State farm cts training slides for 1.5 hour webinar

1

Recruiting The
Best Team
Members

A Best-Practice
Recruiting
System
Page 1 in workbook
2

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Sales Competencies
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
Low Sales
Productivity
High Sales
Productivity
cts salespro?lel
34

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

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

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

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

Can They Sell Field Manual
©2012 Sales Manage Solutions, LLC (865-675-2002) Copy or distribute with permission only. Steve Suggs, [email protected] 8
can they sell?ll .com?
Recruit the Best Checklist
1. Review resume.
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 speci!cally 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:
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.ctssalespro!le.com
6. Conduct Initial Face-to-Face Interview – Use Initial Interview Questionnaire
7. Ask for 6 references – 2 previous bosses, 2 coworkers, 2 business people/former
customers.
8. Call References using Reference Check Questionnaire
9. Conduct Final Interview – Use Final Interview Questionnaire
10. Interview By Current Team – Use Team Interview Questionnaire
11. Fill out Matching/Score Sheet
____________
SENT DATE
____________
INTERVIEW DATE
____________
EMAILED DATE
____________
CONFIRM DATE
____________
CTS ORDERED
____________
INTERVIEW DATE
____________
RESPOND DATE
Candidate Name:____________________________
Date:____________
Page 8 in Field Manual
pp 9-10
pp 11-22
pp 23-27
pp 28-37
p 38
pp 5-7
Book p. 65. Blog www.salesmanage.com/blog/archives/the_reference_check
39

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

The Recruiting Funnel
Screening
Profiling
Interviewing
"Making Offer"
The Best
Recruits!
Searching Methods10 strong
resumes 3 final
interviews 1 salesperson
41

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

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

ALWAYS be RECRUITING
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.
A good sales team is the enemy of a
great sales team.
44

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

Build a Recruiting Referral Network
pp. 4-6
Source Action Date Completed
Create email list
Write email
Send email
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
Sandler
Dale Carnegie
Wilson Learning
Steven Covey
Jeff Gitomer
Integrity Solutions
BNI
e-Women
LinkedIn
Facebook
1
2
3
4
5
1
2
3
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.
Sales
Trainers/Consultants- Find
certified trainers at these
companies in your city and
meet with them.

Current Customers - Email
all customers and ask them
to refer friends/family who
can sell. If you don't have an
email list, send a postcard to
customers asking for their
email address.
Directors of Networking
Groups - These are the most
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.
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.
Small Business CPA -
Contact and ask them to
direct people to you who are
closing businesses or
changing careers.
46

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

1
2
3
4
5
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.
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.
Build a Recruiting Referral Network
48

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

CTS Sales Profile Report
State Farm Selling Team Member
Important Note : the following information by itself should never be used to hire, promote, or termi nate 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 he lp
this candidate compensate for the incompatibilities relating solely to the personalit y 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 %)
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 exagg erate
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 off er constructive criticism and
seek change in their behaviors.
© 2013, Craft Metrics International.
CTS Sales Proﬁle http://www.ctssalesproﬁle.com/cgi-bin/smsselect/mff_chart.pl5
1 of 1 7/23/13 2:16 PM
Two Most
Important Traits
Related to Sales
Ideal
Ranges for
Sales
Candidates
Score
Top
Agent
50

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" with
an unquenchable "fire in the belly" and a desire to achieve immediate or near-term sa les 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 p rocess 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 supervis ion. 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 be have 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 deta ils 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 bu yer needs (esp. with high-dollar, complex, or
technical solutions.)
Compassion (49 %)
This scale measures the salesperson's concern and compassion for others. As a result, High Scorers thoroughly enjoy helping others
whenever possible and gravitate toward market segments that are more personal and rel ationship-centered. They are expressive
when it comes to sharing their feelings and emotions. Low Scorers , on the other hand, are better able to prioritize their time
because they can stay "on task" without being distracted by personal problems. They a re more controlled when it comes to
expressing 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 can
assert themselves to control the sales presentation with their strong phrasing and di rect 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 w eaknesses 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 w eaknesses
and working on self-improvement.
Recognition Drive (49 %)
This scale measures the salesperson's motivation to join organizations and attend fun ctions that provide new sales opportunities
(leads and prospects). High Scorers are socially outgoing and thoroughly enjoy being the center of attention (public rec ognition).
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 an d 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 res ult, "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 pursui ng a
prospect and sale. They can be rigid, formal, and skeptical of the intentions of othe rs.
Optimism (95 %)
CTS Sales Proﬁle http://www.ctssalesproﬁle.com/cgi-bin/smsselect/smsr.pl5
2 of 12 7/24/13 10:18 AM
51

CTS Sales Profile Report
State Farm Selling Team Member
Important Note : the following information by itself should never be used to hire, promote, or termi nate 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 he lp
this candidate compensate for the incompatibilities relating solely to the personalit y 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 %)
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 exagg erate
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 off er constructive criticism and
seek change in their behaviors.
© 2013, Craft Metrics International.
CTS Sales Proﬁle http://www.ctssalesproﬁle.com/cgi-bin/smsselect/mff_chart.pl5
1 of 1 7/23/13 2:16 PM
Top
Agent
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 termi nate 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 he lp
this candidate compensate for the incompatibilities relating solely to the personalit y 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 %)
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 exagg erate
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 off er constructive criticism and
seek change in their behaviors.
© 2013, Craft Metrics International.
CTS Sales Proﬁle http://www.ctssalesproﬁle.com/cgi-bin/smsselect/mff_chart.pl5
1 of 1 7/23/13 2:16 PM
High
Resiliency to
Rejection
Top
Agent
Page 9
53

Sales Coaching Report
For: kelly hagar
The CTS Coaching Report provides sales managers with customized coaching strategies f or 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 app roach 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 tra it 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 S elf-Promotion. (Because these Secondary
Traits are the result of averaging three or more traits, they tend to be less reliabl e 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 %)
Secondary Traits
Low Moderate High
(0 - 40%) (41 - 60%) (61 - 100%)
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, Craft Metrics International.
CTS Sales Proﬁle http://www.ctssalesproﬁle.com/cgi-bin/smsselect/smsr.pl5
1 of 12 7/23/13 2:17 PM
Two Most
Important
Combination
Traits
Top
Agent
Page 10
54

CTS Sales Profile Report
State Farm Selling Team Member
Important Note : the following information by itself should never be used to hire, promote, or termi nate 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 he lp
this candidate compensate for the incompatibilities relating solely to the personalit y 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 %)
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 exagg erate
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 off er constructive criticism and
seek change in their behaviors.
© 2013, Craft Metrics International.
CTS Sales Proﬁle http://www.ctssalesproﬁle.com/cgi-bin/smsselect/mff_chart.pl5
1 of 1 7/23/13 2:16 PM
Maintains
High Sales
Activities
Top
Agent
Page 9
Pace/Intensity
Time Management
55

Sales Coaching Report
For: kelly hagar
The CTS Coaching Report provides sales managers with customized coaching strategies f or 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 app roach 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 tra it 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 S elf-Promotion. (Because these Secondary
Traits are the result of averaging three or more traits, they tend to be less reliabl e 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 %)
Secondary Traits
Low Moderate High
(0 - 40%) (41 - 60%) (61 - 100%)
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, Craft Metrics International.
CTS Sales Proﬁle http://www.ctssalesproﬁle.com/cgi-bin/smsselect/smsr.pl5
1 of 12 7/23/13 2:17 PM
Two Most
Important
Combination
Traits
Top
Agent
Page 10
Coaching
Report
Online
56

CTS Sales Profile Report
State Farm Selling Team Member
Important Note : the following information by itself should never be used to hire, promote, or termi nate 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.
The Coaching Hours Per Month Recommended refers only to the estimated amount of time a manager should consider spending to he lp
this candidate compensate for the incompatibilities relating solely to the personalit y 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 exagg erate
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 off er constructive criticism and
seek change in their behaviors.
© 2013, Craft Metrics International.
CTS Sales Proﬁle http://www.ctssalesproﬁle.com/cgi-bin/smsselect/mff_chart.pl5
1 of 1 7/23/13 9:26 PM
Highly Rated Selling
Team Member -
Agent Aspirant
Page 11
57

Sales Coaching Report
For: Drew Griggs
The CTS Coaching Report provides sales managers with customized coaching strategies f or 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 app roach 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 tra it 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 S elf-Promotion. (Because these Secondary
Traits are the result of averaging three or more traits, they tend to be less reliabl e 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 %)
Secondary Traits
Low Moderate High
(0 - 40%) (41 - 60%) (61 - 100%)
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, Craft Metrics International.
CTS Sales Proﬁle http://www.ctssalesproﬁle.com/cgi-bin/smsselect/smsr.pl5
1 of 12 7/23/13 9:26 PM
Highly Rated Selling
Team Member -
Agent Aspirant
Two Most
Important
Combination
Traits
Page 12
58

7/17/13 4:07 PMCTS Sales Profile
Page 1 of 2http://www.ctssalesprofile.com/cgi-bin/smsselect/mff_chart.pl5
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 %)
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.
Agent
Aspirant
Now an
Agent
59

7/17/13 4:08 PMCTS Sales Profile
Page 1 of 12http://www.ctssalesprofile.com/cgi-bin/smsselect/smsr.pl5
Sales Coaching Report
For: Tabatha Whaley
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 (17 %)
Compassion (34 %)
Assertiveness (28 %)
Self-Promotion (22 %)
Recognition Drive (95 %)
Belief in Others (84 %)
Optimism (95 %)
Secondary Traits Low Moderate High
(0 - 40%) (41 - 60%) (61 - 100%)
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.
Agent
Aspirant
Now an
Agent
c
60

7/17/13 4:32 PMCTS Sales Profile
Page 1 of 2http://www.ctssalesprofile.com/cgi-bin/smsselect/mff_chart.pl5
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 %)
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.
Highly Rated
Selling Team
Member
61

7/17/13 4:32 PMCTS Sales Profile
Page 1 of 12http://www.ctssalesprofile.com/cgi-bin/smsselect/smsr.pl5
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.)
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 Low Moderate High
(0 - 40%) (41 - 60%) (61 - 100%)
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.
Highly Rated
Selling Team
Member
62

7/17/13 4:04 PMCTS Sales Profile
Page 1 of 2http://www.ctssalesprofile.com/cgi-bin/smsselect/mff_chart.pl5
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 %)
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.
Top
Agent
63

7/17/13 4:05 PMCTS Sales Profile
Page 1 of 12http://www.ctssalesprofile.com/cgi-bin/smsselect/smsr.pl5
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 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 Low Moderate High
(0 - 40%) (41 - 60%) (61 - 100%)
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.
Top
Agent
64

7/17/13 3:50 PMCTS Sales Profile
Page 1 of 2http://www.ctssalesprofile.com/cgi-bin/smsselect/mff_chart.pl5
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 %)
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.
Top
Agent
65

7/17/13 3:52 PMCTS Sales Profile
Page 1 of 12http://www.ctssalesprofile.com/cgi-bin/smsselect/smsr.pl5
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 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 Low Moderate High
(0 - 40%) (41 - 60%) (61 - 100%)
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.
Top
Agent
66

7/17/13 4:01 PMCTS Sales Profile
Page 1 of 2http://www.ctssalesprofile.com/cgi-bin/smsselect/mff_chart.pl5
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 %)
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.
Top
Agent
67

7/17/13 4:02 PMCTS Sales Profile
Page 1 of 12http://www.ctssalesprofile.com/cgi-bin/smsselect/smsr.pl5
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 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 Moderate High
(0 - 40%) (41 - 60%) (61 - 100%)
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.
Top
Agent
68

Low Rated
Selling Team
Member
7/19/13 1:39 PMCTS Sales Profile
Page 1 of 2http://www.ctssalesprofile.com/cgi-bin/smsselect/mff_chart.pl5
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 %)
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.
69

Low Rated
Selling Team
Member
7/25/13 10:41 AMCTS Sales Profile
Page 1 of 12http://www.ctssalesprofile.com/cgi-bin/smsselect/smsr.pl5
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.)
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 Low Moderate High
(0 - 40%) (41 - 60%) (61 - 100%)
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

7/20/13 1:40 PMCTS Sales Profile
Page 1 of 2http://www.ctssalesprofile.com/cgi-bin/smsselect/mff_chart.pl5
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 %)
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.
Low Rated
Selling Team
Member
71

Low Rated
Selling Team
Member
Sales Coaching Report
For: yenny mianda
The CTS Coaching Report provides sales managers with customized coaching strategies f or 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 app roach 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 tra it 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 S elf-Promotion. (Because these Secondary
Traits are the result of averaging three or more traits, they tend to be less reliabl e 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 (40 %)
Independent Spirit (8 %)
Analytical (17 %)
Compassion (86 %)
Assertiveness (56 %)
Self-Promotion (77 %)
Recognition Drive (76 %)
Belief in Others (69 %)
Optimism (44 %)
Secondary Traits
Low Moderate High
(0 - 40%) (41 - 60%) (61 - 100%)
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 %)
© 2013, Craft Metrics International.
CTS Sales Proﬁle http://www.ctssalesproﬁle.com/cgi-bin/smsselect/smsr.pl5
1 of 12 7/25/13 10:46 AM
72

CTS Sales Profile Report
State Farm Service Team Member
Important Note : the following information by itself should never be used to hire, promote, or termi nate 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 he lp
this candidate compensate for the incompatibilities relating solely to the personalit y 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 %)
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 exagg erate
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 off er constructive criticism and
seek change in their behaviors.
© 2013, Craft Metrics International.
CTS Sales Proﬁle http://www.ctssalesproﬁle.com/cgi-bin/smsselect/mff_chart.pl5
1 of 1 7/24/13 9:18 AM
Highly Rated
Service Team
Member
Page 13
73

7/17/13 4:28 PMCTS Sales Profile
Page 1 of 2http://www.ctssalesprofile.com/cgi-bin/smsselect/mff_chart.pl5
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 %)
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.
© 2013, CraftMetrics International.
Highly Rated
Service Team
Member
74

7/17/13 4:22 PMCTS Sales Profile
Page 1 of 2http://www.ctssalesprofile.com/cgi-bin/smsselect/mff_chart.pl5
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 %)
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.
Highly Rated
Service Team
Member
75

Low Rated
Service Team
Member
7/20/13 7:15 PMCTS Sales Profile
Page 1 of 2http://www.ctssalesprofile.com/cgi-bin/smsselect/mff_chart.pl5
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 %)
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.
© 2013, CraftMetrics International.
Page 14
76

0 50 100
Deadline Motivation
Analytical
Deadline Motivation
Compassion
Caution - Time Management Issues
Spends too much time analyzing
Spends too much time nurturing/overly compassionate
Assertiveness
Compassion
Caution - Intimidating/cold
Page 15
77

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

•Tour of the CTS site
79

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

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

Too much emotion clouds
logic.
Developing your Interviewing Skills
82

Critical balance
between
logic and emotion
Developing your Interviewing Skills
83

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

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.
Developing your Interviewing Skills
What causes us to
like other people?
85

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.
Developing your Interviewing Skills
What causes us to
like other people?
86

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

Developing your Interviewing Skills
A thorough interview process attracts strong
candidates and repels weak candidates.
•Follow the system as written.
•Ask for speciﬁc examples.
•Ask the questions as written. If the candidate does not
understand the question, tell them to answer based on their
understanding.
•Ask the questions in order.
•If candidate rambles, interrupt and ask, “What was my
question.”
88

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

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

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

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

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

Thank
You
94

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