State Farm 1.5 Hour Webinar Training Slides

1. 1

2. Recruiting The
Best Team
Members
A Best-Practice
Recruiting
System
Page 1 in workbook
2

3. WHAT do I look for to choose the best from the rest?
Selling in a high-activity, high-rejection environment
3

4. HOW do I look for the best traits and skills?
A best practice recruiting Process
4

5. WHERE do I find enough of the best candidates?
Building a Recruiting Referral Network
5

6. CTS Sales Profile Workshop
Using Science to Measure Hard-wired Personality Traits
6

7. Interview Skills Workshop
Interviewing Skills Workshop – Attract the Best, Repel the Rest.
7

8. WHAT ARE THE TRAITS OF THE BEST
TEAM MEMBERS WHO CAN SELL IN
TODAY’S ENVIRONMENT?
8

9. Best Salesperson Profile
attitudes
1/5 motivations
1/5 character
1/5 personality
1/5 sales skills
1/5
Page 1 in workbook
9

10. 1/5
Attitudes
positive self image as a
salesperson
passion for solving problems
using your products
10

11. 1/5
Attitudes
positive self image as a
salesperson
The products they own and the process
they used to purchase them reveal
their image of salespeople and their
attitude toward your products/
industry.
11

12. 1/5
Attitudes
What has been your experience
with purchasing or selling products
like we sell, or your experience with
dealing with salespeople from our
industry?
12

13. 1/5
Attitudes
positive self image as a
salesperson
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?
13

14. 1/5
Motivations
Immediate needs
financial needs
physical needs
spiritual needs
drive for change
14

15. 1/5
Motivations
Immediate needs
Character, Skills &
Personality
to Move Forward
15

16. 1/5
Motivations
desire to make future better
Passion for Others
children
family
spouse
community
customers
world
16

17. 1/5
Motivations
desire to make future better
Passion for Self
retirement
health
spiritual life
build a business
17

18. 1/5
Motivations
desire to make future better
What are some current and longterm needs that will be satisfied if
you do this job well?
18

19. 1/5
Motivations
desire to make future better
In order of priority, what are the 3
most important things in your life
right now?
19

20. 1/5
Character
learned from environment
parents
culture
relationships
employment
education
20

21. 1/5
Character
learned from environment
top character traits
honesty
work ethic
concern for others
personal responsibility
21

22. The Path to Character Development
Honesty
Concern for Others
Teaching
Work Ethic
Responsibility
eco the patterns of character
we become the teacher
Maturity
(relationships work)
(society works)
Bonded to
Trait
Praise &
Approval
Gratification
Disapproval &
Discipline
22

23. Attitudes, Motivation, Character
Measure Attitudes, Motivation, and Character
using questions that get candidates to tell stories.
The strength of the story helps measure the level
of each trait.
23

24. Attitudes, Motivation, Character
“Who had the greatest influence on you when
growing up?”
“What did they teach you about Honesty / Work
Ethic / Personal Responsibility / Concern for
others?”
24

25. The greater the degree to which we fight our selfish nature, the greater
tendency we have of exercising character traits
Selfishness
high selfishness = low character
low selfishness = high character
Character
Honesty, Concern for Others, Work Ethic, Accepts Personal Responsibility
25

26. 1/5
Personality
genetic
Determines
ways we react to
our environment
and
circumstances
26

27. 1/5
Personality
genetic
Tasks that are
aligned with our
hard-wired traits
energize.
27

28. 1/5
Personality
genetic
Tasks that are
not aligned with
our hard-wired
traits drain our
energy.
28

29. 1/5
Personality
genetic
Determines how we approach work
pace
confidence/assertiveness
intensity
29

30. 1/5
Personality
genetic
Top personality traits
Deadline Motivation
Assertiveness
Independent Spirit
Self-Promotion
Analytical
Recognition Drive
Compassion
Belief in Others
Optimism
30

31. Low levels of Character traits cause the negative side of our personality to emerge.
character
High levels of Character traits cause the positive side of our personality to emerge.
Personality Traits
-Negative
+Positive
31

32. 1/5
Sales Competencies
learned by training and experience
prospecting/networking
setting/holding appointments
fact finding
presenting solutions
handling objections
getting the sale
getting referrals
32

33. 1/5
Sales Competencies
learned by training and experience
What sales training have you had?
Describe the sales process you follow.
33

34. Attitudes, Motivations,Character & Personality Traits
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
High Sales
Productivity
Low Sales
Productivity
Sales Competencies
34
cts l salespro le

35. 3 Dimensions of Sales
Sales Skills - Training in developing
relationships, gaining trust, following a sales
process
Product Knowledge - Training on
product’s benefits and features
Sales Productivity - Training + Attitudes +
Motivations + Character + Personality Traits.
35

36. HOW do I look for the best traits and skills?
A best practice recruiting Process.
Page 2 in Field Manual
36

37. Searching Methods
Screening
Profiling
Interviewing
"Making Offer"
The Best
Recruits!
A system helps
us in 2 areas:
Who to hire
Who not to hire
37

38. Tools & Skills
Recruit the Best
System
Finding
Candidates
Searching Methods
resume
phone
email
Screening
CTS Sales Profile
Profiling
2
initial interview
Interviewing
"Making Offer"
3
check references
final interview
matching score
sheet
The Best
Recruits!
38
1
Page 2
in Field
Manual

39. ? canltheylsell?.com
Can They Sell Field Manual
Recruit the Best Checklist
Candidate Name:____________________________
Page 8 in Field Manual
1. Review resume.
pp 9-10
Date:____________
2. Screen by Phone – Use Phone Screen Questionnaire. If successful, go to next step.
3. Screen by Email – send “Thank you” email with these questions:
What do you think this job involves?
What do you think it will take to be successful here?
Tell me why I should consider you for this position?
What specifically in your life do you want to change?
How will being successful in this job help you with this change?
Schedule face-to-face initial screening interview.
4. Email Initial Interview homework - Prior to the interview, email the candidate
instructing them to go to the following Web sites and review the information:
____________
SENT DATE
____________
RESPOND DATE
____________
INTERVIEW DATE
____________
EMAILED DATE
To learn about our products, go to: (Web URL that links to your products)
To learn about what a salesperson does with this company go to:
(Web URL that tells about the career as a salesperson)
Prior to Initial Interview, email the candidate to confirm the
interview and make sure they have reviewed the Web pages.
5. Administer the CTS Sales Profile www.ctssalesprofile.com
pp 11-22
6. Conduct Initial Face-to-Face Interview – Use Initial Interview Questionnaire
____________
CONFIRM DATE
____________
CTS ORDERED
7. Ask for 6 references – 2 previous bosses, 2 coworkers, 2 business people/former
customers.
Book p. 65. Blog www.salesmanage.com/blog/archives/the_reference_check
pp 23-27
8. Call References using Reference Check Questionnaire
pp 28-37
9. Conduct Final Interview – Use Final Interview Questionnaire
p 38
pp 5-7
10. Interview By Current Team – Use Team Interview Questionnaire
11. Fill out Matching/Score Sheet
39
____________
INTERVIEW DATE

40. WHERE do I find enough of the best candidates?
pp. 4-6 in Handout
40

41. The Recruiting Funnel
Searching Methods
Screening
Profiling
10 strong
resumes
3 final
interviews
Interviewing
"Making Offer"
The Best
Recruits!
41
1 salesperson

42. Average Annual Turnover - 40%
ALWAYS be RECRUITING
Team of 3-5 - need to recruit 1-2 per year
42

43. ALWAYS be RECRUITING
Newton’s Law - people leave/get fired at
the most inconvenient times.
Take action to find great people when you don’t need team
members, so you’ll have candidates when you need them.
43

44. ALWAYS be RECRUITING
A good sales team is the enemy of a
great sales team.
When our team is full, we have a tendency to stop focusing on
recruiting. Don’t fill your team with good players. Keep looking
for the great players.
44

45. To avoid the “I need somebody NOW” syndrome...
Please come
to work for
me!
...build your Recruiting Referral Network for a
continuous flow of GREAT RESUMES
45

46. Build a Recruiting Referral Network
Source
Action
Date Completed
Current Customers - Email Create email list
all customers and ask them Write email
to refer friends/family who
Send email
can sell. If you don't have an
email list, send a postcard to
customers asking for their
email address.
Current Team - Write short
job description and have
team members post on their
personal Facebook and
LinkedIn Pages. Email job
description to their contacts.
Have them contact their
church/temple about the job
opening.
Write short job description
Facebook
Linkedin
email
church/temple
Team Member 1
Team Member 2
Team Member 3
Team Member 4
Team Member 5
Team Member 6
Sales
Trainers/Consultants- Find
certified trainers at these
companies in your city and
meet with them.
Sandler
Dale Carnegie
Wilson Learning
Steven Covey
Jeff Gitomer
Integrity Solutions
Directors of Networking
BNI
Groups - These are the most e-Women
networked people in your
city. Meet with them. Email
them job posting and ask to
distribute to members.
Social Networking- Spend
15 minutes daily building
your social media profiles.
LinkedIn
Facebook
Churches/Temples - Most
have job boards and a jobs
ministry. Contact and ask for
minister/volunteer who
heads up this ministry. List 5
target organizations.
1
2
3
4
5
Small Business CPA 1
Contact and ask them to
2
direct people to you who are 3
closing businesses or
changing careers.
46
pp. 4-6

47. Build a Recruiting Referral Network
Small Business Attorneys - 1
contact and ask them to
2
direct people to you who are 3
closing businesses or
changing careers.
Chamber of Commerce
Contact sales manager and
salespeople. Ask them to
direct people to you who are
looking for jobs.
Sales Manager
Salesperson 1
Salesperson 2
Salesperson 3
Chamber of Commerce
Business After-hours Events
Attend all of these events.
Many salespeople who are
changing careers attend these
events.
President Community
Service OrganizationThese people are leaders and
well connected. Meet with
these.
Rotary
Lions Club
Kiwanus
United Way
Boy Scouts
Girl Scouts
Jr. League
Recruiters with other
Insurance companies
Develop recipricol
relationship; trade resumes.
Northwestern Mutual
Mass Mutual
Prudential
National Life
Universities/colleges career services dept.- Set
up interview day. Most will
market the position to
students.
1
2
3
4
5
Social Networking Job
Boards - post job here.
Salesgravy.com
Salesblogcast.com
LinkedIn
LinkedIn Groups
Traditional Job Boards post job here.
Monster
Career Builder
Snagajob.com
Findtherightjob.com
Newspapers
Sales reps
Meet every sales rep that calls
on your office, and recruit
and/or network with them.
47

48. Build a Recruiting Referral Network
Job Fairs – If you recruit in
large numbers, this is a way
toget many people interested
in your position. Attend the
job fairs in your city, or hold
your own. Go to
jobfairtips.com for a number
of useful tips.
1
2
3
4
5
Sample email to send to your current customers or list of contacts:
“Please assist me in helping someone you know. I have an open position on my sales
team. If you know the right candidates for this job, please help them find a great
career by sending them to see me. The right candidates will have the following traits:
Honesty, Hard Work Ethic, a Concern for Others and Personal Responsibility. Strong
candidates will have personalities which cause them to network to find prospects,
pursue goals, and handle themselves with confidence. Sales experience* ... Please
have them forward their resume to me at ... Thank you for helping me find the right
individuals and for helping them to find a great career.” *Sales experience - fill in your
desired level of sales experience based on your training resources.
Sample Wording for Job Posting:
“Salespeople wanted. Michelle Winters State Farm is looking for
salespeople to work in the city of Nashville calling on customers to sell insurance and
financial services. Requirements: Must have the following traits: Honesty, Hard Work
Ethic, a Concern for Others and Personal Responsibility. Strong candidates will have
personalities which cause them to network to find prospects, pursue goals, and handle
themselves with confidence. Sales experience ... Please forward resume to...” Add
additional information and requirements about the position as necessary.
48

49. History of CTS
•
•
•
•
Dr. Larry Craft and his team and SMS’s 30+ years
sales and sales management experience
800+ high activity salespeople
125 were agents, selling/servicing team members
Collected - production data, performance ratings,
manager input
49

50. CTS Sales Profile Report
State Farm Selling Team Member
Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any
given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in
the "CTS Sales Profile Score."
Two Most
Important Traits
Related to Sales
Date: March 7, 2013
Name: kelly hagar
Position: State Farm Selling Team Member
Candidates
Score
kelly hagar 's CTS Sales Profile Score: High (85)
Coaching Hours Per Month Recommended: Less than 2 coaching hours per month.
The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help
this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended
that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to
this candidate's CTS sales manager's coaching report.
Primary Trait
0
10
20
30
40
50
60
70
80
90
100
Deadline Motivation (91 %)
Ideal
Ranges for
Sales
Independent Spirit (95 %)
Analytical (5 %)
Compassion (49 %)
Assertiveness (70 %)
Self-Promotion (77 %)
Top
Agent
Recognition Drive (49 %)
Belief in Others (69 %)
Optimism (95 %)
Reliability Index: High
This candidate's Reliability Index rating relates to the way the candidate responded to the CTS.
Low Reliability indicates inaccuracies that make the results invalid. Do not use these results.
Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks.
High Reliability indicates that the candidate understood the questions and responded to them in a way that has
been shown to be predictive.
Response Distortion Index: Moderate
This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate
strengths and downplay weaknesses in order to leave a more favorable impression.
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and
an open and vulnerable personality that easily recognizes personal faults and easily accepts blame.
Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay
weaknesses.
High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though
this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and
seek change in their behaviors.
50
© 2013, CraftMetrics International.

51. For: kelly hagar
Low
Moderate
High
Deadline Motivation (91 %)
This is the salesperson's Deadline Motivation to achieve quick results. High Scorers (61% or above) are more like "Racehorses" with
an unquenchable "fire in the belly" and a desire to achieve immediate or near-term sales goals (as in a high-activity sales process).
Low Scorers (40% or below) have an easy-going, even-paced temperament and enjoy a longer sales process with well-defined and
planned-out steps and strategies. Low Scorers spend more time educating/servicing the buyer and thinking about next steps
without a sense of urgency.
Independent Spirit (95 %)
This scale measures the salesperson's entrepreneurial spirit to work without supervision. High Scorers prefer independence and
working alone and enjoy situations where they are in control of the outcome of their efforts. Low Scorers are team players who
enjoy working with others and like to do their part within assigned projects. They behave in a compliant manner and have very little
need to direct or control others.
Analytical (5 %)
This scale measures the salesperson's desire to dwell on the facts, figures, and details when preparing and making a sales
presentation. Rather than focusing on the benefits, High Scorers within short sales cycle industries can have "analysis paralysis,"
use too much time and provide the buyer with too much information. Low Scorers, on the other hand, can rely too much on their
intuition and informal "yellow tablet" presentations that lack the information the buyer needs (esp. with high-dollar, complex, or
technical solutions.)
Compassion (49 %)
This scale measures the salesperson's concern and compassion for others.
whenever possible and gravitate toward market segments that are more
when it comes to sharing their feelings and emotions. Low Scorers, on
because they can stay "on task" without being distracted by personal
expressing emotions.
As a result, High Scorers thoroughly enjoy helping others
personal and relationship-centered. They are expressive
the other hand, are better able to prioritize their time
problems. They are more controlled when it comes to
Assertiveness (70 %)
This scale measures the salesperson's confidence to control the sale from the initial contact to asking for the sale. High Scorers can
assert themselves to control the sales presentation with their strong phrasing and direct eye contact. Low Scorers too often yield
control of the face-to-face interaction to the buyer, are too accommodating, and find it difficult to ask closing questions without
proper training that emphasizes how to ask people to make a decision.
Self-Promotion (77 %)
This scale measures the salesperson's tendency to exaggerate strengths and downplay weaknesses in order to leave a most
favorable impression. High Scorers are resilient to criticism and find it difficult to recognize their weaknesses. They may deny their
fears, faults, and failures. Low Scorers take criticism to heart. It's personal to them. They are open to recognizing their weaknesses
and working on self-improvement.
Recognition Drive (49 %)
This scale measures the salesperson's motivation to join organizations and attend functions that provide new sales opportunities
(leads and prospects). High Scorers are socially outgoing and thoroughly enjoy being the center of attention (public recognition).
They are motivated by their need for status and prestige. Low Scorers prefer one-on-one relationships, private recognition, and are
not motivated to attend social functions. They prefer networking with a select few and are more motivated by "respect" than
"popularity."
Belief in Others (69 %)
This scale measures the salesperson's belief in "self and others." High Scorers are optimistic as a result of their trust in others and
their belief that they are solely responsible for their success and failure. As a result, "everyone is a prospect," and they seldom have
a problem asking for referrals. Low Scorers can turn negative if things are not going in the right direction and may stop pursuing a
prospect and sale. They can be rigid, formal, and skeptical of the intentions of others.
Optimism (95 %)
2 of 12
7/24/13 10:18 AM
51

52. CTS Sales Profile Report
State Farm Selling Team Member
Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any
given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in
the "CTS Sales Profile Score."
Date: March 7, 2013
Name: kelly hagar
Position: State Farm Selling Team Member
kelly hagar 's CTS Sales Profile Score: High (85)
Coaching Hours Per Month Recommended: Less than 2 coaching hours per month.
The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help
this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended
that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to
this candidate's CTS sales manager's coaching report.
Primary Trait
0
10
20
30
40
50
60
70
80
90
100
Deadline Motivation (91 %)
Independent Spirit (95 %)
Analytical (5 %)
Compassion (49 %)
Assertiveness (70 %)
Top
Agent
Self-Promotion (77 %)
Recognition Drive (49 %)
Belief in Others (69 %)
Optimism (95 %)
Reliability Index: High
This candidate's Reliability Index rating relates to the way the candidate responded to the CTS.
Low Reliability indicates inaccuracies that make the results invalid. Do not use these results.
Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks.
High Reliability indicates that the candidate understood the questions and responded to them in a way that has
been shown to be predictive.
Response Distortion Index: Moderate
This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate
strengths and downplay weaknesses in order to leave a more favorable impression.
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and
an open and vulnerable personality that easily recognizes personal faults and easily accepts blame.
Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay
weaknesses.
High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though
this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and
seek change in their behaviors.
52

53. CTS Sales Profile Report
State Farm Selling Team Member
Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any
given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in
the "CTS Sales Profile Score."
High
Resiliency to
Rejection
Date: March 7, 2013
Name: kelly hagar
Position: State Farm Selling Team Member
kelly hagar 's CTS Sales Profile Score: High (85)
Coaching Hours Per Month Recommended: Less than 2 coaching hours per month.
The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help
this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended
that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to
this candidate's CTS sales manager's coaching report.
Primary Trait
0
10
20
30
40
50
60
70
80
90
100
Deadline Motivation (91 %)
Independent Spirit (95 %)
Analytical (5 %)
Compassion (49 %)
Assertiveness (70 %)
Top
Agent
Self-Promotion (77 %)
Recognition Drive (49 %)
Belief in Others (69 %)
Optimism (95 %)
Reliability Index: High
This candidate's Reliability Index rating relates to the way the candidate responded to the CTS.
Low Reliability indicates inaccuracies that make the results invalid. Do not use these results.
Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks.
High Reliability indicates that the candidate understood the questions and responded to them in a way that has
been shown to be predictive.
Response Distortion Index: Moderate
This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate
strengths and downplay weaknesses in order to leave a more favorable impression.
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and
an open and vulnerable personality that easily recognizes personal faults and easily accepts blame.
Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay
weaknesses.
High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though
this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and
seek change in their behaviors.
53
© 2013, CraftMetrics International.
Page 9

54. Sales Coaching Report
Page 10
For: kelly hagar
The CTS Coaching Report provides sales managers with customized coaching strategies for a salesperson. These coaching strategies
help the salesperson compensate for personality traits which conflict with performing necessary sales tasks or with doing the tasks
in a timely manner.
The nine Primary Traits shown below, used with validated research, predict sales performance They also help sales managers coach
and create motivating environments when customizing their leadership and coaching approach to a rep's preferred learning style.
The nine Primary Traits blend together to form someone's personality and a sales coach realizes that one trait influences other
traits. This Coaching Report describes the blended effect. Also, for some traits, low scores may be more desirable and necessary for
specific sales tasks. Therefore, it is important to use validated research for hiring, not the trait scores found below. Only use this
report for coaching and training. The ten Secondary Traits help you to understand the interactions of the Primary Traits. For
example, Handles Rejection is an interaction between Assertiveness, Compassion, and Self-Promotion. (Because these Secondary
Traits are the result of averaging three or more traits, they tend to be less reliable than the Primary Traits when predicting
behavior. However, they do provide valuable coaching information for a sales manager. Refer to the Coaching Recommendations for
additional insight relating to the interaction between the Primary Traits.)
Top
Agent
Primary Traits
Low
Moderate
High
(0 - 40%)
(41 - 60%)
(61 - 100%)
Deadline Motivation (91 %)
Independent Spirit (95 %)
Analytical (5 %)
Compassion (49 %)
Assertiveness (70 %)
Self-Promotion (77 %)
Recognition Drive (49 %)
Belief in Others (69 %)
Optimism (95 %)
Two Most
Important
Combination
Traits
Secondary Traits
Handles Rejection (66 %)
Maintains High-Activity (83 %)
Finds Prospects (59 %)
Sets Appointments (66 %)
Discover Needs (49 %)
Delivers Strong Presentations (61 %)
Overcomes Objections (64 %)
Closes the Sale (76 %)
Serves Customers (44 %)
Asks for Referrals (64 %)
© 2013, CraftMetrics International.
54
Low
Moderate
High
(0 - 40%)
(41 - 60%)
(61 - 100%)

55. CTS Sales Profile Report
State Farm Selling Team Member
Maintains
High Sales
Activities
Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any
given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in
the "CTS Sales Profile Score."
Date: March 7, 2013
Name: kelly hagar
Position: State Farm Selling Team Member
kelly hagar 's CTS Sales Profile Score: High (85)
Coaching Hours Per Month Recommended: Less than 2 coaching hours per month.
Pace/Intensity
Time Management
The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help
this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended
that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to
this candidate's CTS sales manager's coaching report.
Primary Trait
0
10
20
30
40
50
60
70
80
90
100
Deadline Motivation (91 %)
Independent Spirit (95 %)
Analytical (5 %)
Compassion (49 %)
Assertiveness (70 %)
Top
Agent
Self-Promotion (77 %)
Recognition Drive (49 %)
Belief in Others (69 %)
Optimism (95 %)
Reliability Index: High
This candidate's Reliability Index rating relates to the way the candidate responded to the CTS.
Low Reliability indicates inaccuracies that make the results invalid. Do not use these results.
Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks.
High Reliability indicates that the candidate understood the questions and responded to them in a way that has
been shown to be predictive.
Response Distortion Index: Moderate
This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate
strengths and downplay weaknesses in order to leave a more favorable impression.
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and
an open and vulnerable personality that easily recognizes personal faults and easily accepts blame.
Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay
weaknesses.
High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though
this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and
seek change in their behaviors.
55
© 2013, CraftMetrics International.
Page 9

56. Sales Coaching Report
Page 10
For: kelly hagar
Coaching
Report
Online
Top
Agent
The CTS Coaching Report provides sales managers with customized coaching strategies for a salesperson. These coaching strategies
help the salesperson compensate for personality traits which conflict with performing necessary sales tasks or with doing the tasks
in a timely manner.
The nine Primary Traits shown below, used with validated research, predict sales performance They also help sales managers coach
and create motivating environments when customizing their leadership and coaching approach to a rep's preferred learning style.
The nine Primary Traits blend together to form someone's personality and a sales coach realizes that one trait influences other
traits. This Coaching Report describes the blended effect. Also, for some traits, low scores may be more desirable and necessary for
specific sales tasks. Therefore, it is important to use validated research for hiring, not the trait scores found below. Only use this
report for coaching and training. The ten Secondary Traits help you to understand the interactions of the Primary Traits. For
example, Handles Rejection is an interaction between Assertiveness, Compassion, and Self-Promotion. (Because these Secondary
Traits are the result of averaging three or more traits, they tend to be less reliable than the Primary Traits when predicting
behavior. However, they do provide valuable coaching information for a sales manager. Refer to the Coaching Recommendations for
additional insight relating to the interaction between the Primary Traits.)
Primary Traits
Low
Moderate
High
(0 - 40%)
(41 - 60%)
(61 - 100%)
Deadline Motivation (91 %)
Independent Spirit (95 %)
Analytical (5 %)
Compassion (49 %)
Assertiveness (70 %)
Self-Promotion (77 %)
Recognition Drive (49 %)
Belief in Others (69 %)
Optimism (95 %)
Two Most
Important
Combination
Traits
Secondary Traits
Handles Rejection (66 %)
Maintains High-Activity (83 %)
Finds Prospects (59 %)
Sets Appointments (66 %)
Discover Needs (49 %)
Delivers Strong Presentations (61 %)
Overcomes Objections (64 %)
Closes the Sale (76 %)
Serves Customers (44 %)
Asks for Referrals (64 %)
© 2013, CraftMetrics International.
56
Low
Moderate
High
(0 - 40%)
(41 - 60%)
(61 - 100%)

57. Page 11
CTS Sales Profile Report
State Farm Selling Team Member
Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any
given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in
the "CTS Sales Profile Score."
Date: March 1, 2013
Name: Drew Griggs
Position: State Farm Selling Team Member
Drew Griggs 's CTS Sales Profile Score: Moderate-High (77)
Coaching Hours Per Month Recommended: Approximately 2-4 coaching hours per month.
Highly Rated Selling
Team Member Agent Aspirant
The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help
this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended
that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to
this candidate's CTS sales manager's coaching report.
Primary Trait
0
10
20
30
40
50
60
70
80
90
100
Deadline Motivation (91 %)
Independent Spirit (87 %)
Analytical (5 %)
Compassion (49 %)
Assertiveness (86 %)
Self-Promotion (5 %)
Recognition Drive (95 %)
Belief in Others (54 %)
Optimism (73 %)
Reliability Index: High
This candidate's Reliability Index rating relates to the way the candidate responded to the CTS.
Low Reliability indicates inaccuracies that make the results invalid. Do not use these results.
Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks.
High Reliability indicates that the candidate understood the questions and responded to them in a way that has
been shown to be predictive.
Response Distortion Index: Low
This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate
strengths and downplay weaknesses in order to leave a more favorable impression.
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and
an open and vulnerable personality that easily recognizes personal faults and easily accepts blame.
Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay
weaknesses.
High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though
this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and
seek change in their behaviors.
© 2013, CraftMetrics International.
57

58. Sales Coaching Report
For: Drew Griggs
Highly Rated Selling
Team Member Agent Aspirant
The CTS Coaching Report provides sales managers with customized coaching strategies for a salesperson. These coaching strategies
help the salesperson compensate for personality traits which conflict with performing necessary sales tasks or with doing the tasks
in a timely manner.
The nine Primary Traits shown below, used with validated research, predict sales performance They also help sales managers coach
and create motivating environments when customizing their leadership and coaching approach to a rep's preferred learning style.
The nine Primary Traits blend together to form someone's personality and a sales coach realizes that one trait influences other
traits. This Coaching Report describes the blended effect. Also, for some traits, low scores may be more desirable and necessary for
specific sales tasks. Therefore, it is important to use validated research for hiring, not the trait scores found below. Only use this
report for coaching and training. The ten Secondary Traits help you to understand the interactions of the Primary Traits. For
example, Handles Rejection is an interaction between Assertiveness, Compassion, and Self-Promotion. (Because these Secondary
Traits are the result of averaging three or more traits, they tend to be less reliable than the Primary Traits when predicting
behavior. However, they do provide valuable coaching information for a sales manager. Refer to the Coaching Recommendations for
additional insight relating to the interaction between the Primary Traits.)
Primary Traits
Low
Moderate
High
(0 - 40%)
(41 - 60%)
(61 - 100%)
Deadline Motivation (91 %)
Independent Spirit (87 %)
Analytical (5 %)
Compassion (49 %)
Assertiveness (86 %)
Self-Promotion (5 %)
Recognition Drive (95 %)
Belief in Others (54 %)
Optimism (73 %)
Two Most
Important
Combination
Traits
Secondary Traits
Low
Handles Rejection (47 %)
Maintains High-Activity (81 %)
Finds Prospects (82 %)
Sets Appointments (68 %)
Discover Needs (49 %)
Delivers Strong Presentations (83 %)
Overcomes Objections (68 %)
Closes the Sale (78 %)
Serves Customers (40 %)
Asks for Referrals (68 %)
© 2013, CraftMetrics International.
58
Moderate
High
(0 - 40%)
(41 - 60%)
(61 - 100%)
Page 12

59. CTS Sales Profile Report
State Farm Selling Team Member
Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any
given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in
the "CTS Sales Profile Score."
Date: April 2, 2013
Name: Tabatha Whaley
Position: State Farm Selling Team Member
Tabatha Whaley 's CTS Sales Profile Score: Moderate-High (74)
Coaching Hours Per Month Recommended: Approximately 2-4 coaching hours per month.
The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help
this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended
that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to
this candidate's CTS sales manager's coaching report.
Primary Trait
0
10
20
30
40
50
60
70
80
90
100
Deadline Motivation (91 %)
Agent
Aspirant
Now an
Agent
Independent Spirit (87 %)
Analytical (17 %)
Compassion (34 %)
Assertiveness (28 %)
Self-Promotion (22 %)
Recognition Drive (95 %)
Belief in Others (84 %)
Optimism (95 %)
Reliability Index: High
This candidate's Reliability Index rating relates to the way the candidate responded to the CTS.
Low Reliability indicates inaccuracies that make the results invalid. Do not use these results.
Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks.
High Reliability indicates that the candidate understood the questions and responded to them in a way that has
been shown to be predictive.
Response Distortion Index: Moderate
This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate
strengths and downplay weaknesses in order to leave a more favorable impression.
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and
an open and vulnerable personality that easily recognizes personal faults and easily accepts blame.
Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay
weaknesses.
High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though
this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and
seek change in their behaviors.
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60. Sales Coaching Report
For: Tabatha Whaley
c
The CTS Coaching Report provides sales managers with customized coaching strategies for a salesperson. These coaching strategies
help the salesperson compensate for personality traits which conflict with performing necessary sales tasks or with doing the tasks
in a timely manner.
The nine Primary Traits shown below, used with validated research, predict sales performance They also help sales managers coach
and create motivating environments when customizing their leadership and coaching approach to a rep's preferred learning style.
The nine Primary Traits blend together to form someone's personality and a sales coach realizes that one trait influences other
traits. This Coaching Report describes the blended effect. Also, for some traits, low scores may be more desirable and necessary for
specific sales tasks. Therefore, it is important to use validated research for hiring, not the trait scores found below. Only use this
report for coaching and training. The ten Secondary Traits help you to understand the interactions of the Primary Traits. For
example, Handles Rejection is an interaction between Assertiveness, Compassion, and Self-Promotion. (Because these Secondary
Traits are the result of averaging three or more traits, they tend to be less reliable than the Primary Traits when predicting
behavior. However, they do provide valuable coaching information for a sales manager. Refer to the Coaching Recommendations for
additional insight relating to the interaction between the Primary Traits.)
Agent
Aspirant
Now an
Agent
Primary Traits
Low
Moderate
High
(0 - 40%)
(41 - 60%)
(61 - 100%)
Low
Moderate
High
(0 - 40%)
(41 - 60%)
(61 - 100%)
Deadline Motivation (91 %)
Independent Spirit (87 %)
Analytical (17 %)
Compassion (34 %)
Assertiveness (28 %)
Self-Promotion (22 %)
Recognition Drive (95 %)
Belief in Others (84 %)
Optimism (95 %)
Secondary Traits
Handles Rejection (38 %)
Maintains High-Activity (81 %)
Finds Prospects (75 %)
Sets Appointments (43 %)
Discover Needs (37 %)
Delivers Strong Presentations (68 %)
Overcomes Objections (43 %)
Closes the Sale (60 %)
Serves Customers (40 %)
Asks for Referrals (43 %)
© 2013, CraftMetrics International.
60

61. CTS Sales Profile Report
State Farm Selling Team Member
Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any
given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in
the "CTS Sales Profile Score."
Date: April 2, 2013
Name: Justin Robinson
Position: State Farm Selling Team Member
Justin Robinson 's CTS Sales Profile Score: Moderate-High (70)
Coaching Hours Per Month Recommended: Approximately 2-4 coaching hours per month.
The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help
this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended
that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to
this candidate's CTS sales manager's coaching report.
Primary Trait
0
10
20
30
40
50
60
70
80
90
100
Deadline Motivation (83 %)
Independent Spirit (95 %)
Highly Rated
Selling Team
Member
Analytical (29 %)
Compassion (5 %)
Assertiveness (86 %)
Self-Promotion (77 %)
Recognition Drive (95 %)
Belief in Others (54 %)
Optimism (95 %)
Reliability Index: High
This candidate's Reliability Index rating relates to the way the candidate responded to the CTS.
Low Reliability indicates inaccuracies that make the results invalid. Do not use these results.
Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks.
High Reliability indicates that the candidate understood the questions and responded to them in a way that has
been shown to be predictive.
Response Distortion Index: Moderate
This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate
strengths and downplay weaknesses in order to leave a more favorable impression.
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and
an open and vulnerable personality that easily recognizes personal faults and easily accepts blame.
Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay
weaknesses.
High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though
this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and
seek change in their behaviors.
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62. Sales Coaching Report
For: Justin Robinson
The CTS Coaching Report provides sales managers with customized coaching strategies for a salesperson. These coaching strategies
help the salesperson compensate for personality traits which conflict with performing necessary sales tasks or with doing the tasks
in a timely manner.
The nine Primary Traits shown below, used with validated research, predict sales performance They also help sales managers coach
and create motivating environments when customizing their leadership and coaching approach to a rep's preferred learning style.
The nine Primary Traits blend together to form someone's personality and a sales coach realizes that one trait influences other
traits. This Coaching Report describes the blended effect. Also, for some traits, low scores may be more desirable and necessary for
specific sales tasks. Therefore, it is important to use validated research for hiring, not the trait scores found below. Only use this
report for coaching and training. The ten Secondary Traits help you to understand the interactions of the Primary Traits. For
example, Handles Rejection is an interaction between Assertiveness, Compassion, and Self-Promotion. (Because these Secondary
Traits are the result of averaging three or more traits, they tend to be less reliable than the Primary Traits when predicting
behavior. However, they do provide valuable coaching information for a sales manager. Refer to the Coaching Recommendations for
additional insight relating to the interaction between the Primary Traits.)
Highly Rated
Selling Team
Member
Primary Traits
Low
Moderate
High
(0 - 40%)
(41 - 60%)
(61 - 100%)
Deadline Motivation (83 %)
Independent Spirit (95 %)
Analytical (29 %)
Compassion (5 %)
Assertiveness (86 %)
Self-Promotion (77 %)
Recognition Drive (95 %)
Belief in Others (54 %)
Optimism (95 %)
Secondary Traits
Handles Rejection (86 %)
Maintains High-Activity (86 %)
Finds Prospects (82 %)
Sets Appointments (86 %)
Discover Needs (33 %)
Delivers Strong Presentations (72 %)
Overcomes Objections (57 %)
Closes the Sale (67 %)
Serves Customers (20 %)
Asks for Referrals (57 %)
© 2013, CraftMetrics International.
62
Low
Moderate
High
(0 - 40%)
(41 - 60%)
(61 - 100%)

63. CTS Sales Profile Report
State Farm Selling Team Member
Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any
given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in
the "CTS Sales Profile Score."
Date: April 2, 2013
Name: Cindy Doyle
Position: State Farm Selling Team Member
Cindy Doyle 's CTS Sales Profile Score: High (85)
Coaching Hours Per Month Recommended: Less than 2 coaching hours per month.
The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help
this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended
that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to
this candidate's CTS sales manager's coaching report.
Primary Trait
0
10
20
30
40
50
60
70
80
90
100
Deadline Motivation (95 %)
Independent Spirit (57 %)
Analytical (17 %)
Top
Agent
Compassion (34 %)
Assertiveness (70 %)
Self-Promotion (43 %)
Recognition Drive (95 %)
Belief in Others (84 %)
Optimism (73 %)
Reliability Index: Moderate
This candidate's Reliability Index rating relates to the way the candidate responded to the CTS.
Low Reliability indicates inaccuracies that make the results invalid. Do not use these results.
Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks.
High Reliability indicates that the candidate understood the questions and responded to them in a way that has
been shown to be predictive.
Response Distortion Index: Moderate
This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate
strengths and downplay weaknesses in order to leave a more favorable impression.
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and
an open and vulnerable personality that easily recognizes personal faults and easily accepts blame.
Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay
weaknesses.
High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though
this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and
seek change in their behaviors.
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64. Sales Coaching Report
For: Cindy Doyle
The CTS Coaching Report provides sales managers with customized coaching strategies for a salesperson. These coaching strategies
help the salesperson compensate for personality traits which conflict with performing necessary sales tasks or with doing the tasks
in a timely manner.
The nine Primary Traits shown below, used with validated research, predict sales performance They also help sales managers coach
and create motivating environments when customizing their leadership and coaching approach to a rep's preferred learning style.
The nine Primary Traits blend together to form someone's personality and a sales coach realizes that one trait influences other
traits. This Coaching Report describes the blended effect. Also, for some traits, low scores may be more desirable and necessary for
specific sales tasks. Therefore, it is important to use validated research for hiring, not the trait scores found below. Only use this
report for coaching and training. The ten Secondary Traits help you to understand the interactions of the Primary Traits. For
example, Handles Rejection is an interaction between Assertiveness, Compassion, and Self-Promotion. (Because these Secondary
Traits are the result of averaging three or more traits, they tend to be less reliable than the Primary Traits when predicting
behavior. However, they do provide valuable coaching information for a sales manager. Refer to the Coaching Recommendations for
additional insight relating to the interaction between the Primary Traits.)
Primary Traits
Top
Agent
Low
Moderate
High
(0 - 40%)
(41 - 60%)
(61 - 100%)
Deadline Motivation (95 %)
Independent Spirit (57 %)
Analytical (17 %)
Compassion (34 %)
Assertiveness (70 %)
Self-Promotion (43 %)
Recognition Drive (95 %)
Belief in Others (84 %)
Optimism (73 %)
Secondary Traits
Handles Rejection (59 %)
Maintains High-Activity (75 %)
Finds Prospects (86 %)
Sets Appointments (69 %)
Discover Needs (45 %)
Delivers Strong Presentations (77 %)
Overcomes Objections (64 %)
Closes the Sale (64 %)
Serves Customers (39 %)
Asks for Referrals (64 %)
© 2013, CraftMetrics International.
64
Low
Moderate
High
(0 - 40%)
(41 - 60%)
(61 - 100%)

65. CTS Sales Profile Report
State Farm Selling Team Member
Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any
given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in
the "CTS Sales Profile Score."
Date: February 22, 2013
Name: James Brown
Position: State Farm Selling Team Member
James Brown 's CTS Sales Profile Score: Moderate-High (70)
Coaching Hours Per Month Recommended: Approximately 2-4 coaching hours per month.
The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help
this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended
that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to
this candidate's CTS sales manager's coaching report.
Primary Trait
0
10
20
30
40
50
60
70
80
90
100
Deadline Motivation (91 %)
Independent Spirit (95 %)
Analytical (5 %)
Top
Agent
Compassion (5 %)
Assertiveness (56 %)
Self-Promotion (87 %)
Recognition Drive (35 %)
Belief in Others (95 %)
Optimism (73 %)
Reliability Index: High
This candidate's Reliability Index rating relates to the way the candidate responded to the CTS.
Low Reliability indicates inaccuracies that make the results invalid. Do not use these results.
Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks.
High Reliability indicates that the candidate understood the questions and responded to them in a way that has
been shown to be predictive.
Response Distortion Index: Moderate
This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate
strengths and downplay weaknesses in order to leave a more favorable impression.
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and
an open and vulnerable personality that easily recognizes personal faults and easily accepts blame.
Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay
weaknesses.
High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though
this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and
seek change in their behaviors.
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66. Sales Coaching Report
For: James Brown
The CTS Coaching Report provides sales managers with customized coaching strategies for a salesperson. These coaching strategies
help the salesperson compensate for personality traits which conflict with performing necessary sales tasks or with doing the tasks
in a timely manner.
The nine Primary Traits shown below, used with validated research, predict sales performance They also help sales managers coach
and create motivating environments when customizing their leadership and coaching approach to a rep's preferred learning style.
The nine Primary Traits blend together to form someone's personality and a sales coach realizes that one trait influences other
traits. This Coaching Report describes the blended effect. Also, for some traits, low scores may be more desirable and necessary for
specific sales tasks. Therefore, it is important to use validated research for hiring, not the trait scores found below. Only use this
report for coaching and training. The ten Secondary Traits help you to understand the interactions of the Primary Traits. For
example, Handles Rejection is an interaction between Assertiveness, Compassion, and Self-Promotion. (Because these Secondary
Traits are the result of averaging three or more traits, they tend to be less reliable than the Primary Traits when predicting
behavior. However, they do provide valuable coaching information for a sales manager. Refer to the Coaching Recommendations for
additional insight relating to the interaction between the Primary Traits.)
Primary Traits
Top
Agent
Low
Moderate
High
(0 - 40%)
(41 - 60%)
(61 - 100%)
Low
Moderate
High
(0 - 40%)
(41 - 60%)
(61 - 100%)
Deadline Motivation (91 %)
Independent Spirit (95 %)
Analytical (5 %)
Compassion (5 %)
Assertiveness (56 %)
Self-Promotion (87 %)
Recognition Drive (35 %)
Belief in Others (95 %)
Optimism (73 %)
Secondary Traits
Handles Rejection (79 %)
Maintains High-Activity (94 %)
Finds Prospects (55 %)
Sets Appointments (58 %)
Discover Needs (34 %)
Delivers Strong Presentations (44 %)
Overcomes Objections (53 %)
Closes the Sale (61 %)
Serves Customers (28 %)
Asks for Referrals (53 %)
© 2013, CraftMetrics International.
66

67. CTS Sales Profile Report
State Farm Selling Team Member
Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any
given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in
the "CTS Sales Profile Score."
Date: March 5, 2013
Name: Jon Laskin
Position: State Farm Selling Team Member
Jon Laskin 's CTS Sales Profile Score: Moderate-High (77)
Coaching Hours Per Month Recommended: Approximately 2-4 coaching hours per month.
The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help
this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended
that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to
this candidate's CTS sales manager's coaching report.
Primary Trait
0
10
20
30
40
50
60
70
80
90
100
Deadline Motivation (91 %)
Independent Spirit (95 %)
Analytical (17 %)
Top
Agent
Compassion (49 %)
Assertiveness (86 %)
Self-Promotion (62 %)
Recognition Drive (19 %)
Belief in Others (84 %)
Optimism (73 %)
Reliability Index: Moderate
This candidate's Reliability Index rating relates to the way the candidate responded to the CTS.
Low Reliability indicates inaccuracies that make the results invalid. Do not use these results.
Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks.
High Reliability indicates that the candidate understood the questions and responded to them in a way that has
been shown to be predictive.
Response Distortion Index: Low
This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate
strengths and downplay weaknesses in order to leave a more favorable impression.
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and
an open and vulnerable personality that easily recognizes personal faults and easily accepts blame.
Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay
weaknesses.
High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though
this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and
seek change in their behaviors.
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68. Sales Coaching Report
For: Jon Laskin
The CTS Coaching Report provides sales managers with customized coaching strategies for a salesperson. These coaching strategies
help the salesperson compensate for personality traits which conflict with performing necessary sales tasks or with doing the tasks
in a timely manner.
The nine Primary Traits shown below, used with validated research, predict sales performance They also help sales managers coach
and create motivating environments when customizing their leadership and coaching approach to a rep's preferred learning style.
The nine Primary Traits blend together to form someone's personality and a sales coach realizes that one trait influences other
traits. This Coaching Report describes the blended effect. Also, for some traits, low scores may be more desirable and necessary for
specific sales tasks. Therefore, it is important to use validated research for hiring, not the trait scores found below. Only use this
report for coaching and training. The ten Secondary Traits help you to understand the interactions of the Primary Traits. For
example, Handles Rejection is an interaction between Assertiveness, Compassion, and Self-Promotion. (Because these Secondary
Traits are the result of averaging three or more traits, they tend to be less reliable than the Primary Traits when predicting
behavior. However, they do provide valuable coaching information for a sales manager. Refer to the Coaching Recommendations for
additional insight relating to the interaction between the Primary Traits.)
Primary Traits
Top
Agent
Low
Moderate
High
(0 - 40%)
(41 - 60%)
(61 - 100%)
Deadline Motivation (91 %)
Independent Spirit (95 %)
Analytical (17 %)
Compassion (49 %)
Assertiveness (86 %)
Self-Promotion (62 %)
Recognition Drive (19 %)
Belief in Others (84 %)
Optimism (73 %)
Secondary Traits
Low
Handles Rejection (66 %)
Maintains High-Activity (80 %)
Finds Prospects (52 %)
Sets Appointments (63 %)
Discover Needs (55 %)
Delivers Strong Presentations (52 %)
Overcomes Objections (76 %)
Closes the Sale (80 %)
Serves Customers (47 %)
Asks for Referrals (76 %)
© 2013, CraftMetrics International.
68
Moderate
High
(0 - 40%)
(41 - 60%)
(61 - 100%)

69. CTS Sales Profile Report
State Farm Selling Team Member
Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any
given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in
the "CTS Sales Profile Score."
Date: March 1, 2013
Name: Brock Kothe
Position: State Farm Selling Team Member
Brock Kothe 's CTS Sales Profile Score: Moderate (48)
Coaching Hours Per Month Recommended: Approximately 4-6 coaching hours per month.
The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help
this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended
that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to
this candidate's CTS sales manager's coaching report.
Primary Trait
0
10
20
30
40
50
60
70
80
90
100
Deadline Motivation (11 %)
Independent Spirit (21 %)
Analytical (66 %)
Low Rated
Selling Team
Member
Compassion (95 %)
Assertiveness (56 %)
Self-Promotion (94 %)
Recognition Drive (76 %)
Belief in Others (69 %)
Optimism (73 %)
Reliability Index: High
This candidate's Reliability Index rating relates to the way the candidate responded to the CTS.
Low Reliability indicates inaccuracies that make the results invalid. Do not use these results.
Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks.
High Reliability indicates that the candidate understood the questions and responded to them in a way that has
been shown to be predictive.
Response Distortion Index: High
This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate
strengths and downplay weaknesses in order to leave a more favorable impression.
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and
an open and vulnerable personality that easily recognizes personal faults and easily accepts blame.
Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay
weaknesses.
High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though
this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and
seek change in their behaviors.
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70. Sales Coaching Report
For: Brock Kothe
The CTS Coaching Report provides sales managers with customized coaching strategies for a salesperson. These coaching strategies
help the salesperson compensate for personality traits which conflict with performing necessary sales tasks or with doing the tasks
in a timely manner.
The nine Primary Traits shown below, used with validated research, predict sales performance They also help sales managers coach
and create motivating environments when customizing their leadership and coaching approach to a rep's preferred learning style.
The nine Primary Traits blend together to form someone's personality and a sales coach realizes that one trait influences other
traits. This Coaching Report describes the blended effect. Also, for some traits, low scores may be more desirable and necessary for
specific sales tasks. Therefore, it is important to use validated research for hiring, not the trait scores found below. Only use this
report for coaching and training. The ten Secondary Traits help you to understand the interactions of the Primary Traits. For
example, Handles Rejection is an interaction between Assertiveness, Compassion, and Self-Promotion. (Because these Secondary
Traits are the result of averaging three or more traits, they tend to be less reliable than the Primary Traits when predicting
behavior. However, they do provide valuable coaching information for a sales manager. Refer to the Coaching Recommendations for
additional insight relating to the interaction between the Primary Traits.)
Low Rated
Selling Team
Member
Primary Traits
Low
Moderate
High
(0 - 40%)
(41 - 60%)
(61 - 100%)
Deadline Motivation (11 %)
Independent Spirit (21 %)
Analytical (66 %)
Compassion (95 %)
Assertiveness (56 %)
Self-Promotion (94 %)
Recognition Drive (76 %)
Belief in Others (69 %)
Optimism (73 %)
Secondary Traits
Handles Rejection (51 %)
Maintains High-Activity (17 %)
Finds Prospects (69 %)
Sets Appointments (70 %)
Discover Needs (80 %)
Delivers Strong Presentations (62 %)
Overcomes Objections (69 %)
Closes the Sale (45 %)
Serves Customers (87 %)
Asks for Referrals (69 %)
© 2013, CraftMetrics International.
70
Low
Moderate
High
(0 - 40%)
(41 - 60%)
(61 - 100%)

71. CTS Sales Profile Report
State Farm Selling Team Member
Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any
given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in
the "CTS Sales Profile Score."
Date: March 5, 2013
Name: yenny mianda
Position: State Farm Selling Team Member
yenny mianda 's CTS Sales Profile Score: Moderate (55)
Coaching Hours Per Month Recommended: Approximately 4-6 coaching hours per month.
The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help
this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended
that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to
this candidate's CTS sales manager's coaching report.
Primary Trait
0
10
20
30
40
50
60
70
80
90
100
Deadline Motivation (40 %)
Independent Spirit (8 %)
Analytical (17 %)
Low Rated
Selling Team
Member
Compassion (86 %)
Assertiveness (56 %)
Self-Promotion (77 %)
Recognition Drive (76 %)
Belief in Others (69 %)
Optimism (44 %)
Reliability Index: High
This candidate's Reliability Index rating relates to the way the candidate responded to the CTS.
Low Reliability indicates inaccuracies that make the results invalid. Do not use these results.
Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks.
High Reliability indicates that the candidate understood the questions and responded to them in a way that has
been shown to be predictive.
Response Distortion Index: Moderate
This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate
strengths and downplay weaknesses in order to leave a more favorable impression.
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and
an open and vulnerable personality that easily recognizes personal faults and easily accepts blame.
Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay
weaknesses.
High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though
this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and
seek change in their behaviors.
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72. Sales Coaching Report
For: yenny mianda
The CTS Coaching Report provides sales managers with customized coaching strategies for a salesperson. These coaching strategies
help the salesperson compensate for personality traits which conflict with performing necessary sales tasks or with doing the tasks
in a timely manner.
The nine Primary Traits shown below, used with validated research, predict sales performance They also help sales managers coach
and create motivating environments when customizing their leadership and coaching approach to a rep's preferred learning style.
The nine Primary Traits blend together to form someone's personality and a sales coach realizes that one trait influences other
traits. This Coaching Report describes the blended effect. Also, for some traits, low scores may be more desirable and necessary for
specific sales tasks. Therefore, it is important to use validated research for hiring, not the trait scores found below. Only use this
report for coaching and training. The ten Secondary Traits help you to understand the interactions of the Primary Traits. For
example, Handles Rejection is an interaction between Assertiveness, Compassion, and Self-Promotion. (Because these Secondary
Traits are the result of averaging three or more traits, they tend to be less reliable than the Primary Traits when predicting
behavior. However, they do provide valuable coaching information for a sales manager. Refer to the Coaching Recommendations for
additional insight relating to the interaction between the Primary Traits.)
Low Rated
Selling Team
Member
Primary Traits
Low
Moderate
High
(0 - 40%)
(41 - 60%)
(61 - 100%)
Low
Moderate
High
(0 - 40%)
(41 - 60%)
(61 - 100%)
Deadline Motivation (40 %)
Independent Spirit (8 %)
Analytical (17 %)
Compassion (86 %)
Assertiveness (56 %)
Self-Promotion (77 %)
Recognition Drive (76 %)
Belief in Others (69 %)
Optimism (44 %)
Secondary Traits
Handles Rejection (49 %)
Maintains High-Activity (36 %)
Finds Prospects (69 %)
Sets Appointments (66 %)
Discover Needs (71 %)
Delivers Strong Presentations (66 %)
Overcomes Objections (66 %)
Closes the Sale (47 %)
Serves Customers (75 %)
Asks for Referrals (66 %)
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73. Page 13
CTS Sales Profile Report
State Farm Service Team Member
Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any
given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in
the "CTS Sales Profile Score." Please note that the final CTS Sales Profile Score is also influenced by Power Ratings, which measure the
relative importance of each trait compared to other traits.
Date: April 4, 2013
Name: Brock Toomey
Position: State Farm Service Team Member
Brock Toomey 's CTS Sales Profile Score: Moderate (50)
Coaching Hours Per Month Recommended: Approximately 4-6 coaching hours per month.
The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help
this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended
that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to
this candidate's CTS sales manager's coaching report.
Primary Trait
0
10
20
30
40
50
60
70
80
90
100
Deadline Motivation (27 %)
Independent Spirit (21 %)
Highly Rated
Service Team
Member
Analytical (95 %)
Compassion (86 %)
Assertiveness (86 %)
Self-Promotion (95 %)
Recognition Drive (5 %)
Belief in Others (84 %)
Reliability Index: High
This candidate's Reliability Index rating relates to the way the candidate responded to the CTS.
Low Reliability indicates inaccuracies that make the results invalid. Do not use these results.
Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks.
High Reliability indicates that the candidate understood the questions and responded to them in a way that has
been shown to be predictive.
Response Distortion Index: Moderate
This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate
strengths and downplay weaknesses in order to leave a more favorable impression.
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and
an open and vulnerable personality that easily recognizes personal faults and easily accepts blame.
Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay
weaknesses.
High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though
this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and
seek change in their behaviors.
© 2013, CraftMetrics International.
73

74. CTS Sales Profile Report
State Farm Service Team Member
Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any
given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in
the "CTS Sales Profile Score." Please note that the final CTS Sales Profile Score is also influenced by Power Ratings, which measure the
relative importance of each trait compared to other traits.
Date: March 5, 2013
Name: Mellissa Cook
Position: State Farm Service Team Member
Mellissa Cook 's CTS Sales Profile Score: Moderate-High (74)
Coaching Hours Per Month Recommended: Approximately 2-4 coaching hours per month.
The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help
this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended
that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to
this candidate's CTS sales manager's coaching report.
Primary Trait
0
10
20
30
40
50
60
70
80
90
100
Deadline Motivation (56 %)
Highly Rated
Service Team
Member
Independent Spirit (8 %)
Analytical (92 %)
Compassion (86 %)
Assertiveness (42 %)
Self-Promotion (43 %)
Recognition Drive (35 %)
Belief in Others (69 %)
Reliability Index: High
This candidate's Reliability Index rating relates to the way the candidate responded to the CTS.
Low Reliability indicates inaccuracies that make the results invalid. Do not use these results.
Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks.
High Reliability indicates that the candidate understood the questions and responded to them in a way that has
been shown to be predictive.
Response Distortion Index: Moderate
This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate
strengths and downplay weaknesses in order to leave a more favorable impression.
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and
an open and vulnerable personality that easily recognizes personal faults and easily accepts blame.
Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay
weaknesses.
High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though
this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and
seek change in their behaviors.
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75. CTS Sales Profile Report
State Farm Service Team Member
Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any
given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in
the "CTS Sales Profile Score." Please note that the final CTS Sales Profile Score is also influenced by Power Ratings, which measure the
relative importance of each trait compared to other traits.
Date: March 15, 2013
Name: Lisa Lowery
Position: State Farm Service Team Member
Lisa Lowery 's CTS Sales Profile Score: Moderate-High (72)
Coaching Hours Per Month Recommended: Approximately 2-4 coaching hours per month.
The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help
this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended
that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to
this candidate's CTS sales manager's coaching report.
Primary Trait
0
10
20
30
40
50
60
70
80
90
100
Deadline Motivation (56 %)
Highly Rated
Service Team
Member
Independent Spirit (21 %)
Analytical (55 %)
Compassion (67 %)
Assertiveness (70 %)
Self-Promotion (43 %)
Recognition Drive (5 %)
Belief in Others (84 %)
Reliability Index: Moderate
This candidate's Reliability Index rating relates to the way the candidate responded to the CTS.
Low Reliability indicates inaccuracies that make the results invalid. Do not use these results.
Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks.
High Reliability indicates that the candidate understood the questions and responded to them in a way that has
been shown to be predictive.
Response Distortion Index: Low
This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate
strengths and downplay weaknesses in order to leave a more favorable impression.
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and
an open and vulnerable personality that easily recognizes personal faults and easily accepts blame.
Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay
weaknesses.
High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though
this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and
seek change in their behaviors.
© 2013, CraftMetrics International.
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76. Page 14
CTS Sales Profile Report
State Farm Service Team Member
Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in any
given position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured in
the "CTS Sales Profile Score." Please note that the final CTS Sales Profile Score is also influenced by Power Ratings, which measure the
relative importance of each trait compared to other traits.
Date: April 16, 2013
Name: Allison Venter
Position: State Farm Service Team Member
Allison Venter 's CTS Sales Profile Score: Moderate (52)
Coaching Hours Per Month Recommended: Approximately 4-6 coaching hours per month.
The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to help
this candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommended
that managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer to
this candidate's CTS sales manager's coaching report.
Primary Trait
0
10
20
30
40
50
60
70
80
90
100
Deadline Motivation (11 %)
Independent Spirit (57 %)
Low Rated
Service Team
Member
Analytical (43 %)
Compassion (6 %)
Assertiveness (5 %)
Self-Promotion (43 %)
Recognition Drive (49 %)
Belief in Others (30 %)
Reliability Index: High
This candidate's Reliability Index rating relates to the way the candidate responded to the CTS.
Low Reliability indicates inaccuracies that make the results invalid. Do not use these results.
Moderate Reliability suggests these results be cross-validated with the personal interview and reference checks.
High Reliability indicates that the candidate understood the questions and responded to them in a way that has
been shown to be predictive.
Response Distortion Index: Low
This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggerate
strengths and downplay weaknesses in order to leave a more favorable impression.
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and
an open and vulnerable personality that easily recognizes personal faults and easily accepts blame.
Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay
weaknesses.
High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Though
this can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism and
seek change in their behaviors.
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77. Page 15
Caution - Time Management Issues
Spends too much time analyzing
0
50
Deadline Motivation
Analytical
Spends too much time nurturing/overly compassionate
Deadline Motivation
Compassion
Caution - Intimidating/cold
Assertiveness
Compassion
77
100

78. Caution
Page 16
Likable, but methodical / slow mover
0
50
Recognition Drive
Deadline Motivation
Compassion
Struggles with Rejection
Assertiveness
Self-Promotion
Compassion
Struggles with Pivoting
Deadline Motivation
Independent Spirit
Assertiveness
Self Promotion
Compassion
78
100

79. •Tour of the CTS site
79

80. Hour 5
Interviewing Skills
Workshop
Attract the Best,
Repel the Rest.
p. 20-21
80

81. Developing your Interviewing Skills
Dr. Antonio Damasio Emotion is critical to the
decision process.
p. 20-21
81

82. Developing your Interviewing Skills
Too much emotion clouds
logic.
82

83. Developing your Interviewing Skills
Critical balance
between
logic and emotion
83

84. Developing your Interviewing Skills
The solution - interviewing
skills using prepared
questions that measure
specific traits and skills.
84

85. Developing your Interviewing Skills
What causes us to
like other people?
Talking about ourselves causes us to like others
•
•
•
•
Listen 80%, talk 20%.
Keep you emotions in neutral - you’ll get the real candidate.
Don’t tell personal stories.
Don’t agree with the candidate.
85

86. Developing your Interviewing Skills
What causes us to
like other people?
Talking about ourselves causes us to like others
•
Step out of the “socializing” zone and into the “interviewing”
zone.
•
Take off your “Sales” hat and put on your “Selection” hat.
86

87. The best shine, the worst sweat. Don’t Rescue
87

88. Developing your Interviewing Skills
A thorough interview process attracts strong
candidates and repels weak candidates.
•
•
•
Follow the system as written.
•
•
Ask the questions in order.
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.
If candidate rambles, interrupt and ask, “What was my
question.”
88

89. 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.”
89

90. More interview tips
•
Do not paint an unrealistic picture of the job and the
challenges.
90

91. More interview tips
•
During the final interview, spend the most time on the areas
of concern.
•
Remember - selling is more stressful than the interview. If
candidates can’t handle the interview, they will not perform
well under the stress of a sales job.
91

92. Interview Workshop
Turn to page 22 in workbook. Break up into pairs.
Focus on asking and listening.
8 minutes each person.
92

93. Interview Workshop
3-4 stand and tell us 1 thing you learned during this
exercise.
93

94. Thank
You
94