CTSSalesProfile.com
cts salesproÄlel55
Thank you for allowing me to serve you.
1 FREE CTS Sales Profile - Code SF1Free
Go to www.CTSsalesprofile.com/
click <Buy Now> enter code
56
Book $24.95 hard cover
Field Manual for Sales $99.95Field Manual for Service $24.05
57
www.CanTheySell.com
Thank you for allowing me to serve you. Contact Information: Steve Suggs 865-567-2871 [email protected]
www.CanTheySell.comwww.CTSsalesProfile.comwww.SalesManage.com/blog - 40 recruiting videos
video overview of Recruit the Best system http://bit.ly/RecruitTheBest
58