The Science of Hiring Overachievers!

The Science of Hiring Overachievers!

www.crossroads.sandler.com1

The Science of Hiring Overachievers The Devine Inventory™

Managing the Employee Life Cycle

Hiring• Increase the

quality of new hires by selecting candidates who perform better, stay longer and fit your company culture

Onboarding• Structure your

training programs based on the development needs of your new hires

Development• Improve the

productivity and efficiency of your current employees by identifying performance strengths and needs

Advancement• Recognize

employees with the potential for career advancement through employee assessments

Separation• Facilitate

employee departure through the online exit interview system



Devine Selection & Development Tools

Hourly Selection

• Overall hiring recommendation

• Interview guide

• Indexes for:

Work ethic & dependability

Customer service

Employee turnover

Counter-productive behaviors

Salaried Selection

• Overall hiring recommendation

• Competency scores

• Competency based interview questions

• Customize with more than 160 competency options

Hiring

• Overall job fit score


• Ranked competencies

• Success profile map

• Behavior scores

Hiring Sales

• For salespeople only


• Sales quadrant alignment

• Competencies measured against desired ranges

• Strength & weakness statements


Selection & Development ToolsContinued

Interview Right

• Interviewing trainingprogram:

Interactive

Self paced

Video modeling

Review and testing

Basic Reading and Math

• Non-exempt hiring tool

• Provides objective Measurable data

• Test skill level

• Generally used in conjunction with other Devine selection assessment tools

Critical Thinking Inventory

• Overall score for critical reasoning

• Provides verbal and quantitative scores

• Measures ability to:

Examine data

Analyze a situation

Reach well-reasoned conclusions



360

• Evaluation by manager, peers and direct reports

• Compares individual’s self-rated scores to raters input

• Reveals development areas

Develop

• Written for the individual

• Behavior and or competency based

• Identifies development opportunities

• Provides development suggestions

Feedback & Coach

• Written for the manager/coach

• Behavior and or competency based

• Identifies development opportunities

• Provides development suggestions

Devine Development Tools: Individuals

DevineDevelopment Tools: Groups

Team Analysis

• Sales and leadership

• Detailed narrative

• Training needs analysis

Team Scorecard

• Any profile

• Aggregate results

• Competency and or behaviors detail

• Compares team average with superior performance

Engagement Survey

• Employee opinion survey

• Measures level of commitment and satisfaction

• Identifies key drivers of satisfaction

Culture

• Anonymous, aggregate results

• Insight to team’s fit into org. culture

• Identifies strengths & opportunities to increase performance



Behaviors: The Building Blocksof The Devine Inventory™

Affiliation

Assertiveness

Authority Relationships

Closure

Communications

Competitive Style

Concentration

Conflict Management

Creativeness

Decisiveness

Detail Orientation

EgoEmotional ComposureEmpathyGoal OrientationInfluenceInitiativeInstructivenessIntensityLearningListeningMobility

Negotiating

Planning

Presentation Style

Response to Change

Schedule Orientation

Self Responsibility

Sociability

Structure

Task Completion

Time Competency

Vitality

The Devine Inventory™ Measures 33 Behaviors

• Behaviors are ranked in order of importance for success based on the specified role

• Ranked behaviors are displayed in three groups:

Top 11 - most important

Middle 11 - next most important

Bottom 11 - less important

Devine InventorySuccess Profile

Success Profile – a behavioral blueprint for the role being reported on



Success Profile: A Closer Look

Dashes are the desired range for the role being reported on.

Dots represent the participants score.

When a participant’s score is in the desired range the check mark indicates a match.

If not a match:How critical is the behavior? How far outside the range is the score?

Success Profile: Nines & Splits

No match (check box) is given for an overly developed trait

Split Scores – occur when there is a significant difference between the participant’s actual score and their self-rated score

Participant’s Score Participant’s Self Score



Competencies At a Glance

**Competency percentages are derived by comparing the participant’s scores against thousands in the Devine Group data base

Competency Breakouts

Mid-range score is optimal

Lower score is optimal

Can be based on a single behavior



Behavior Summary

Split Score

When the number of behaviors in the strengths column is lower than desired, look at behaviors with a score of 5

Growth & DevelopmentReview

• Narratives of well developed strengths

• Development opportunities for low scores (0, 1, 2) and over developed traits (9)



• Focus on competencies that are most relevant to the job

• When the Competency % is lower than desired, examine the behaviors comprising the competency to identify which behaviors are dragging the competency score down

Evaluating the DataCompetencies

Development Areas

•Identify ways to address development areas

Develop through training or coaching

Delegate to someone with appropriate skill set

Implement a process or system to enable the person to perform the task

Drive through it even if it does not come naturally



Development Plan

• Summarize critical strengths

• Prioritize development needs

• Lay out plan that may include:

Coaching

Training

Delegating

Devine InventoryHiring Report Components

In addition to the competency scores, behavior scores and success profile contained in the development reports, the hiring report includes:




Devine InventoryHiring Sales Report Components

Business Development –Commercial Accounts; Priority Service Agreements

Fire Chaser –Exploit

Opportunity – No “Be Back”

Estimator –Agents (Non-

Programs)

Program Sales Estimators –Agents on Programs

Devine InventoryHiring Report Components

• Tailored interview questions designed to probe

opportunity areas



Behaviors: The Building Blocksof The Devine Inventory™

The Devine Inventory™ Measures 33 Behaviors

Competencies: Groups of Behaviors

Creativeness Listening

Emotional Composure Planning

Learning

Competencies are scored on a % basis (1-99)

The Competency Problem Solving consists of 5 behaviors



Competencies: Grouped Together Specific For A Job Or Role

Accountability Problem Solving

Coaching Effectiveness Self Awareness

Delegating Strategic Thinking

Goal Setting Stress Tolerance

Leadership Effectiveness Supervising

Managing Relationships Time Management

Leadership Competencies

Competency

Supervising

Consistently monitors and follows up to ensure employees deliver on obligations

1. Affiliation

2. Closure

3. Detail Orientation

4. Intensity

5. Negotiating

6. Schedule Orientation

7. Structure

8. Task Completion

0 1 2 3 4 5 6 7 8 9



“Supporting The Organization's Goals & Directives”

The Devine Inventory™

Affiliation Applied

Sales:

A more maverick style. Will push back on the prospect if their procedures slow or endanger the sales process.

Sales Managers:

Entrepreneurial style. Policies and procedures are viewed as guidelines not rules to be followed.

Sales:

Will follow company rules and procedures even the prospect’s.

Sales Managers:

Will reinforce company procedures and policies without considering the impact to themselves or their sales team.

Increasing Company ConsiderationIncreasing Self Consideration

“Agreeing Upon & Completing Courses Of Action With Others”


Closure Applied

Sales:

Needs direction to complete objectives.

Will struggle with responsiveness required for short sales cycles.

Sales Managers:

Difficulty following up with team, and monitoring account activity.

Sales:

High closure is an asset in moving a prospect through the sales process.

Rushing through the process creates mistrust and increases the risk of overlooking the prospect’s needs.

Sales Managers:

Fosters interaction with the team through monitoring activity and keeping them focused on their goals.

Increasing Will To Find A WayIncreased Patience



“Attention To Facts & Experiences Making One A Competent & Skilled Expert”


Detail Orientation Applied

Sales:

Avoids dwelling on one issue enabling them to probe into all areas of potential needs.

Sales Managers:

Less desire to track sales activity/behavior missing early warning signs and intervention opportunities.

Sales:

Could be preoccupied with preparing for sales calls.

Over-focused on specific components without clear understanding of big picture.

Sales Managers:

Proficient in analyzing sales team activity and addressing coaching issues.

Details Are The FocusBig Picture Oriented Dislikes Details

“Effectively Controlling Stress”


Intensity Applied

Sales:

Laid back style. Calm, controlled conversation; not easily rattled. Portrays confidence to prospects.

Sales Managers:

Calm demeanor can reduce a salesperson’s stress level.

Too laid back can leave a salesperson feeling like they are not being taken seriously.

Sales:

Drives a salesperson to work toward goals/objectives.

If too high, prospect may feel overly pressured.

Sales Managers:

Managers are engaged in sales activity.

Over involvement / taking sales opportunities from team members.

Increasing Pressure & StressIncreasing Relaxation



“Bargaining Effectively For A Strongly Held Position”


Negotiating Applied

Sales:

Does not feel comfortable when prospects resist sales process. If prospect “straightens their spine” salesperson may not use clarifying techniques such as budget or decision.

Sales Managers:

May have difficulty holding salespeople accountable.

May manage by consensus rather than strong leadership presence.

Sales:

Will push back on prospect to ensure their point of view is heard.

Linkage: Assertiveness & Influence.

Sales Managers:

Contributes to strong leadership presence which impacts how the team accepts the convictions of the manager.

Lacks AdaptabilityWill Give Away Advantage

“Creating & Meeting Time Commitments”


Schedule Orientation Applied

Sales:

Last minute preparation. Common for salespeople to score low as they are interested in results over tactical details. Their internal systems usually compensate for 11th hour preparation.

Sales Managers:

Lack of consistency in meetings/deadlines creates a relaxed, no pressure environment.

Salespeople requiring direction may feel neglected and frustrated.

Sales:

Will get things done on time.

Could result in quantity v. quality. Making their deadline of a given number of prospecting calls trumps the richness and quality of those calls.

Sales Managers:

Consistent meetings scheduled with sales team which contributes to accountability.

Desires PunctualityDesires More Flexibility



“Creating Order & Staying Organized”


Structure Applied

Sales:

Important for pre-call strategy, developing effective questions and adhering to the selling process.

Little flexibility. If the sales process or agenda is changed/derailed, salesperson will not adjust or recover well.

Sales Managers:

Managers tend to be informed by consistently monitoring pipeline and sales activity.

Sales:

Can result in “winging it” contributing to poor Up Front Contracts which may be difficult to enforce. Assertive questioning techniques are less effective due to lack of process.

Sales Managers:

May result in disorganized/ rescheduled meetings with the sales team. Team can loose confidence in managers abilities.

Systems OrientedBrute Force Oriented

“Staying with a task until it has been effectively, promptly & thoroughly accomplished”


Task Completion Applied

Sales:

Sales activity often poorly documented.

Hunters often score low. A strong sales tracking process can foster this development area.

Sales Managers:

Managed chaos. 11th hour prep diminishes the management process.

Team may feel unimportant and able to fly under the radar in the midst of disorganization.

Sales:

Ability to manage multiple prospects/accounts simultaneously.

Over focus on process may slow the pursuit of new accounts.

Sales Managers:

Effective tracking process. Will stay on top of daily/weekly/monthly tasks while juggling many balls in the air.

Take It To The BankRationalization May Be OK



Competency

Coaching Effectiveness

1. Communications

2. Creativeness

3. Empathy

4. Influence

5. Instructiveness

6. Learning

7. Listening

8. Sociability

Instructs others so they learn and develop skills to achieve objectives

“Giving & Receiving Information”


Communications Applied

Sales:

Ability to keep communication in meetings focused and on track.

Tone could lack warmth making prospects feel uncomfortable.

Sales Managers:

Often has a “cut to the chase” attitude which can be perceived by the sales team as disinterest.

Sales:

Will be an asset during bonding & rapport.

May not be an asset during questioning & qualifying. Difficult to stay on “pain” if subject keeps changing.

Sales Managers:

Contributes to effective coaching of sales team.

Increasingly ExpansiveIncreasingly Direct



“Envisioning New Options, Either Practical Or Theoretical”


Creativeness Applied

Sales:

Will be an asset during bonding & rapport.

May not be an asset during questioning & qualifying. Difficult to stay on “pain” if subject keeps changing.

Sales Managers:

Contributes to effective coaching of sales team.

Sales:

Limited ability to anticipate the unexpected and problem solve.

Challenges with prospecting, questioning, qualifying and closing.

Sales Managers:

Relies on past experience for solutions to new problems. Team can become frustrated and stop coming to manager for advice.

Inventive & CreativeComfort In Current

“Sensing What Others Are Feeling & Responding To Their Needs”


Empathy Applied

Sales:

Creates obstacles. They build rapport easily, but have difficulty viewing relationships as business.

Could prospect well, but process stalls due to fear of rejection.

Sales Managers:

Difficulty holding team accountable due to desire to be liked/accepted. Common when a salesperson is promoted to manager.

Sales:

Will approach prospects as a business relationship.

Important to compensate during the bonding & rapport stage.

Sales Managers:

Very low is not ideal for a manager. Results in cold, impersonal coaching style.

Increasing SensitivityLess Concern For Feelings



“Gaining Acceptance Of Ideas”


Influence Applied

Sales:

Takes a passive approach to sharing info. Could be a lack of confidence.

Is the manager contributing to a salesperson’s low influence?

Sales Managers:

Leadership presence can be diluted by low influence.

Sales:

Confidence in their ideas. Has a strong desire for acceptance of point of view by prospect.

Sales Managers:

Strong leadership style. Directs team with conviction.

May be reluctant to take suggestions.

Thinks Their Ideas Can Become Reality

Thinks Facts Are Self-evident Reality

“Coaching, Teaching Or Sharing Information With Others”


Instructiveness Applied

Sales:

Makes the 70/30 rule easier to follow. Focused on the up front contract.

Answers to questions may be concise to the point of being curt.

Sales Managers:

Less nurturing coaching style.

Info. is shared sparingly. Could frustrate sales team.

Linkage: If high in Assertiveness, Influence & Initiative, Manager rescues the sale rather than coach through it.

Sales:

70/30 hard to enforce. Can be trained to ask questions during the pain funnel, but reverts to “features & benefits” when pressured.

Sales Managers:

Sets clear expectations and provides proficient coaching sessions

May talk more than listen preventing issues from being heard.

Linkage- do they share to boast? Look at Assertiveness, influence & Competitive style.

Less Likely To Volunteer Information Proud Of Teaching Others



“Advancing Knowledge, Skills & Abilities”


Learning Applied

Sales:

May result in poor questioning techniques.

Salesperson may feel they already know everything due to being in the field a long time or an inflated ego.

Sales Managers:

May be ineffective with team members who need to share ideas, discuss opportunities and get coaching.

Sales:

Reads situations well picking up on cues that speak to the commitment level of the prospect.

Analysis paralysis could set in as this person always needs more information.

Sales Managers:

Makes for an effective interactive coaching session.

Intellectual LearnerHands-on Learning Style

“Seeking To Understand What Others Are Saying”


Listening Applied

Sales:

May move too quickly through sales process missing cues that could uncover pain.

If relationship with manager is not strong allowing for friction/conflict, salesperson can shut down.

Sales Managers:

Salespeople may feel rushed when interacting with this manager. They may view asking for help as a bother.

Sales:

Follows 70/30 rule well. Will take turns talking and listening.

Can read into what they hear. They may assume the deal is won when they hear “your service is better than the competition’s”.

Sales Managers:

Effective coaching: listening for the unique needs of each team member.

Increased Filtering Increased Concentration



“Building A Network Of Relationships”


Sociability Applied

Sales:

Prospecting is a challenge. Limited conversation and bonding makes salesperson uncomfortable asking for referrals.

Sales Managers:

Will be ineffective helping the struggling team member. Manager’s personal inaccessibility will discourage that salesperson to reach out for help.

Sales:

Bonding and rapport comes naturally.

May struggle moving to the up front contract, then onto the business like nature of finding pain.

Sales Managers:

Engages with team. Interacts rather than remain isolated in their office.

Reserved Demeanor Works The Room

Competency

Leadership Effectiveness

1. Assertiveness 5. Decisiveness

2. Closure 6. Goal Orientation

3. Competitive Style 7. Influence

4. Conflict Management 8. Initiative

Achieves with distinction, persevering despite resistanceand influencing others



“Asserting Oneself; Taking Charge”


Assertiveness Applied

Sales:Diplomatic, not forceful may do better managing existing business or referrals. Uncomfortable with strong suggestive selling or enforcing the selling process.

Sales Managers:Team will find them more approachable enabling them to provide input. Too low and the team may experience a lack of direction.

Sales:Comfortable moving prospects though the selling process even facing resistance.

Sales Managers: Could result in inflexibility or dominating client meetings. Behavior may restrict a salesperson’s freedom of thought.

Increasingly BoldIncreasingly Timid

“Obtaining Advantage Through Team Or Individual Effort(s)”


Competitive Style Applied

Sales:Preference for working with others. Why? Is it a fear of owning a failure? Could be humility: comfortable sharing the victory with others.

Sales Managers:Indicates the ability to coach. Has a side by side attitude rather than a fearless leader. Will have the desire to mentor and train the sales team.

Sales:Ideal for outside sales. They get satisfaction from achieving on their own and have little preference for working with others toward a goal or objective.

Sales Managers: A “want to win” attitude can be contagious motivating the sales team.

Could have a tendency to take over the sales process to ensure a win.

Collaborative Independent



“Weighing Into & Resolving Differences”


Conflict Management Applied

Sales:They may make concessions when negotiating pricing or contract commitments.

Sales Managers:Poor performance will be tolerated rather than confronted. Typically not a strong leadership presence.

Sales:Comfortable standing their ground.

Winning is extremely important; could manipulate the rules even if it is unfair to others.

Sales Managers: Comfortable intervening to deal with performance issues or a struggling salesperson’s pipeline.

Needs Time To Prepare Forthrightly Approaches

“Choosing A Course Of Action With Speed & Ease”


Decisiveness Applied

Sales:May lean on manager or peers for input too often. Will tend to have to think it over allowing their prospects to do the same.

Sales Managers:Being overly cautious, getting consensus or second guessing themselves creates a lack of confidence among the team.

May have an overly diplomatic, collaborative leadership style rather than a clear cut “follow me” style.

Sales:Comfortable moving prospects though the selling process even facing resistance.

Sales Managers: Could result in inflexibility or dominating client meetings. Behavior may restrict a salesperson’s freedom of thought.

Quick Skilled AnalysisDownside Focus On Risk/What Can Go Wrong



“Seeking Challenges Toward Reaching Objectives”


Goal Orientation Applied

Sales:Important to understand why. Does the culture constrict goal setting? Are they being micromanaged? Is it due to life balance?

Linkage: Authority relationships.

Sales Managers:May motivate through coaching, but results in a lack of direction for the sales team. Team needs clear goals and expectations to be held accountable.

Sales:Typically successful hunters. Strong desire to make as much money as possible which pushes the right behaviors.

Sales Managers: Emphasis on goal setting exercises. Effectively motivates the team by sharing goals and expectations.

Increasing Desire To Be The BestLikes Safe Status Quo

“Taking Action Without Being Told”


Initiative Applied

Sales:Needs close supervision and direction. Even with strong scores in prospecting, ambition and questioning & qualifying. They may want to perform but must be led.

Sales Managers:May not like to push team members. Does not impact salespeople with high initiative, but may not be able to coach or hold accountable salespeople with low initiative.

Sales:High desire takes action without being told.

Could act too quickly without proper consideration.

Linkage: If someone is driven, but not motivated, it could be due to the way they are managed, compensated or acknowledge.

Sales Managers: Could get frustrated with those who can’t keep up. May try to hijack the sales process when stakes are high.

Open To Take On Additional WorkOnly If It Is In Job Description



Competency

Stress Tolerance

1. Decisiveness

2. Emotional Composure

3. Intensity

4. Learning

5. Response to Change

6. Vitality

Reacts to duress in a balanced manner needed to

sustain performance levels

“Maintaining Professionalism & Poise”


Emotional Composure Applied

Sales:Could become to emotionally involved making it difficult to manage the sales call.

If also high in instructiveness there may be some candy spilled in the lobby.

Sales Managers:High level of direct conversation with sales team. The lack of a good filter, may negatively impact coaching and leadership.

Sales:Objectivity will help enforce the up front contract.

Complete lack of expression could be perceived as a lack of passion and confidence in their product or service.

Sales Managers: Too little expression (particularly verbal) can cause the team to wonder what the manager is thinking or feeling.

Increasing Transparency Increasing Control



“Modifying Work Practices To Accommodate New Direction”


Response to Change Applied

Sales:Less creativity in the sales process. If the prospect changes the direction of the meeting, this salesperson will easily lose objectivity.

Sales Managers:Demonstrates stability for the sales team.

May inhibit a salesperson from offering a creative solution or pricing strategy.

Sales:Shows resilience adapting well to changes in agendas.

Linkage: Typically tracks with mobility. If both are quite high, could need regular challenge to prevent boredom.

Sales Managers: Too much change in strategy, goals and sales activity could bring confusion. The instability could frustrate the team and have a negative impact on sales activity.

Increasing AcceptanceIncreasing Resistance

“Having Energy & Stamina”


Vitality Applied

Sales:Affects outlook. If a salesperson is overworked, there is less opportunity to recharge their battery.

Could be unhappy with aspects of the job itself: compensation, management…

Sales Managers:Less dynamic leadership style. Lack of enthusiasm for the job influences a sales team’s performance.

Sales:Passion for their work is observed by prospects.

Sales Managers: Passion and enthusiasm are motivators for the sales team.

Boundless EnergyDecreasing Energy



Competency

Problem Solving

1. Creativeness

2. Emotional Composure

3. Learning

4. Listening

5. Planning

The aptitude to assess a situation and envision solutions

Which meet the clients’ needs

“Thinking & Organizing Strategies, For Either Near Or Long-term”


Planning Applied

Sales:Views sales activity over the long term. Goals are set for the month, quarter and year.

Tendency to look forward may keep them from focusing on day to day activity.

Sales Managers: Important for setting goals and expectations. Helps team to look beyond immediate quotas. Gives team a clear picture of company’s long term growth and how they can impact those goals.

Sales:May not take time for pre-call strategy. Winging it can take away control of the sales process.

Sales Managers:Tend to stay involved in day to day sales activity but not focused on long term objectives for the organization as a whole.

Thriving FocusSurvival Focus



Additional Behaviors

1. Authority Relationships2. Concentration3. Ego4. Mobility5. Presentation Style6. Self Responsibility7. Time Competency

“Demonstrating Cooperation & Respect For Leaders”


Authority Relationships Applied

Sales:Dependence on management. Updates their boss for reassurance that they are doing the right thing.

Less comfortable calling on C-level executives which limits their success prospecting and selling to the top.

Sales Managers: Defers to upper management when making decisions. Will typically not go to bat for sales team. Makes concessions to upper management, which frustrates sales team.

Sales:Desired for hunter type salesperson.

Resists micro-management. Works well remotely in satellite offices.

Can be difficult to manage

Sales Managers:Maverick style. Sales team will likely feel their interests are being represented.

Can be difficult to manage

Less Questioning Of AuthorityDesires More Freedom From Supervision



Unfocused/Distracted

TunnelVision/Over

Focused


Concentration Applied“Focusing & Avoidance Of Distractions”

Sales:

Weak qualifying and pain discovery.

Loses focus in meetings allowing prospect to take control.

Sales Managers:

Difficulty following up with team and monitoring account activity.

Sales:

Attentive to the sales process.

Frustration around changes or delays in the process.

Too high could result in missing outside influences.

Sales Managers:

Stays focused on sales activity

More Responsive To Environment

Increasing Discernment About Interruptions

“Gaining Respect & Demonstrating Confidence”


Ego Applied

Sales:Typically results in diplomatic style with clients which does not hold up well to a strong willed prospect.

Sales Managers:Does not have a strong out front position rather leads side by side. Allows the sales team to run the show diminishing accountability.

Sales:With high complementary: Drives the sales process. Will raise their own bar through ambition and drive.

With low complementary: Need for strokes of acknowledgement & recognition.

Sales Managers: With high complementary: will set a high bar and have a strong leadership presence.

Complementary Behaviors: Assertiveness, Influence, Decisiveness & Conflict Management

Increasing Drive For RecognitionIncreasing Shyness



“Accommodating To Requirements For Moving About And/or Travel”


Mobility Applied

Sales:Working from an office is preferred. Less inclined to attend networking events during the day.

Could be due to work demands which keep a person at their desk. Might not be adverse to travel but last minute plans create stress.

Sales Managers:Often leads to low accessibility. Salespeople have to come to them rather than routinely seeking out the team.

Sales:Prefers in-person meetings. Rarely at their desk. Good for prospecting.

Linkage: Tracks with response to change. If both are high they need challenge and variety to ward off boredom.

Sales Managers:

Increased accessibility: seeks out sales team where they are. Enjoys going along on sales calls.

Looks For OpportunityPrefers Predictability

“Holding Others’ Attention While Presenting”


Presentation Style Applied

Sales:Bonding & rapport can be challenging. Tendency to get right to business which works well in budget & decision steps.

Direct style can inspire confidence and conviction.

Sales Managers:Can create a strong leadership presence. Sales team senses a serious nature which enhances credibility of coaching and direction.

Sales:Useful in creating rapport but could be distracting when trying to gain the prospect’s emotional involvement during the pain step.

Can sometimes come with need for approval.

Sales Managers: Underlying need for approval may inhibit the accountability required between the manager and the sales team.

Just The Facts Enthusiastic Delivery



“Taking Personal Accountability”


Self Responsibility Applied

Sales:Essential for salespeople. If goals are not met, this person will look within for the solution.

Sales Managers: Can result in over-managing the team. Stays in the trenches to ensure the results are satisfactory.

Could over rescue which prevents the sales team from learning and growing.

Sales:Stunts a salesperson’s growth. If there is no acknowledgement, there is no improvement.

If sales manager is not holding them accountable they are conditioning the behavior.

Sales Managers:Delegates easily. Lack of ownership allows the sales team to step up. If sales team is not performing must be able to self-examine.

Increasing AccountabilityDecreasing Accountability

Managing Time Efficiently”


Time Competency Applied

Sales:Confident salespeople will leave their least favorite activity (perhaps a no pay activity like documenting sales calls) to last.

Will they manage their no pay time as well as their pay time?

Sales Managers:Will result in wasted time. If the manager has difficulty holding the team accountable, coaching sessions will be held, but sales meetings will not.

Sales:Will use their pay time/ no pay time effectively. When managing pay time activity, qualifying prospects is important when prioritizing work.

Sales Managers: Enables manager to devote time to accounts/prospects that need attention and coach the sales team.

Optimal Use Of Time & ResourcesInefficient Use Of Time



Possible Red Flags

• Excuse Making & Low Accountability• Unable to Find Pain; Tendency to Rescue• Need for Approval• Resistance to Change• Low Trainability• Low Loyalty & Cooperation• Becoming Emotionally Involved• Travel Reluctance• Lack of Work Ethic

Your Belief Will Determine if You are Terrified, or You Enjoy the Ride!

Jim & Joan Stephens

3040 Elder Street

Boise, Idaho 83705

208‐429‐9275

[email protected]

[email protected]

www.crossroads.sandler.com

Documents

The Science of Hiring Overachievers!