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Affiliation Supporting the organization’s goals and directives The behavior of Affiliation reflects one’s commitment to the organization. When examining a person’s alignment to the organizational culture, this behavior becomes important. Often times someone can be disengaged with his or her role because they are not culturally aligned. Their Affiliation score determines whether or not they push through that misalignment and perform consistently in spite of it. High Score (6-8) This individual is loyal, through and through. If he is not aligned with the company’s goals and directives, he will serve regardless. Sales - High scores will indicate that the person would follow rules and procedures, even the prospect’s. Sales Manager - High affiliation will reinforce company procedures and policies, without considering personal impact on themselves or the sales team. Low Score (0-2) This individual is loyal, only if culturally aligned with the organization. If he is not, it may show up in attitude and/or performance. Sales – Low scores will be evident by a more maverick-style behavior, and tendency to rebel against policies and guidelines. This person is willing to push back on the prospect, especially if their rules and procedures slow down the sales process. Sales Manager – Low affiliation shows more of an entrepreneurial style. Policies and procedures are viewed as guidelines, rather than hard and fast rules to be followed.

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Assertiveness Being assertive and taking charge The behavior of Assertiveness gives an indication of someone’s comfort level with being ‘in charge’. Assertiveness can be confused with Influence. Assertiveness is more grounded in attitude, while influence is more easily observed by technique. How can you see assertiveness? Dealing with ongoing work initiatives can be managed respectfully and collaboratively, or it can be controlled by an individual, allowing minimal external involvement. The Assertiveness score will show you where in this spectrum someone lies. High Score (6-8) This person may dominate through action or words, and be perceived as aggressive. Sales – High scores in assertiveness will be evident by a strong comfort level in moving a prospect through the selling process, even when dealing with resistance. If the score is extremely high, the prospect may feel rushed or bullied. Sales Manager – High assertiveness may come across as inflexible. This isn’t necessarily reflected in taking over someone’s work, but may come across in dominating meetings with clients or taking freedom of thought away from the salesperson. Low Score (0-2) This person prefers to be in the background. May be comfortable asserting what they are familiar with, but not when encountering resistance. Sales – A salesperson with low assertiveness tends to be very diplomatic and not forceful. This may work when managing existing business or working with referrals. When faced with bringing in new business, this person is less comfortable with strong suggestive selling, or enforcing the selling process. Sales Manager – Sales Managers who are low in assertiveness will be more approachable. Their team will feel empowered to provide input; conversely they may also feel like there’s no one providing strong direction.

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Authority Relationships Demonstrating cooperation and respect for leaders Authority Relationships shows how someone feels about being managed. It can also reflect their attitude about authority. Are they intimidated by the prospect’s position in the company, or do they see themselves as being equal in the selling process, regardless? This is a behavior where, depending on the role, a high score may limit the success of the individual. High Score (6-8) This individual desires interaction with, and guidance from, their supervisor. Providing clarity in defining the individual’s role is important. They prefer to know exactly what is expected of them. Sales – High Authority Relationships will cause a dependence on management. It may just be in the form of a frequent contact to ‘update’ their boss on what’s going on. It could also be for reassurance that they’re doing the right thing. These individuals typically are less comfortable calling on C-level executives, because they may be intimidated by authority. This tends to limit their success in prospecting and selling to the top. Sales Manager – High Authority Relationships indicates this person will defer to upper management in decision making situations. They typically will not go to bat for their sales team, and the tendency to make concessions toward upper management is high. This is a source of frustration for the sales team. Low Score (0-2) This individual is self-directed. In fact, minimal interaction with the supervisor is preferred. Meeting with someone at a high level of authority does not affect their emotional objectivity. Sales – Low Authority Relationships is typically desired for a hunter-type of sales position. This is a person who resists micro-management, and may often be labeled the “maverick”. The benefit is nobody intimidates this person. They also work well remotely in satellite offices. The challenge is they tend to be difficult to manage. When they need help, they don’t ask for it. Sales Manager – Low scores will demonstrate a “maverick” style within the organization. This person may be perceived by upper management as difficult to work with, however, the sales team will likely feel as though their interests are well represented by him/her.

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Closure Agreeing upon and completing courses of action with others Closure is another way of saying follow-through. This behavior does not indicate whether someone has closing skills. When reviewing this behavior in a sales organization, consider the ability to move something forward to completion. What becomes especially relevant is when it involves the cooperation or participation of others (prospects, direct reports). High Score (6-8) This individual prefers to expedite the process, or ‘clean their plate’. Lengthy discussion about issues can frustrate this person. Extremely high score indicates impatience. Sales – High Closure is viewed as an asset when moving a prospect through the sales process. The red flag is where the score is extremely high (8-9). This salesperson may rush through the sales process, not attentive enough to the prospect’s needs. Sales Manager – High Closure becomes important when monitoring the sales team activity. This attitude toward closure will foster more interaction between the manager and direct reports, and keep the team focused on their goals. Low Score (0-2) Lacks the ability to organize resources and move things forward. Drags their feet, especially on things they dislike doing. Sales – Low scores demonstrate the inability to stay on task and keep up with status or progress. In a short sales cycle, this person will struggle with timely responsiveness to prospects’ requests. In a long sales cycle, this person will appreciate the pace, and endure the many ‘moving parts’ more easily. Sales Manager – Things may take longer to complete, due to the sense of urgency being absent. This is someone who will need to be reminded about deadlines or outstanding issues.

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Communication Giving and receiving information Communication does not measure whether or not someone communicates, but the style in which they do so. Viewing this behavior from the perspective of a selling situation, this score will indicate whether someone is brief and to the point, or approachable and expansive. High Score (6-8) This person is easy to talk with. Most likely, they will have a very friendly demeanor, putting people at ease. Sales – High Communication scores will be an asset during bonding and rapport, but may not be as effective during questioning and qualifying. When someone is strong in communication, the subject can easily be changed to keep “conversation” flowing. This makes it difficult to stay focused on pain. Sales Manager – High Communication scores increase the effectiveness of the manager as a coach. The instruction or coaching given by this individual will flow as conversation rather than rigid direction. Low Score (0-2) This person comes across as extremely professional, and may appear to have no time for small talk. Sales – Low Communication scores will make prospecting calls less comfortable. The tone of voice will be professional, lacking warmth or ease. On the other hand, during a meeting, the salesperson will more easily keep the conversation on track. Sales Manager – Low Communication scores indicate a more ‘cut to the chase’ attitude. This can often be mistaken for lack of interest. Salespeople may feel as though they are imposing on the manager’s busy schedule.

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Competitive Style Obtaining advantage through team or individual effort(s) Competitive Style does not measure whether or not someone is competitive. Rather, it measures the style in which you like to compete. This behavior focuses on whether or not someone is team focused or more comfortable as an individual contributor. High Score (6-8) This person prefers to work independently, and is less interested in camaraderie among peers. Sales – High Competitive Style is ideal for an outside salesperson. Being able to achieve something on their own gives them great satisfaction. This person may not be as comfortable working with others toward a goal or objective. Sales Manager – High Competitive Style can be used to motivate the sales team. A “Want to Win” attitude can be contagious and have a positive influence on others. The downside to a strong competitive style is that the manager may take the sales process into his/her own hands to ensure the win. Low Score (0-2) This person is very team oriented and works well in group settings. Sales – Low Competitive Style displays as a preference to work with others. This could be because of fear of failure. If working in a group, the mission fails, then no one person is at fault. The low score could also indicate humility. They are not all about the glory, but are comfortable sharing the victory with others. Sales Manager – Low Competitive Style indicates the ability to coach. This person is very interested in showing a ‘side by side’ attitude rather than a fearless leader. They will have the desire to mentor or train the sales team.

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Concentration Focusing and avoidance of distractions Concentration measures a person’s ability to stay focused, tuning out all distraction. Depending on the role, a more ideal range could be in the middle, 3-5. High Score (6-8) This person focuses intently, and may resent interruption. Often times, this score drives one’s ability to stay organized, on task, and follow through. Sales – High Concentration scores will result in strong attentiveness to the sales process. However, it may also cause the person to miss outside influences. Rigid focus on the specific purpose of a sales call could result in frustration when the prospect wants to change the subject or delay the process. Sales Manager – High Concentration determines the sales manager’s tendency to stay focused on sales activity. If they are taken off course with problem solving or account management issues, they will easily come back to their own tasks – monitoring activity and meeting with their team. Low Score (0-2) This person is easily distracted and has difficulty getting back on track. Sales – Low Concentration scores may result in weak qualifying and pain discovery. This is due to losing track of the original purpose of the meeting, and letting the prospect take control. Tracking accounts will be challenging. A low score in this behavior is common with strong hunters. Their focus is on moving forward faster, not cleaning up their desk. Sales Manager – Low Concentration can be extremely detrimental to a sales manager. Following up with the team, sticking to scheduled meetings, and monitoring account activity will be difficult. Often times, if a sales manager is weak in this area, it is due to the fact that they prefer to be “in the trenches” and following the sales process more closely.

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Conflict Management Weighing in on and resolving differences Conflict Management scores determine whose best interest is being represented. High Score (6-8) This person demonstrates a strong desire to win. Their agenda is of utmost importance when working through issues or problems. Sales – This person will be comfortable standing their ground. Winning is so important that they may manipulate the rules regardless if it’s unfair to others. Sales Manager – This person is comfortable intervening when necessary. Dealing with performance issues, as well as getting involved in struggling salesperson’s pipeline come easily. Low Score (0-2) This person is more interested in an equitable solution than the risk of damaging a prospect relationship. . Sales – This person tends to back away from confrontation rather than risk causing anger or displeasure. They may make concessions when negotiating pricing or contract commitments. Sales Manager – Poor performance will be tolerated. This manager prefers to manage side by side, rather than providing a strong leadership presence.

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Creativeness Envisioning new options, either practical or theoretical Creativeness tells us whether or not someone is an out of the box thinker, or one that relies on past knowledge and experience to dictate future actions. Extremes would be: “Let’s break it and see if we can fix it.” compared to “If it ain’t broke, don’t fix it.” High Score (6-8) This is someone who loves to be in the think tank. Brainstorming comes easily, and there is no fear of a bad idea. Sales – High Creativeness shows flexibility during a sales call. While this proves to be effective when developing custom solutions, if a viable solution already exists, this salesperson will still create a new one. Sales Manager – High Creativeness results in strong coaching sessions. A manager understands different salespeople struggle in different ways, however, it’s hard for them to understand that free thinking and brainstorming to solve problems doesn’t come easily to everyone. The manager may get frustrated with the sales forces’ lack of problem solving. Low Score (0-2) This person is extremely practical, and perhaps unimaginative. There tends to be fear of failure or risk, driving more of a “sure thing” result. Sales – Low Creativeness results in a limited ability to anticipate the unexpected and being able to address it (i.e., Problem Solving) creates challenges with prospecting, questioning and qualifying, as well as closing. There will be a cookie cutter approach to all of these scenarios, resulting in a cookie cutter result – no forward progress. Sales Manager – Low Creativeness leaves the sales force with limited assistance. When addressing sales issues, the manager relies on past experience, and has difficulty creating new solutions. The sales team can become frustrated with the same old responses, and eventually stop coming to the manager for advice.

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Decisiveness Choosing a course of action with speed and ease Decisiveness gives an indication of someone’s comfort level with risk. You can determine whether someone is comfortable thinking independently, or if they prefer to make decisions through consensus. High Score (6-8) This is someone who can make judgments quickly, without much concern for the ‘down side.’ Sales – High Decisiveness indicates that a salesperson is comfortable going for the “no.” Think-It-Overs don’t exist in their world, so they expect the same from their prospects. Sales Manager – High Decisiveness enables the manager to address problems quickly, comfortable with limited information. Low Score (0-2) This is someone who needs to gather all the facts before coming to a decision. They often fear the ‘down side,’ which delays the decision making process. Sales – Low Decisiveness typically comes from a fear of making the wrong decision. Often times, a salesperson leans on their manager or peers to bounce ideas around and come to a decision together. This person will think it over, and allow their prospects to do the same. Sales Manager – Low Decisiveness may create a lack of confidence from the sales team. Cautiously moving forward, getting consensus from others, or second guessing themselves represents a diplomatic, collaborative leadership style rather than a strong, controlled, ‘follow me’ style. LINKAGE – Decisiveness and Competitiveness tend to track together. They’ll both be low or they’ll both be high. If someone is high in Competitiveness (wants to win independently), they’ll want full control of the decision making process. If someone is low in Competitiveness (prefers group/team environment), they will share information and get the opinion of others. If they do not track together, there is bound to be frustration…

• The desire to move quickly (high Decisiveness), but limited by team progress (low Competitiveness)

• The need to get consensus (low Decisiveness), while preferring to work independently

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Detail Orientation Attention to facts and experiences making one a competent and skilled expert Detail Orientation measures someone’s tendency to focus on specific issues. This behavior is sometimes confused with other behaviors such as Task Completion and Structure, but does not reflect one’s ability to complete work objectives. High Score (6-8) High scores in Detail Orientation result in focusing on smaller components of the overall situation. This person has a tendency to be analytical and precise. Sales – High Detail Orientation indicates a salesperson will focus on specific components of the sale, often without a clear understanding of the big picture. Sales Manager – High Detail Orientation enables the manager to analyze the sales team’s activity and address any coaching issues. Low Score (0-2) This is someone who approaches issues with more of the ‘big picture’ in mind. Sales – Low Detail Orientation reflects the ability to avoid dwelling on one issue, allowing the salesperson to probe in all areas of potential needs. Sales Manager – Low Detail Orientation results in less desire to track sales activity/behavior. This lack of supervision causes the sales manager to miss early warning signals. LINKAGE – Detail Orientation and Planning tend to correlate at opposite ends of the scoring range. If someone is low in Detail Orientation, they will likely score higher in Planning. This supports the ‘big picture’ thinking. If both Planning and Detail Orientation are low, the cause is likely to be fire drills that drive the planning score down. This can be frustrating for someone who is wired to think more strategically, but can’t because of the environment.

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Ego Gaining respect and demonstrating confidence The Ego score encompasses two elements of behavior – one’s trust in themselves, as well as their depth of need for recognition. It is important to consider other behaviors to get a complete understanding of the Ego score. High Score (6-8) A high score in Ego can indicate a very confident individual. LINKAGE – The behaviors that support this are strong scores in Assertiveness, Influence, Decisiveness and/or Conflict Management. LINKAGE – If these scores are low, indicating a lack of trust in themselves, then the high Ego score may indicate a high need for recognition. Sales – If the Ego score is high, as well as the complementary scores, this individual will comfortably drive the sales process. As part of their Ambition & Drive, a strong Ego score results in the salesperson stretching their goals, or raising the bar. If, however, the Ego score is high, but the complementary scores are low, this is someone who isn’t extremely confident. Motivation may come from strokes of acknowledgement or recognition. Sales Manager – If the Ego score is high, along with the complementary scores, the manager will have a strong presence. In the same fashion as the salesperson, they will often stretch their goals. Low Score (0-2) This person may struggle with their confidence, inhibiting the ability to be in a dominant position. They typically don’t trust their judgment. LINKAGE – Along with a low Ego score, if the Assertiveness, Influence, Decisiveness and/or Conflict Management are low, this results in a lack of confidence and a strong need for recognition. LINKAGE – If the Ego score is low, but these other behavior scores are high, this person is confident, yet exhibits humility. Sales – Low Ego typically results in a more diplomatic style with clients. This style can be ineffective with a strong willed prospect. Sales Manager – Low Ego indicates that a manager tends to lead side by side, rather than having a strong ‘out in front’ position. This allows the sales team to run the show, reducing the sales manager’s ability to hold them accountable.

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Emotional Composure Maintaining professionalism and poise Emotional Composure is the thermometer that tells us how easy it is to read someone. This can come from body language, facial expression, or obvious verbal cues. High Score (6-8) This is someone who holds their cards close to the chest. As with many of the behaviors, there could be an up side and a down side. Sales – High Emotional Composure is an asset in many selling situations. Keeping emotions in check will help the salesperson remain objective. The Up Front Contract is more likely to be enforced. However, complete lack of expression could also give a prospect the impression that the salesperson isn’t very passionate about their product or service. Sales Manager – High Emotional Composure enables the manager to address issues within the sales team more effectively. Lack of expression, verbal in particular, may cause concern within the sales team. It creates the feeling of “I wonder what he/she is thinking?” Low Score (0-2) This is someone who has to express their feelings or thoughts. They speak before they think, and may not choose their words carefully. Sales – Low Emotional Composure may cause the salesperson to become emotionally involved, making it difficult to manage the sales call. If the person is high in Instructiveness as well, there may be some candy spilled in the lobby. Sales Manager – Low Emotional Composure results in much more direct conversation with the sales team. “If you feel it, say it” is very easy for this person. In coaching situations, this manager may not use tact or choose words carefully.

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Empathy Sensing what others are feeling and responding to their needs The behavior, Empathy, provides insight into a person’s need for approval, how they deal with rejection, and whether or not they can be nurturing. High Score (6-8) This is someone who tends to put others’ feelings ahead of their own. They are more likely to walk in the other person’s moccasins. Sales – High Empathy creates many obstacles for a salesperson. While they will easily build rapport, it is difficult for this person to view a prospect as a business relationship rather than someone to get to know. Though someone has the techniques to prospect, the possibility of rejection may result in procrastination. Sales Manager – High Empathy makes it difficult for a manager to hold the team accountable. There is often a need to be liked, or to feel like part of the team. This is common when a salesperson is first promoted to become a manager. Low Score (0-2) This is someone who doesn’t care about being liked. It doesn’t necessarily mean he/she is difficult to get along with. They simply keep emotions out of it. Sales – Low Empathy will serve a salesperson very well. They approach prospects as an opportunity to build a business relationship, rather than someone they have to “win over.” Typically, a salesperson with low Empathy knows how to compensate during a sales call, even though bonding and rapport doesn’t come naturally to them. Sales Manager – Extremely low Empathy is not ideal for a manager. While it may be easy to have difficult conversations with the sales team, the coaching style will most likely be cold and impersonal.

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Goal Orientation Ambition and desire to be the best How aggressively goals are set and whose interest is at stake are things to consider when measuring Goal Orientation. Bill Gates set goals, but so did Mother Theresa. Both set forth with vision and perseverance to achieve their desired results. High Score (6-8) This person sets challenging goals, and is not hesitant to raise the bar when goals are met. The desire for a high income and professional achievement motivate this person to work harder. Sales – Successful hunters typically score high in Goal Orientation. This person wants to make as much money as possible. This desire pushes them toward the right behaviors. Sales Manager – High Goal Orientation will be evident through strong goal setting exercises, as well as effectively motivating the team by sharing the goals and expectations that come with them. Low Score (0-2) Goals may be a normal part of someone’s process, but the goals are typically set for the good of others. Often times this indicates that someone is balancing professional and personal goals. Sales – Low Goal Orientation can be due to life balance, as well as an indication of organizational culture. If the Goal Orientation score is low, look for other indicators that take the goal setting activity away from the salesperson. ** Authority Relationships – if this is high, then the salesperson looks to the manager to set goals, targets, and priorities. More information is needed to find out if it’s due to a lack of confidence, or conditioning from a micro-managed environment. Sales Manager – Low Goal Orientation results in lack of direction for the sales team. While the manager’s style may be more motivational through coaching relationships, the accountability suffers. The sales team cannot be held accountable if goals aren’t made clear and expectations set forth.

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Influence Gaining acceptance of ideas High Score (6-8) This is someone who is very comfortable asserting their own opinions and ideas. There may also be an eagerness to get buy-in or agreement from others. Sales – High Influence indicates a salesperson’s desire to persuade the prospect or client. Typically high Influence accompanies high Assertiveness and high Conflict Management. This salesperson has confidence in their ideas and point of view and it’s important to them that the prospect accepts that. Sales Manager – High Influence is demonstrated through a manager’s leadership style. He/she will direct others with conviction. If the Influence is extremely high (score of 9), the manager may be reluctant to take suggestions from the salesperson. Low Score (0-2) This is someone who doesn’t feel strongly about persuading others. Though they may feel strongly about issues, they won’t push very hard. Sales – Low Influence will cause a salesperson to take a passive approach in sharing information. It can also be an indication of low confidence. Take into consideration whether or not the manager is encouraging or discouraging this behavior. Sales Manager – When a sales manager is low in Influence, there is a tendency to get consensus from others. Though a salesperson will be able to provide input, the leadership presence may be put into question.

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Initiative Taking action without being told This behavior demonstrates someone’s willingness to “just do it.” Cognizant of how full their plate is, the Initiative score will determine whether or not someone takes on more work or more responsibility. High Score (6-8) A high score in Initiative demonstrates self-directed behavior. This person may take on too much work, finding it difficult to say no. This is not necessarily related to a need for approval. Rather, it is an issue of work ethic and the focus on results. Sales – A high Initiative score gives us a sense of the salesperson’s level of desire. They don’t wait to be told, they just move forward. Extremely high Initiative can result in actions taken too quickly, without careful consideration. LINKAGE: Initiative typically tracks with Goal Orientation. If one is high, the other is also usually high. If one is low, the other should be low as well. When they don’t track together, it may be an indication of frustration. Goal Orientation is high / Initiative is low - something is causing the lack of action. Often times, someone is driven, but de-motivated. Common causes for de-motivation are how one is being managed, being compensated, or being acknowledged. LINKAGE: Initiative is high / Goal Orientation is low - this indicates that the drive isn’t as strong. However, the high Initiative score often implies that this person can overcome a moderate drive by the strong desire to take action. Sales Manager – High Initiative may result in the manager taking over for the salesperson. When the score is extremely high, it is common that the manager will be frustrated with those who can’t keep up. Low Score (0-2) A low score in Initiative requires someone to be pushed. Reasons for a low Initiative score can range from being overworked and feeling overwhelmed, to a lack of desire to perform due to dissatisfaction in the work place. Sales – Low Initiative will result in the person needing closer supervision. Even with strong scores in key areas, e.g. Prospecting, Ambition, Questioning & Qualifying, lack of Initiative will quickly be evident. This person may want to perform, but must be led toward the desired result. Sales Manager – Low Initiative indicates that a manager won’t like to be pushed. With this behavioral preference, often times they won’t push others very hard. If someone on the sales team has high Initiative, this isn’t a problem. If the salesperson has low Initiative, the manager may not hold them accountable or coach them appropriately.

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Instructiveness Coaching, teaching or sharing information with others The Instructiveness score measures how much information is typically shared with others. This is different than one of the previous behaviors, Communication. Communication is more about style of sharing information. High Score (6-8) A high score in Instructiveness indicates a strong desire to share knowledge. Sales – If the Instructiveness score is high, the 70/30 rule is more difficult to enforce. Though one can be trained to ask questions using the pain funnel, the salesperson may revert back to “features and benefits” when under pressure. Sales Manager – A high Instructiveness score has an up side and a down side for Sales Managers. High Instructiveness will mean clear expectations will be set, and strong coaching sessions will take place, leaving no room for doubt. The down side is that the manager may talk more than listen. Understanding the issues or problems that need attention requires a moderate to strong Listening score. LINKAGE – Something to consider when this score is high – does the person share information to prove themselves, or boast about their experience and expertise? Look at scores in Assertiveness, Influence, and Competitive Style to gain more insight. Low Score (0-2) A low score in Instructiveness resembles short, to the point, conversations. Sales – Low Instructiveness makes the 70/30 rule much easier to follow. The salesperson will be less likely to waste time, allowing more focus on what has been outlined in the Up Front Contract. When asked questions by the prospect, they will be concise, which may come across as less nurturing. Sales Manager – Low Instructiveness will result in a direct, less nurturing, coaching style. If information is shared sparingly, the salesperson may become frustrated. LINKAGE – If the Instructiveness is low, look for high scores in Assertiveness, Influence, and Initiative. This may be an indication that the Sales Manager will go in and rescue the sale or opportunity rather than take time to help the salesperson grow through coaching.

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Intensity The amount of pressure and stress one feels The Intensity behavior measures whether or not an individual lets stress in, versus letting it roll off their back. This behavior is often evident to the observer. High Score (6-8) A high score in Intensity results in letting pressure/stress drive your actions or performance. After hours, weekends, and vacations are often preoccupied with thoughts of work. While this often points to a strong work ethic, it could also indicate difficulty in handling stress. See the linkage below. Sales – High Intensity is an asset for salespeople. This energy and pressure drives a salesperson to work toward goals and objectives. On a sales call, if the Intensity is too high, the prospect may see, and therefore, feel the pressure. Sales Manager – High Intensity keeps a sales manager locked in to the sales activity. If they feel pressure, they’re likely to stay engaged and have a need to be in the trenches. It may result in over-involvement in sales activity, such as taking over a sales opportunity for a member of the sales team. LINKAGE – When looking at Intensity, always look for the Vitality score. If both are high, the person is high energy and can deal with the stress. If Vitality is low, the lack of energy toward performance could be due to the level of stress they are experiencing. If Intensity is high and Vitality is low, watch the potential for “burn out.” Low Score (0-2) A low score in Intensity indicates a healthy work life balance. This person knows how to “un-plug” from work and redirect their energy elsewhere. This doesn’t necessarily mean they aren’t as dedicated to their career. It could be an indication of working smarter, not harder. For more information, see the linkage below. Sales – When Intensity is low, it appears as though a person is not easily rattled. Calm, controlled conversation comes naturally to this person. This makes it easier when trying to convey confidence to prospects, and that you don’t really need the business. Sales Manager – Low Intensity can be seen as both positive and negative. The Sales Manager’s calm demeanor can reduce the stress level for a salesperson under a lot of pressure. It can also leave a salesperson feeling like their problem isn’t being taken seriously. LINKAGE – To determine whether the low Intensity affects the individual’s work ethic, look at the score for Self Responsibility. If Intensity is low, and Self Responsibility is high, the person takes ownership for their results, and handles pressure well (an indication of working smarter, not harder). If Intensity is low and Self Responsibility is low, it could be that the person handles pressure well because they make excuses or refuse to take ownership – putting the pressure on someone else.

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Learning Advancing knowledge, skills and abilities The Learning behavior measures the desire to learn, as well as the style of learning that’s most effective for the individual. High Score (6-8) A high score in Learning reflects someone who is open minded, thirsty for knowledge, and/or is thorough in obtaining information. This is someone who likes to learn by reading or studying. Often times, they will be working through several books or published works at the same time. Sales – High Learning indicates that this person will be very comfortable asking questions, and talking less. This also helps the salesperson pick up on cues given by the prospect. Reading the situation, or hearing what isn’t being said, gives the salesperson a better sense of commitment level from the prospect. The down side to a high Learning score, is that the salesperson may feel like they always need more information. This could lead to Analysis Paralysis in the prospecting activity. Sales Manager – High Learning for a Sales Manager creates an effective coaching session. The salesperson will be able to provide information and input toward account activity, allowing for a more interactive discussion. Low Score (0-2) A low score in Learning can result from several different issues. This person typically likes to learn by participating in the process. Analogy: If you purchase a big screen TV, do you read the manual thoroughly (High Learning), or do you just turn it on and start trying to program channels, using the remote control through trial and error? A low Learning score could indicate a low tolerance for new ideas, or possibly the “I already know it all” attitude. Sales – When Learning is low, it may result in poor questioning techniques. Often times, a low Learning score indicates that someone feels they already know what is needed. This may be because they’ve been in the industry a long time, or it could be a symptom pointing to an inflated ego. Sales Manager – For a Sales Manager, low Learning will result in a ‘cut to the chase’ mentality. If the sales team is made up of confident, strong performers, they may appreciate this style. For those who need to share ideas, discuss opportunities, and get coaching, their positive outlook may be affected by the lack of nurturing.

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Listening Seeking to understand what others are saying The Listening behavior measures how engaged or ‘tuned in’ someone is toward what is being communicated. High Score (6-8) A high score in Listening results in clear understanding of communication, and strong tendencies to be observant. Sales – High Listening indicates that this person will follow the 70/30 rule very well. It doesn’t necessarily mean they have strong questioning techniques, but they will be good at ‘taking turns’ talking when meeting with prospects. The down side to a high Listening score is that the salesperson may hear things that haven’t been said. For example, if the prospect says “Your service plan is better than the competition” the salesperson may assume that they’ve got the deal. Sales Manager – High Listening for a Sales Manager creates an effective coaching session. This becomes important when you consider that each salesperson has unique needs, and may need to be coached or motivated differently. Low Score (0-2) A low score in Listening reflects the desire to get to the bottom line. It can also be an indication of the inability to focus, due to a full workload. Sales – When Listening is low, a salesperson may move too quickly through the sales process. Information is gathered, but cues that lead to more pain may be missed. The low score could also be a symptom of friction or conflict. If the relationship with the Sales Manager isn’t strong, this may cause the salesperson to shut down. Sales Manager – For a Sales Manager, low Listening may come across as lack of interest. Salespeople may feel rushed when interacting with the manager. If the salesperson has a need for approval, he or she may decide that asking for help is actually bothering the manager.

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Mobility Accommodating to requirements for moving about and/or travel The Mobility behavior is often perceived as willingness to travel. In fact, it encompasses a bit more than that. It also examines someone’s preferences for being stationary or mobile. This could mean within the office environment, as well as short distances, not requiring overnight travel. High Score (6-8) A high score in Mobility indicates a comfort level with being on the move, even at the last minute. This person prefers not to stay in the office, confined to the desk. Sales – High Mobility reflects constant movement. This person prefers to meet in person, rather than on the phone, even in the office. Finding them at the desk, doing paperwork, won’t be the norm. They are likely down the hall, or out of the office. While this is a plus for prospecting activity, it may be challenging to nail them down. LINKAGE – High Mobility, along with high Response to Change, is an indication of restlessness. If the work isn’t challenging enough, or providing enough variety, they may likely get bored. Sales Manager – High Mobility for a Sales Manager is generally a plus. This manager isn’t the type who will sit in the office and wait for interaction. He or she will likely want to be out “on the floor” mixing with the sales team, with a willingness to participate in sales calls. Accessibility is key if a manager is going to have a good understanding of the sales team activity and obstacles that exist within. Low Score (0-2) A low score in Mobility results in someone less inclined to be visible. Having a “home base” is comfortable for them. On the go, sporadic schedules are not preferred. Sales – When Mobility is low, working from an office is preferred. This person is less inclined to go to networking events during the day. Often times, the reason for low mobility is due to the work demands that keep a person at their desk. This person won’t be averse to travel or face to face meetings, but last minute plans tend to create tension. Sales Manager – For a Sales Manager, low Mobility typically means they’re less accessible. Working from their office, they prefer to have the salesperson come to them when needed, rather than routinely seeking out the team.

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Negotiating Bargaining effectively for a strongly held position The Negotiating behavior is closely related to Conflict Management. Negotiating tells us how comfortable someone is with conflict. Conflict Management tells us how they handle the process. High Score (6-8) A high score in Negotiating reflects someone who loves debate. This is someone who likes to “rattle the stick in the cage.” They are very principled and tend to be less accepting of ‘gray’ area. Sales – High Negotiating scores mean that a salesperson has the desire to push back on a prospect. They believe their ideas have merit and want the prospect to see their point of view. LINKAGE - However, the Negotiating score doesn’t tell us whether or not they have the confidence to push back. See the Assertiveness and Influence score to get a sense of their comfort level expressing their views. Sales Manager – High Negotiating for a Sales Manager creates a strong leadership presence. The style of leadership has impact on how the sales team accepts this principled, strong conviction of the manager. Low Score (0-2) A low score in Negotiating results in low comfort level when dealing with conflict or problem solving. This person may not run from conflict, but prefers to coexist in a non-confrontational way. Sales – When Negotiating is low, the salesperson doesn’t feel comfortable with prospects that resist the sales process. If the prospect ‘straightens their spine’ and won’t volunteer information, the salesperson may move past it rather than using techniques to clarify (e.g., budget and decision). Sales Manager – For a Sales Manager, low Negotiating may result in difficulty holding others accountable. The management style may be one of consensus rather than a strong leadership presence.

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Planning Thinking and organizing strategies, for either near or long-term The Planning behavior measures whether someone is proactive or reactive. We will also examine whether or not someone with the Planning behavior exhibits strategic or tactical tendencies. High Score (6-8) A high score in Planning reflects someone who is strategically minded. They prefer to look at long term plans and be in the “think” tank. Sales – High Planning scores indicate that the salesperson is viewing sales activity over the long term. Goals are set for the month, the quarter, the year, and perhaps further out. This tendency to look forward may keep the salesperson from focusing on the day to day activity that needs attention. Sales Manager – High Planning for a Sales Manager is important when setting goals and expectations for the sales team. Motivating the sales team goes beyond the immediate quota. Strong Planning scores give the sales team a clearer picture of long term growth for the company, and how the team can impact those objectives. Low Score (0-2) A low score in Planning results in reactive behavior. Focusing on the work that requires immediate attention is the norm. A heavy workload is often the case for this firefighting mentality. Sales – When Planning is low, the salesperson may not take the time for pre-call strategizing. They wing it during sales calls. This takes away control of the sales process. The prospect’s system may win out. Sales Manager – For a Sales Manager, low Planning score results in staying involved in the day to day sales activity, rather than focusing on long term objectives for the organization as a whole.

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Presentation Style Holding others’ attention while presenting Presentation Style tells us how easily a person engages others and keeps their attention. In other words, are they easy to listen to? High Score (6-8) A high score in Presentation Style is often read by others as entertaining. This style can be effective in the fulfillment step, or in a training situation. Sales – High Presentation Style can be useful in the Bonding & Rapport step, but may work against the salesperson in the Pain step. Often times, strong Presentation Style comes with a need for approval. During the Pain step, this lighthearted, fun communication style may detract from the emotional involvement you’re seeking from the prospect. Sales Manager – High Presentation Style results in being easy to talk to. While this may create a comfortable coaching environment, the underlying need for approval may inhibit the accountability required between the manager and the sales team. Low Score (0-2) A low score in Presentation Style results in a very professional, direct communication style. People who have strong technical backgrounds have a tendency to score low in this area (engineers, IT, accountants). This doesn’t mean they aren’t able to be engaging, but their style is to be more factual and concise. Sales – When Presentation Style is low, the Bonding & Rapport is a bit more challenging. The tendency is to get right to business. When going through the Budget or Decision steps, this more direct style makes it easier to speak with conviction and confidence. Sales Manager – For a Sales Manager, low Presentation Style creates a stronger leadership presence. The sales team has a sense of his/her serious nature, and their coaching or direction will be more credible.

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Response to Change Modifying work practices to accommodate new direction Response to Change reflects a person’s ability to deal with and/or manage change. Extremely high scores may mean changes take place without strong compelling reasons. High Score (6-8) A high score in Response to Change indicates someone who enjoys challenge and variety. Sales – High Response to Change shows resilience when dealing with prospects. This salesperson adjusts to changes in the agenda well. In considering their score in Mobility (typically these two will track closely together), you can determine whether or not this person gets bored easily, and may need to be challenged. Sales Manager – High Response to Change may bring about confusion for the sales team. If strategic direction changes, then goals change, impacting the sales team’s activity. This instability may create frustration for the sales team. Low Score (0-2) A low score in Response to Change results in preference for predictability. Sales – When Response to Change is low, there is less creativity in the sales process. If the prospect changes the direction of the meeting, this salesperson will easily lose objectivity. Sales Manager – For a Sales Manager, low Response to Change will demonstrate stability for the sales team. If a salesperson wants to be creative in developing a solution or a non-standard pricing strategy for an opportunity, this Sales Manager may inhibit the sale.

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Schedule Orientation Creating and meeting time commitments The Schedule Orientation behavior measures the tendency to effectively manage schedules and deadlines. High Score (6-8) A high score in Schedule Orientation indicates a strong desire to meet commitments on time. This person is often early for meetings, and meets work deadlines early. There may be a tendency to over commit their time, bringing on stress. Sales – This person focuses on getting things done on time. This creates more of a “quantity vs. quality” attitude. Completing something on time becomes more important than being thorough or precise. When considering prospecting activity, the focus will be on completing the one hour of dials written down on the calendar. The quality of the calls may not be rich, but if the cookbook says “20 dials,” then they will complete 20 dials. Sales Manager – High Schedule Orientation typically results in consistent meetings scheduled with the sales team. The sales team will expect the meetings to occur, therefore, accountability will be strong. Low Score (0-2) A low score in Schedule Orientation indicates more of the “winging it” attitude. Day to day activity is managed, with little thought for scheduling in the future. Sales – Low Schedule Orientation will result in last minute preparation. Many strong salespeople score low in this behavior. They tend to be more results focused, less interested in the tactical details of managing schedules. Though work is often completed at the 11th hour, internal systems and processes are often enough to keep the salesperson on track. Sales Manager – For a Sales Manager, low Schedule Orientation will result in lack of consistency in meeting with the sales team. The lack of accountability will create a relaxed, no pressure environment. In addition, the salesperson who needs direction may feel neglected, causing frustration.

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Self Responsibility Taking personal accountability The Self Responsibility behavior measures whether or not an individual takes ownership of their results. When objectives are not met, this behavior tells us whether or not someone will look externally and find excuses, or internally and determine how they had impact on the results. High Score (6-8) A high score in Self-Responsibility demonstrates strong ownership for results. Extremely high scores can result in accepting blame for things that are beyond their own control. Sales – High Self Responsibility is essential for salespeople. If goals are not met, there is no room for excuse making. This salesperson will look internally to see what they could have done differently to create a different outcome. Sales Manager – High Self Responsibility often results in over-managing the team. This Sales Manager may stay involved in the trenches, to ensure that the results are to his/her satisfaction. While this gives the sales team an active participant and coach, the ‘rescuing’ that takes place may prevent a salesperson from learning and growing. Low Score (0-2) A low score in Self Responsibility indicates a desire to hide from poor results. The reason for this attitude could be a result of being held accountable for things that are beyond their control. Another reason could be a weak work ethic. Sales – Low Self Responsibility stunts a salesperson’s growth. If a salesperson won’t go through the process of self-examination to learn from mistakes, there is no opportunity to change behavior and achieve different results. If, however, the Sales Manager is not holding the salesperson accountable, the lack of work ethic could be a result of conditioning. Sales Manager – Low Self Responsibility is equally important for the Sales Manager. This distances the manager from the sales process, and allows him/her to delegate effectively. Responsible for the growth and development of the sales team, this lack of ownership causes the sales team to step up to the plate more readily. However, if the team as a whole is not performing, the Sales Manager should be willing to examine their own management style to see if this is the common thread affecting overall results.

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Sociability Building a network of relationships Sociability measures a person’s preference to be interactive with others. High Score (6-8) A high score in Sociability demonstrates a strong comfort level with working the room. This person has no hesitation with meeting new people, and enjoys being around others. Sales – High Sociability works to a salesperson’s advantage. There is no fear in breaking the ice with strangers. Conversation comes easily to this person, so Bonding & Rapport is comfortable. Where this person may struggle is switching from Bonding & Rapport, through Up Front Contract, to Pain. Sociability is a ‘friendly’ behavior, and finding Pain is more of a ‘business’ behavior. Sales Manager – High Sociability keeps the manager engaged with his/her team. This manager will seek out people, rather than staying in the office with the door shut. Low Score (0-2) A low score in Sociability indicates more of an introverted style. At networking events, this person typically chooses a small group of people to engage with. Sales – Low scores in Sociability typically don’t inhibit a strong salesperson during sales calls. Prospecting is where they will be challenged. With limited conversation, and little bonding and rapport, this salesperson may not feel comfortable asking for referrals. Sales Manager – Low Sociability will have the most impact on the struggling salesperson. If the Sales Manager isn’t proactively reaching out to the team, a low performer will fly under the radar. If the manager tends to isolate themselves from the team, a struggling performer may not feel comfortable imposing on the manager to ask for help.

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Structure Creating order and staying organized The Structure behavior measures how organized someone is - whether someone approaches work with order and detail, or lacks process and discipline. This can provide insight regarding their ability to execute toward results. High Score (6-8) A high score in Structure results in attention to detail, and focus on organization. Sales – Structure is important for purposes of pre-call strategy, developing effective questions, and adhering to the selling process. The danger becomes when the Structure is too high. If there is no flexibility, then the prospect can derail the sales process very easily. Once the prospect changes the agenda, someone high in Structure won’t be able to adjust and recover well. This affects the salesperson’s emotional objectivity. Sales Manager – High Structure keeps a sales manager informed. Consistently interacting with the sales team, monitoring pipeline activity and documenting sales activity is easier to achieve with a strong Structure score. Low Score (0-2) A low score in Structure leaves a mess that someone else has to typically clean up. Whether it is paper work or loose ends, someone who scores low in Structure needs a process to help manage their work. Sales – When Structure is low, it results in winging it many times. Up Front Contracts may be made, but difficult to enforce. Assertive questioning techniques are less effective due to lack of process. Sales Manager – Low Structure results in disorganized meetings with the sales team. Typically, Structure scores in line with Schedule Orientation. The meetings may get scheduled, but due to a lack of organization, schedules may need to be changed, canceling meetings.

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Task Completion Staying with a task until it has been thoroughly accomplished The Task Completion behavior measures the tendency to work from a “to do” list mentality. Focus is on the ability to execute, rather than the ability to conceptualize or strategize. High Score (6-8) A high score in Task Completion reflects someone who is very tactical and execution oriented. This person focuses on getting things done, and feels a strong sense of accomplishment when they can cross something off their “list.” Sales – High Task Completion indicates a tendency to focus on operations, day to day activity, rather than conceptual activity. This contributes to their ability to manage multiple prospects or accounts simultaneously. While this contributes to effective account management, in the pursuit of new accounts, the focus on process may slow down sales activity. Sales Manager – High Task Completion for a Sales Manager creates an effective tracking process. This manager will stay on top of daily/weekly/monthly tasks and juggle many balls in the air. Low Score (0-2) A low score in Task Completion is evident by a lot of things left unfinished. Often tasks will be started, but left incomplete. Sales – When Task Completion is low, the sales activity is often not documented well. Strong hunters tend to score low in this area. Their focus is on moving forward quickly, so the minutia is less important. A strong sales tracking process can effectively manage this development area. Sales Manager – For a Sales Manager, low Task Completion will result in managed chaos. The manager may work well in the 11th hour to accommodate getting things finished, but the quality of the management process will suffer. Having to do things last minute may make the sales team feel unimportant and able to fly under the radar due to the lack of organization.

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Time Competency Managing time efficiently The Time Competency behavior measures the ability to prioritize work and estimate time needed to accomplish the objectives. High Score (6-8) A high score in Time Competency reflects someone who works on the right thing at the right time. Managing time efficiently to maximize output makes it possible to work smarter, not harder. Sales – High Time Competency means this salesperson will use their pay time/no pay time effectively. When managing pay time activity, qualifying prospects is important when prioritizing work. Sales Manager – High Time Competency enables the manager to devote time to accounts/prospects that need attention, and coach the sales team effectively. Low Score (0-2) A low score in Time Competency usually results in spending time on what comes easiest, procrastinating on those things that are more of a struggle. Sales – When Time Competency is low, if the salesperson has a high need for approval, prospecting will come last. If the salesperson is confident, the least favorite activity (perhaps documenting sales call activity) will come last. Typically this is no pay time activity, so the question becomes will they manage their no pay time as well as their pay time. Sales Manager – For a Sales Manager, low Time Competency will result in wasted time. If the manager has difficulty holding the team accountable, coaching sessions will be held, but sales meetings will not.

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Vitality Maintaining energy and stamina The Vitality behavior measures the energy level given to work life and personal life. High Score (6-8) A high score in Vitality reflects high energy, both physically and mentally. Sales – High Vitality means this salesperson has enthusiasm toward their work. They are also able to disconnect from work activity, and recharge their energy in the off hours. Sales Manager – High Vitality can be motivating to the sales team. When the manager shows enthusiasm and a positive attitude, a strong leadership style can happen as a result. Low Score (0-2) A low score in Vitality usually results from the inability to ‘turn off’ work during personal time. Sales – When Vitality is low, it usually affects their outlook. One of the things that affects Vitality is the amount of work on their plate. If they’re overworked, the ability to disconnect after hours is more challenging. Another reason for low Vitality is related to the job itself. If the salesperson is unhappy with the comp plan, the management, or any other factors, their Vitality may suffer. Sales Manager – For a Sales Manager, low Vitality can create a less dynamic leadership style. The sales team is often influenced by a manager’s attitude. A lack of enthusiasm or energy for the job may be reflected in the sales team performance.