State farm 1 hour webinar updated march 2015

A SYSTEM for Recruiting

Selling Team Members and Agent Aspirants

1

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.

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Selling in a high-activity, high-rejection environment


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1/5 motivations

1/5 attitudes

1/5 character

1/5 personality

1/5 sales skills


We will never hire perfection, butwe must compare every candidate against perfection.

Selling Team Member Profile

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learned from environmentparents

culture

relationships

employment

education

1/5 Character

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learned from environment

1/5 Character

top character traits

honesty

work ethic

concern for others

personal responsibility

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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?”

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positive self image as a salesperson

passion for solving problems using your products

1/5 Attitudes

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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?

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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

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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

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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

analytical

0 50 100

21

16% impact

compassion

0 50 100

39

desire to nurture

21

self-promotion

0 50 100

36

focus on strengths/weaknesses

belief in others

0 50 100

77

skeptical / trust othersjudgmental of others

22

optimism

0 50 100

81

believe can control their destiny

23

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.

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I don’t understand

LowModerateHigh

I don’t care

Reliability Index

NO FAKING ALLOWED

Low Moderate High

Response Distortion Index

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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.


27

Analytical

0 50 100

21

Compassion80


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


If both Analytical and Compassion traits are above 50, an Ego Drive Score of 80+ is needed.


29



! 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



! 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.




Recognition Drive 5

Assertiveness 32


Analytical 37

Compassion 95

Self-Promotion 5

Belief in Others 38

Optimism 46



6-8HRS/MONTH


•


•


•


•

cts salesproÄlel

Drive (65)Horsepower in

our sales engine (low power)

Drag on engine

(high drag)

Low Producing Selling Team Member

31



! 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



! 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.




Recognition Drive 19

Assertiveness 56


Analytical 95

Compassion 49

Self-Promotion 43

Belief in Others 84



2-4HRS/MONTH


•


•


•


•

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


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


Turn to p. 1 of the document “Finding Team Members Who Can Sell”

41

recruiting tool

Finding the Best Talent

42

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

Overview Video45

What is the investment?

$600 for 12 month subscription

46

Interviewing Skills Attract the Best, Repel the Rest.


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.


• 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.


What causes us to

like other people?

50


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.)


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

Other Resources

• LinkedIn Recruiting Training Videos tinyurl.com/RecruitonLinkedIn

59

Documents

State farm 1 hour webinar updated march 2015