Northwestern cts training slides sarah henning

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• Personality Profiles in Proper Perspective

• CTS Sales Profile

Agenda

Will they maintain high activity?

WHAT do you look for to choose the best from the rest?

Can they network to create a clientele from scratch?

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Can they withstand rejection?

Can they convert natural market to a business market?

pers

onal

ity Deadline Motivation Independent SpiritAnalyticalCompassionAssertivenessSelf-PromotionRecognition DriveBelief in OthersOptimism sa

les

skills

ProspectingAppointmentsFact FindingPresentingHandling ObjectionsClosing SalesGetting Referrals

char

acte

r Concern for OthersHonestyStrong Work EthicResponsible

passion for product+ image as salesperson

immediate needsdesire for better future

motivationsattitudes

Best Rep Profile(Basic Requirements - Money & Marketability)

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Sales CompetenciesAtt

itude

s, M

otiv

atio

ns,C

hara

cter

& P

erso

nalit

y Tr

aits The Degree to which a candidate possesses the Attitudes, Motivations, Character

and Personality Traits will determine the Level at which they will master sales skills

Low Sales Productivity

High Sales Productivity

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3 Dimensions of Sales that Impact Productivity

Sales Skills - Training in developing relationships, gaining trust, following a sales process, finding prospects.

Product Knowledge - Training on product’s benefits and features

Sales Productivity - Training + Attitudes + Motivations + Character + Personality Traits.

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1/5 motivations

1/5 attitudes

Best Rep Profile

1/5 character

1/5 personality - 20-30% of info needed to make hiring decision

1/5 sales skills

Putting Personality Assessments into the Proper Perspective

Science(CTS)

Interview Questions

Interview Questions

Interview Questions

Interview Questions

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1/5 motivations

1/5 attitudes

Best Rep Profile

1/5 character1/5 personality (CTS)

1/5 sales skills

Purpose of CTS is to help connect the dots among these 5 dimensions

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Market

MoneySkills

Motivations

Attitudes

Personality TraitsCharacter Traits

Perfect Balance in ALL Dimensions

•Resiliency to Rejection•High Activity Motivated•Extraversion

Goal - During the selection process, get as much information as possible as soon as possible9

Best Rep Profile

Goal - During the selection process, get as much information as possible as soon as possible in order to be more efficient while recruiting.

Information from the CTS gives you more insight into the information gathered during other steps of the selection process.

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Screening

Profiling

Interviewing"Making Offer"

The BestRecruits!

Searching Methods

Recruit the Best System

1

2

3

Phone

Initial Interview

CTS Sales Profile

Tools & Skills

Resume

Finding Candidates

In-Depth interviews

Goal - Get as much information as possible as soon as possible

Interviews with SpouseReference Checks

Face-to-Face

More Information = More Insight

Market SurveysCP+

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genetic

1/5 Personality

Determines the

way we react to

our environment

and circumstances

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genetic

1/5 Personality

Tasks that are

aligned with our

hard-wired traits

energize.

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genetic

1/5 Personality

Tasks that are

not aligned with

our hard-wired

traits drain our

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genetic

1/5 Personality

Impacts the ...

• effectiveness of executing the sales process

• having enough sales activities

• Conversion of personal and casual relationships into business relationships

• pace of work

• confidence/assertiveness during selling

• intensity of setting and reaching goals

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History of CTS

• Dr. Larry Craft and his team and SMS’s 30+ years sales and sales management experience

• Collected - production data, performance ratings, manager input on 125 Northwestern Mutual reps

• Validated a Sales Profile for a Northwestern Mutual Rep

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Features of CTS

Sales Profile Report - specific to NM rep

• 9 Personality Traits• Overall Compatibility Rating • Number of Coaching Hours needed• Reliability Index - Measures Test Apathy • Response Distortion Index - Measures Faking

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Features of CTS

Coaching Report

• Combination Personality Traits• Ratings for Sales Process Strengths and Challenges• Coaching Recommendations

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Features of CTS

Sales Style Report

• Shows Candidates Selling Style• Teaches How to Adapt to Buying Styles

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discovery of factors ...predicting peak performance

one passion

separate race horses from plow horses

millions of assessmentsmeasuring personality and motivation

30 years

9 Traits

Northwestern Mutual Rep

validated for

high-activity sales professionals

Maintain high levels of sales activities?

Resiliency to rejection?

Network to find prospects?

deadline motivation

1

0 50 100

89

independent spirit

2

0 50 100

80

analytical

3

0 50 100

21

compassion

4

0 50 100

39

assertiveness

5

0 50 100

52

self-promotion

6

0 50 100

36

recognition drive

7

0 50 10057

belief in others

8

0 50 100

77

optimism

9

0 50 100

81

sales reports

coachingrecruiting

CTS Sales Profile Report

I don’t understand

Low

Moderate

High

I don’t care

Reliability Index


NO FAKING ALLOWED

Low

Moderate

High

Response Distortion Index


Pat Smith

High (85)

Name:

High-Activity SalespersonPosition:

Approximately 2-4

CTS Sales Profile Score:

Recommended Coaching Hours

Primary Traits

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" withan 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 andplanned-out steps and strategies. Low Scorers spend more time educating/servicing the buyer and thinking about next stepswithout a sense of urgency.

Independent Spirit (95 %)

This scale measures the salesperson's entrepreneurial spirit to work without supervision. High Scorers prefer independence andworking alone and enjoy situations where they are in control of the outcome of their efforts. Low Scorers are team players whoenjoy working with others and like to do their part within assigned projects. They behave in a compliant manner and have very littleneed 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 salespresentation. 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 theirintuition and informal "yellow tablet" presentations that lack the information the buyer needs (esp. with high-dollar, complex, ortechnical solutions.)

Compassion (49 %)

This scale measures the salesperson's concern and compassion for others. As a result, High Scorers thoroughly enjoy helping otherswhenever possible and gravitate toward market segments that are more personal and relationship-centered. They are expressivewhen it comes to sharing their feelings and emotions. Low Scorers, on the other hand, are better able to prioritize their timebecause they can stay "on task" without being distracted by personal problems. They are more controlled when it comes toexpressing emotions.

Assertiveness (70 %)

This scale measures the salesperson's confidence to control the sale from the initial contact to asking for the sale. High Scorers canassert themselves to control the sales presentation with their strong phrasing and direct eye contact. Low Scorers too often yieldcontrol of the face-to-face interaction to the buyer, are too accommodating, and find it difficult to ask closing questions withoutproper 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 mostfavorable impression. High Scorers are resilient to criticism and find it difficult to recognize their weaknesses. They may deny theirfears, faults, and failures. Low Scorers take criticism to heart. It's personal to them. They are open to recognizing their weaknessesand 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 arenot 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 andtheir belief that they are solely responsible for their success and failure. As a result, "everyone is a prospect," and they seldom havea problem asking for referrals. Low Scorers can turn negative if things are not going in the right direction and may stop pursuing aprospect and sale. They can be rigid, formal, and skeptical of the intentions of others.

Optimism (95 %)

CTS Sales Profile http://www.ctssalesprofile.com/cgi-bin/smsselect/smsr.pl5

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Overview of Traits

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Coaching Recommendations

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12/13/13 2:55 PMSales Coaching Report

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! Sales Coaching Report - Deadline Motivationfor Rosie Abrams Feb, 25 2013

0 | | | | 50 | | | | 100

Deadline Motivation 95

General Statement:Salespeople who score high on the Deadline Motivation scale enjoy sales positions that offer unlimited income opportunities and fast goal-achievement requirements. Their "fire in the belly" drives them to achieve near-term goals and to hit self-imposed deadlines that may or may notrelate to long-term success. Like the legendary "hare" that lost the race because he was distracted, sales personnel with high or very high scores onthis scale may be so driven for results that they fail to prioritize their activities. For example, they may fail to adequately prepare for the salespresentation or follow through as they should after the sale. They can also become quite restless when the job duties require repetitive or mundaneactivities. If management understands this desire to hit self-imposed deadlines, and the salesperson has the self-discipline and work ethic tochannel their efforts into productive sales tasks, high levels of productivity can be achieved early in their career.

Strengths:This higher Deadline Motivation is a profound strength in sales positions and compensation plans that require "quick-start" performance. As longas they can pursue results and challenges with a pro-active dynamic with quick rewards (closed sales), people with this high desire to meet self-imposed deadlines can be most productive in high-activity sales roles. Research involving the best performing sales personnel has found arelationship between higher scores on a deadline-motivated drive and sales productivity.

Improvement Opportunities:Salespeople with this high score on the Deadline Motivation scale can become quickly bored if the job duties become repetitive (making phonecalls), do not seem productive (call reports), or require patience (callbacks). One of the primary causes of failure of high Deadline Motivation salespersonnel is that they find it difficult to consistently prospect for new leads. Once their "bucket" is full, they shift to closing the sale and forgetabout prospecting for new leads until there are no longer any sales to be made. Then, they start all over again "from scratch." As a result, onemonth (for example) they may have ten sales and the next month only one or two. It should be noted that these concerns are more serious if theirhigh score is in the 81-100% range and less serious within the 61-80% range (see Primary Traits page of this report). This high DeadlineMotivation can also result in early turnover if they do not generate sales in a short amount of time, or if they do not have a disciplined work ethicthat causes them to stick with it when sales do not come as quickly as anticipated.

Coaching Recommendations:If management understands the personalized coaching that is required with high deadline-motivated sales personnel, consistency of productioncan be maintained, and success can be assured. However, it is also important that these high deadline-motivated salespeople have higherAssertiveness, higher Recognition Drive, and lower Analytical scores (see Primary Trait scores). Incompatible scores on these three scales canprevent high deadline-motivated salespeople from achieving early success. It is important that salespeople with high Deadline Motivation alsohave the self-discipline to stay focused, persistent, and prioritized. If not, like the "hare," they can become easily distracted and never reach thefinish line. Rather than focusing on motivating them, management should help the salesperson to 1) increase sales efficiency by understandingratios and 2) improve consistency with the use of time management systems that help to consistently prioritize initial call activity. Highly drivensalespeople often "burn out" toward the end of their second year and begin to seek other career opportunities. Management can re-motivate themby offering to support them into a new market, provide a more lucrative compensation plan, or provide them with new responsibilities, such asmanagement opportunities. Something as simple as a larger office or paying for a new lead-generation system could re-kindle their passion forsuccess and keep them producing for a longer time frame.

Note: The term "selling" or "sales" wherever used in this report is meant to indicate the sale of products, services or even intangibles such ascareers to prospective life advisors.

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Extraversion

9/6/13 3:24 PMCTS Sales Profile

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Northwestern Mutual Financial Representative

Important Note: the following information by itself should never be used to hire, promote, or terminate an employee. Success in anygiven position is a combination of factors, including skills, knowledge, intelligence, and work ethic, none of which are being measured inthe "CTS Sales Profile Score."

Date: March 19, 2013Name: Gary HolvickPosition: Northwestern Mutual Financial Representative

Gary Holvick 's CTS Sales Profile Score: High (80)

Coaching Hours Per Month Recommended: Less than 2 coaching hours per month.

The CTS Sales Profile Report is derived from statistically significant (weighted) correlations with productivity measures. Therefore, sometraits are more influential than others in determining the CTS Sales Profile Score. The Recommended Coaching Hours Per Month is anestimation, based on thousands of personal interviews with managers and employees who described their challenges as they related toeach of the CTS Primary Traits listed below. Managers should spend the most time coaching individuals about issues pertaining to theirtraits outside the "green" range. For ideas on how to coach these individuals, refer to this individual's CTS sales manager's coachingreport, which provides specific, personalized coaching recommendations for each of this individual's traits.

Primary Trait 0 10 20 30 40 50 60 70 80 90 100



Analytical (5 %)

Compassion (34 %)





Optimism (73 %)

Reliability Index: High

The Reliability Index measures the degree to which a person understood the questions, maintained focus while answering them, andgave answers with a thoughtful response.

Low Reliability indicates invalid results due to the individual's responses while completing the questionnaire. Donot use these results.Moderate Reliability suggests these results be cross-validated with personal interviews and reference checks.

High Reliability indicates the individual understood the questions and responded to them in a way that has beenshown to be predictive.

Response Distortion Index: Low

The Response Distortion Index rating measures the individual's tendency to intentionally or unintentionally answer the questions in away to 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 andan open and vulnerable personality that usually recognizes personal faults and easily accepts blame. These resultsare accurate and predictive.Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay

Top Rep

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Drive (65)• Work pace

• Level of Independence

• Level of Assertiveness

• Desire for Recognition

• Desire to be Social

Can He Handle Rejection

• Compassion

• Assertiveness

• Self Promotion










Primary Trait 0 10 20 30 40 50 60 70 80 90 100



Analytical (5 %)

Compassion (34 %)





Optimism (73 %)








Top Rep

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Will He Maintain High

Sales Activities?

• Analytical• Compassion










Primary Trait 0 10 20 30 40 50 60 70 80 90 100



Analytical (5 %)

Compassion (34 %)





Optimism (73 %)








Top Rep

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Will He Network for Leads & Convert Natural Market

• Drive with attention on Recognition Drive


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Sales Coaching Report

For: Gary Holvick

The CTS Coaching Report provides sales managers with customized coaching strategies for a salesperson. These coaching strategieshelp the salesperson compensate for personality traits which conflict with performing necessary sales tasks or with doing the tasksin a timely manner.

The nine Primary Traits shown below, used with validated research, predict sales performance They also help sales managers coachand 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 othertraits. This Coaching Report describes the blended effect. Also, for some traits, low scores may be more desirable and necessary forspecific sales tasks. Therefore, it is important to use validated research for hiring, not the trait scores found below. Only use thisreport for coaching and training. The ten Secondary Traits help you to understand the interactions of the Primary Traits. Forexample, Handles Rejection is an interaction between Assertiveness, Compassion, and Self-Promotion. (Because these SecondaryTraits are the result of averaging three or more traits, they tend to be less reliable than the Primary Traits when predictingbehavior. However, they do provide valuable coaching information for a sales manager. Refer to the Coaching Recommendations foradditional insight relating to the interaction between the Primary Traits.)

Primary Traits Low Moderate High

(0 - 40%) (41 - 60%) (61 - 100%)



Analytical (5 %)

Compassion (34 %)





Optimism (73 %)

Secondary Traits Low Moderate High

(0 - 40%) (41 - 60%) (61 - 100%)

Handles Rejection (48 %)

Maintains High-Activity (82 %)

Finds Prospects (62 %)

Sets Appointments (45 %)

Discover Needs (47 %)

Delivers Strong Presentations (54 %)

Overcomes Objections (60 %)

Closes the Sale (65 %)

Serves Customers (45 %)

Asks for Referrals (60 %)

© 2013, CraftMetrics International.

Combination Traits

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Extraversion

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Northwestern Mutual Financial Network


Date: March 26, 2013Name: Anthony BusseyPosition: Northwestern Mutual Financial Network

Anthony Bussey '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 helpthis candidate compensate for the incompatibilities relating solely to the personality traits graphically displayed below. It is recommendedthat managers spend the most time coaching individuals who score in the "red" range. For specific coaching recommendations, refer tothis candidate's CTS sales manager's coaching report.

Primary Trait 0 10 20 30 40 50 60 70 80 90 100



Analytical (5 %)

Compassion (23 %)





Optimism (95 %)


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 hasbeen shown to be predictive.


This candidate's Response Distortion Index rating relates to the candidate's tendency to intentionally or unintentionally exaggeratestrengths and downplay weaknesses in order to leave a more favorable impression.

Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses andan open and vulnerable personality that easily recognizes personal faults and easily accepts blame.Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplayweaknesses.High Response Distortion indicates a tendency to deny weaknesses and emphasize only their strengths. Thoughthis can be an asset when facing rejection, it can be a challenge to managers who offer constructive criticism andseek change in their behaviors.

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• Compassion

• Assertiveness

• Self Promotion










Primary Trait 0 10 20 30 40 50 60 70 80 90 100



Analytical (5 %)

Compassion (23 %)





Optimism (95 %)







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Sales Activities?











Primary Trait 0 10 20 30 40 50 60 70 80 90 100



Analytical (5 %)

Compassion (23 %)





Optimism (95 %)







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For: Anthony Bussey




(0 - 40%) (41 - 60%) (61 - 100%)



Analytical (5 %)

Compassion (23 %)





Optimism (95 %)


(0 - 40%) (41 - 60%) (61 - 100%)












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Combination Traits

Extraversion

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Date: April 8, 2013Name: Derrick FreePosition: Northwestern Mutual Financial Network

Derrick Free 's CTS Sales Profile Score: Moderate (44)



Primary Trait 0 10 20 30 40 50 60 70 80 90 100



Analytical (95 %)

Compassion (86 %)





Optimism (73 %)







Low Producer

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• Compassion

• Assertiveness

• Self Promotion










Primary Trait 0 10 20 30 40 50 60 70 80 90 100



Analytical (95 %)

Compassion (86 %)





Optimism (73 %)







Low Producer

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Sales Activities?











Primary Trait 0 10 20 30 40 50 60 70 80 90 100



Analytical (95 %)

Compassion (86 %)





Optimism (73 %)







Low Producer

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For: Derrick Free




(0 - 40%) (41 - 60%) (61 - 100%)



Analytical (95 %)

Compassion (86 %)





Optimism (73 %)


(0 - 40%) (41 - 60%) (61 - 100%)












Combination Traits

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