TTI Success Insights - AssessmentsForYou · Behavioral research suggests that the most effective people are those who understand themselves, both their strengths and weaknesses, so

TTI Success Insights®

Sales Version

Salesman SandersSales Representative

9-11-2012

Copyright © 1984-2010. Target Training International, Ltd.

Katie

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INTRODUCTION

Salesman Sanders

Behavioral research suggests that the most effective people are those who understandthemselves, both their strengths and weaknesses, so they can develop strategies to meet thedemands of their environment.

A person's behavior is a necessary and integral part of who they are. In other words, much ofour behavior comes from "nature" (inherent), and much comes from "nurture" (ourupbringing). It is the universal language of "how we act," or our observable human behavior.

In this report we are measuring four dimensions of normal behavior. They are:

how you respond to problems and challenges.

how you influence others to your point of view.

how you respond to the pace of the environment.

how you respond to rules and procedures set by others.

This report analyzes behavioral style; that is, a person's manner of doing things. Is the report100% true? Yes, no and maybe. We are only measuring behavior. We only reportstatements from areas of behavior in which tendencies are shown. To improve accuracy, feelfree to make notes or edit the report regarding any statement from the report that may or maynot apply, but only after checking with friends or colleagues to see if they agree.

"All people exhibit all four behavioral factors in varying degrees of intensity."–W.M. Marston

Copyright © 1984-2010. Target Training International, Ltd.1

SALES CHARACTERISTICS

Based on Salesman's responses, the report has selected general statements to provide a broad understandingof his sales style. This section highlights how he deals with preparation, presentation, handling objections,closing, and servicing. The statements identify the natural sales style he brings to the job. Eliminate or modifyany statement that is not true based on sales training or experience.

Salesman Sanders

Salesman prefers to sell new, innovative products or services. In

fact, he often uses creative ways to sell his products or services.

Being optimistic and enthusiastic, he is good at generating enthusiasm

in others. Sometimes his enthusiasm is what sells his products or

services, but sometimes other buyers may be offended. Socially and

verbally aggressive, he loves to meet strangers and begin

conversations. This is a great attribute when new territory is opened,

or new accounts are dictated by business conditions. He sets high

sales goals for himself and others. Being optimistic, he may set them

too high. However, if he develops a plan and follows that plan, he

usually will deliver the results. Inclined to talk smoothly, readily and at

length, he loves the opportunity to verbalize. Sales presents an

opportunity for him to use this great attribute. He prefers to sell a new

client on himself first rather than his product or service. This reflects

his natural approach. When he buys, he also prefers to be sold in this

manner. He maintains a high trust level; that is, he trusts that people

will make good on their promises.

Salesman may proceed too fast with his presentation for some

buyers. He gets carried away with his emotions and tends to let the

emotion control the pace of the presentation. He should learn to follow

all objections with a question. This will allow him time to prepare his

answer and help clarify the prospect's actual objection. He welcomes

the objections that prospects raise. This provides an opportunity to

meet a challenge and share more of his knowledge. He succeeds in

projecting self-confidence in his sales presentations. This

self-confidence evolves from his belief in himself and his products or

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SALES CHARACTERISTICS

Salesman Sanders

services. This may cause him to become frustrated if a prospect

attacks either him or his product. Salesman may use humor in his

presentation, which may help or hinder, based on the style of the

buyer. Excessive humor may cause him to ramble and not provide

sufficient time for the presentation. He may promise how his product

will solve the prospect's problems. Sometimes he becomes overly

optimistic about the actual results his products will deliver. He doesn't

necessarily do this intentionally, but reflects his optimistic view of the

product.

Salesman can be guilty of overservicing the accounts he feels are

personal friends. To him, friendship is important and he may overlook

certain requests to maintain the friendship. He can be seen as a good

closer. However, he may postpone the close until giving the complete

sales pitch. Observers have actually seen him sell the product and

then buy it back. He should guard against excessive talking and close

at the appropriate time. He probably has several favorite closes. He

needs to evaluate the way he is using them and if they are appropriate

to the sales situation. He has a good sense of urgency to get things

done quickly. Sometimes this will not allow him the patience needed to

service some of his accounts. Salesman will promise more service

than he can deliver, especially if he must provide the service himself.

He needs the help of a support staff to provide the follow-up service so

he can focus on new opportunities. If given the choice, he would prefer

to sell a new account instead of servicing an old account. This is

especially true if the old account has little potential or requires sufficient

facts and data to support their purchase decisions.Adapted Style

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VALUE TO THE ORGANIZATION

This section of the report identifies the specific talents and behavior Salesman brings to the job. By looking atthese statements, one can identify his role in the organization. The organization can then develop a system tocapitalize on his particular value and make him an integral part of the team.

Salesman Sanders

Pioneering.

Big thinker.

Bottom line-oriented.

Negotiates conflicts.

Builds confidence in others.

Motivates others towards goals.

Inner-directed rather than tradition-directed--brings fresh ideas forsolving problems.

Adapted Style

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CHECKLIST FOR COMMUNICATING

Most people are aware of and sensitive to the ways with which they prefer to be communicated. Many peoplefind this section to be extremely accurate and important for enhanced interpersonal communication. This pageprovides other people with a list of things to DO when communicating with Salesman. Read each statement andidentify the 3 or 4 statements which are most important to him. We recommend highlighting the most important"DO's" and provide a listing to those who communicate with Salesman most frequently.

Salesman Sanders

Do:

Look for his oversights.

Provide solutions--not opinions.

Leave time for relating, socializing.

Plan interaction that supports his dreams and intentions.

Provide "yes" or "no" answers--not maybe.

Not deal with details, put them in writing, pin him to modes ofaction.

Understand his defiant nature.

Offer special, immediate and extra incentives for his willingness totake risks.

Talk about him, his goals and opinions he finds stimulating.

Be brief--be bright--be gone.

Clarify any parameters in writing.

Speak at a rapid pace.

Adapted Style

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DON'TS ON COMMUNICATING

This section of the report is a list of things NOT to do while communicating with Salesman. Review eachstatement with Salesman and identify those methods of communication that result in frustration or reducedperformance. By sharing this information, both parties can negotiate a communication system that is mutuallyagreeable.

Salesman Sanders

Don't:

Legislate or muffle--don't overcontrol the conversation.

Leave decisions hanging in the air.

Be curt, cold or tight-lipped.

Be paternalistic.

Talk down to him.

Ramble.

Waste time trying to be impersonal, judgmental, or tootask-oriented.

Drive on to facts, figures, alternatives or abstractions.

"Dream" with him or you'll lose time.

Let him overpower you with verbiage.

Be dogmatic.

Kid around too much, or "stick to the agenda" too much.

Hesitate when confronted.

Adapted Style

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SELLING TIPS

This section provides suggestions on methods which will improve Salesman's communications when selling todifferent styles. The tips include a brief description of typical people in which he may interact. By adapting tothe communication style desired by other people, Salesman will become more effective in his communicationswith them. He may have to practice some flexibility in varying his communication style with others who may bedifferent from himself. This flexibility and the ability to interpret the needs of others is the mark of a superiorsalesperson.

Salesman Sanders

When selling to a person who is ambitious,forceful, decisive, strong-willed, independentand goal-oriented:

Be clear, specific, brief and to the point.Stick to business. Give an effectivepresentation.Come prepared with support material in awell-organized "package."

Factors that will create tension:

Talking about things that are not relevant tothe issue.Leaving loopholes or cloudy issues.Appearing disorganized.

When selling to a person who is magnetic,enthusiastic, friendly, demonstrative andpolitical:

Provide a warm and friendly environment.Don't deal with a lot of details, unless theywant them.Provide testimonials from people they see asimportant.


Being curt, cold or tight-lipped.Controlling the conversation.Driving on facts and figures, alternatives,abstractions.

When selling to a person who is patient, predictable,reliable, steady, relaxed and modest:

Begin with a personal comment--break the ice.Present yourself softly, nonthreateningly andlogically.Earn their trust--provide proven products.


Rushing headlong into the interview.Being domineering or demanding.Forcing them to respond quickly to yourquestions.

When selling to a person who is dependent, neat,conservative, perfectionist, careful and compliant:

Prepare your "presentation" in advance.Stick to business--provide fact to support yourpresentation.Be accurate and realistic--don't exaggerate.


Being giddy, casual, informal, loud.Wasting time with small talk.Being disorganized or messy.


IDEAL ENVIRONMENT

This section identifies the ideal work environment based on Salesman's basic style. People with limited flexibilitywill find themselves uncomfortable working in any job not described in this section. People with flexibility useintelligence to modify their behavior and can be comfortable in many environments. Use this section to identifyspecific duties and responsibilities that Salesman enjoys and also those that create frustration.

Salesman Sanders

Work with a results-oriented team.

Freedom to try new approaches.

Forum for his ideas to be heard.

Democratic supervisor with whom he can associate.

Tasks involving motivated groups and establishing a network ofcontacts.

Work tasks that change from time to time.

Position with a tolerant sales manager.

Adapted Style

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PERCEPTIONS

A person's behavior and feelings may be quickly telegraphed to others. This section provides additionalinformation on Salesman's self-perception and how, under certain conditions, others may perceive his behavior.Understanding this section will empower Salesman to project the image that will allow him to control thesituation.

Salesman Sanders

"See Yourself As Others See You"

SELF-PERCEPTION

Salesman usually sees himself as being:

Enthusiastic OutgoingCharming InspiringPersuasive Optimistic

OTHERS' PERCEPTION

Under moderate pressure, tension, stress or fatigue, others may seehim as being:

Self-Promoting GlibOverly Optimistic Unrealistic

And, under extreme pressure, stress or fatigue, others may see himas being:

Overly Confident TalkativePoor Listener Self-Promoter

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DESCRIPTORS

Based on Salesman's responses, the report has marked those words that describe his personal behavior. Theydescribe how he solves problems and meets challenges, influences people, responds to the pace of theenvironment and how he responds to rules and procedures set by others.

Salesman Sanders

Dominance

Demanding

Egocentric

DrivingAmbitiousPioneeringStrong-WilledForcefulDeterminedAggressiveCompetitiveDecisiveVenturesome

InquisitiveResponsible

Conservative

CalculatingCooperativeHesitantLow-KeyedUnsureUndemandingCautious

MildAgreeableModestPeaceful

Unobtrusive

Influencing

Effusive

Inspiring

MagneticPoliticalEnthusiasticDemonstrativePersuasiveWarmConvincingPolishedPoisedOptimistic

TrustingSociable

Reflective

FactualCalculatingSkeptical

LogicalUndemonstrativeSuspiciousMatter-of-FactIncisive

PessimisticMoody

Critical

Steadiness

Phlegmatic

RelaxedResistant to ChangeNondemonstrative

Passive

Patient

Possessive

PredictableConsistentDeliberateSteadyStable

Mobile

ActiveRestlessAlertVariety-OrientedDemonstrative

ImpatientPressure-OrientedEagerFlexibleImpulsiveImpetuous

Hypertense

Compliance

Evasive

WorrisomeCarefulDependentCautiousConventionalExactingNeat

SystematicDiplomaticAccurateTactful

Open-MindedBalanced Judgment

Firm

IndependentSelf-WilledStubborn

Obstinate

OpinionatedUnsystematicSelf-RighteousUninhibitedArbitraryUnbending

Careless with Details


NATURAL AND ADAPTEDSELLING STYLE

Salesman's natural selling style of dealing with problems, people, pace and procedures may not always fit thesales environment. This section is extremely important as it will identify if a salesperson's natural style oradapted style is correct for the current sales environment.

Salesman Sanders

PROBLEMS - CHALLENGES Natural

Salesman is ambitious in his approachto selling, displaying a strong will andhas a need to win against all obstacles.He has a tendency to confront prospectsand desire to control the sales situation.He needs a territory and products thatwill constantly challenge him.

Adapted

Salesman sees the need to becompetitive, results-oriented and a littleinnovative in his response to the salesenvironment. He has a tendency toevaluate the risk and may not push apotential buyer hard if they demonstratesome resistance.

PEOPLE - CONTACTS Natural

Salesman's natural style is to usepersuasion and emotion to the extreme.He is positive and seeks to win by thevirtue of his oral skills. He will try toconvince you that what he is saying isnot only right, but is exactly what isneeded. He displays enthusiasm foralmost everything with every prospect.

Adapted

Salesman sees no need to change hisapproach to influencing others to his wayof thinking. He sees his natural style tobe what the environment is calling for.

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NATURAL AND ADAPTEDSELLING STYLE

Salesman Sanders

PACE - CONSISTENCY Natural

Salesman wants a sales environmentthat is intense and demanding. He feelsa great sense of urgency to close hisprospects quickly. He feels comfortableselling new products that meet hisprospect's needs.

Adapted

Salesman feels that the salesenvironment doesn't require him to alterthe way he deals with activity level andconsistency.

PROCEDURES - CONSTRAINTS Natural

Salesman wants to be seen as his ownperson who is willing and capable ofinterpreting the company policies toensure the best results and allow himcreative and innovative methods ofselling. He wants to be measured on hissales results, not how he achieved theresults.

Adapted

The difference between Salesman'sbasic and adapted sales style is notsignificant and he sees no need tochange on this factor.

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ADAPTED STYLE

Salesman sees his present work environment requiring him to exhibit the behavior listed on this page. If thefollowing statements DO NOT sound job related, explore the reasons why he is adapting this behavior.

Salesman Sanders

Speaking smoothly and emotionally with his customers or clients.

Independent in approaching customers or clients.

Unafraid to overstep authority when necessary to make a sale.

Making a presentation in his own particular style.

Using great social strengths in approaching new prospects.

Sharing his personal opinion with a client or customer.

Firm, unbending dedication to completing sales projects.

Seeking challenges presented by competition.

Generating enthusiasm in others.

Using persuasive skills.

Adaptable in meeting the needs of clients or customers.

Meeting customers either formally or informally.

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KEYS TO MOTIVATING

This section of the report was produced by analyzing Salesman's wants. People are motivated by the thingsthey want; thus, wants that are satisfied no longer motivate. Review each statement produced in this sectionwith Salesman and highlight those that are present "wants."

Salesman Sanders

Salesman wants:

Work assignments that provide opportunity for recognition.

Group activities outside the job.

A manager who practices participative management.

No close supervision.

To be trusted.

Freedom from many rules and regulations.

Rewards to support his dreams.

Flattery, praise, popularity and strokes.

A support system to do the detail work.

To be measured by sales results.

Participation in meetings on future planning.

Working conditions with freedom to move and to talk to people.

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KEYS TO MANAGING

In this section are some needs which must be met in order for Salesman to perform at an optimum level. Someneeds can be met by himself, while management must provide for others. It is difficult for a person to enter amotivational environment when that person's basic management needs have not been fulfilled. Review the listwith Salesman and identify 3 or 4 statements that are most important to him. This allows Salesman toparticipate in forming his own personal management plan.

Salesman Sanders

Salesman needs:

Restraints or program to calculate the risk involved by hisdecisions.

More control of body language.

To handle routine paperwork only once.

A health fitness program.

To maintain focus on results and not sacrifice productivity just tomake everyone happy.

Recognition that limits and rules do exist (and why).

A tolerant sales manager.

Participatory management.

More logical presentations--less emotional.

Objectivity when dealing with customers because of his high trustlevel.

Support in doing excessive detail work.

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AREAS FOR IMPROVEMENT

In this area is a listing of possible limitations without regard to a specific job. Review with Salesman and crossout those limitations that do not apply. Highlight 1 to 3 limitations that are hindering his performance anddevelop an action plan to eliminate or reduce this hindrance.

Salesman Sanders

Salesman has a tendency to:

Need to be more factually-oriented and talk a bit slower.

Use too many gestures for the logical and methodical buyer.

Be so enthusiastic that he can be seen as superficial.

Be more concerned with popularity than sales results.

Not answer objections completely, or tap dances around theobjections.

"Oversell" or talk his way out of a sale by focusing on irrelevantthings.

Give away products or services to make client happy.

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ACTION PLAN

Salesman Sanders

Professional Development

1. I learned the following behaviors contribute positively to increasingmy professional effectiveness: (list 1-3)

2. My report uncovered the following behaviors I need to modify oradjust to make me more effective in my career: (list 1-3)

3. When I make changes to these behaviors, they will have thefollowing impact on my career:

4. I will make the following changes to my behavior, and I willimplement them by ____________:


ACTION PLAN

Salesman Sanders

Personal Development

1. When reviewing my report for personal development, I learned thefollowing key behaviors contribute to reaching my goals and thequality of life I desire: (list 1-3)

2. The following behaviors were revealed, which show room forimprovement to enhance the quality of my life: (list 1-3)

3. When I make changes to these behaviors, I will experience thefollowing benefits in my quality of life:

4. I will make the following changes to my behavior, and I willimplement them by ____________:


BEHAVIORAL HIERARCHY

The Behavioral Hierarchy graph will display a ranking of your natural behavioral style within a total of eight (8)areas commonly encountered in the workplace. It will help you understand in which of these areas you willnaturally be most effective.

Salesman Sanders

1. FREQUENT INTERACTION WITH OTHERS0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

9.0

2. VERSATILITY0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.5

3. FREQUENT CHANGE0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.5

4. URGENCY0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.5

5. CUSTOMER ORIENTED0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.5

6. COMPETITIVENESS0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.0

7. ANALYSIS OF DATA0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

2.5

8. ORGANIZED WORKPLACE0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

1.5

SIA: 54-88-36-04 (14) SIN: 68-94-32-16 (14)

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STYLE INSIGHTS® GRAPHS

Salesman Sanders

Salesman Sanders9-11-2012

MOST

Graph I

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Norm 2012 R4

LEAST

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Norm 2012 R4


THE SUCCESS INSIGHTS® WHEEL

Salesman Sanders

The Success Insights® Wheel is a powerful tool popularized in Europe. In addition to the textyou have received about your behavioral style, the Wheel adds a visual representation thatallows you to:

View your natural behavioral style (circle).

View your adapted behavioral style (star).

Note the degree you are adapting your behavior.

If you filled out the Work Environment Analysis, view the relationship of your behavior toyour job.

Notice on the next page that your Natural style (circle) and your Adapted style (star) areplotted on the Wheel. If they are plotted in different boxes, then you are adapting yourbehavior. The further the two plotting points are from each other, the more you are adaptingyour behavior.

If you are part of a group or team who also took the behavioral assessment, it would beadvantageous to get together, using each person's Wheel, and make a master Wheel thatcontains each person's Natural and Adapted style. This allows you to quickly see whereconflict can occur. You will also be able to identify where communication, understanding andappreciation can be increased.


THE SUCCESS INSIGHTS® WHEEL

Salesman Sanders

Salesman Sanders9-11-2012

D

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OTER

RELATER

SUPPORTER

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IMPLEMENTOR 1

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Hl

Natural: l (14) PERSUADING PROMOTER

Adapted: H (14) PERSUADING PROMOTER

Norm 2012 R4


Documents

TTI Success Insights - AssessmentsForYou · Behavioral research suggests that the most effective people are those who understand themselves, both their strengths and weaknesses, so