Seven Habits of Top Sales Performers™

Full Report

Contents	Page

Snapshot of Strengths & Growth Opportunities	1
Snapshot of Results	2
Detailed Results	3

People who succeed as sales professionals come in all shapes and sizes; however, they are often successful for many of the same reasons (i.e., The 7 Habits of Top Sales Performers). The following report is intended to provide you with insight into what you are currently doing well, and what areas you may need to refine moving forward. This information should be used to develop an annual action plan, allowing you to leverage your strengths and manage your growth opportunities moving forward.

John C. Marshall, PhD
John Steuernol Co-Developer

#912756169537 for Test test on May 28, 2009

©2008, Selection Testing Consultants Inc.

Seven Habits of Top Sales Performers™ (#912756169537 for Test test on May 28, 2009)

Page 1

I. Snapshot of Strengths & Growth Opportunities

Overall Score

Provides a composite measure of how well the candidate scored on all 7 of the Success Habits.

Strong Attitudes and Behavioral Habits

Requires Development on Many of the Habits

Overall Attitudes

Snapshot of candidate's overall attitudes towards these essential habits / behaviors.

Attitudes Facilitating Performance

Attitudes Impeding Performance

Overall Behaviors

Snapshot of the frequency at which the candidate engages in these facilitative behaviors.

Behaviors Are Conducive to Success

Behaviors Impeding Performance

Strengths & Growth Opportunities

Strengths	Growth Opportunities
#1. Being Your Own Ally - Maintaining a positive and optimistic outlook, while approaching sales meeting as opportunities for success, not failure #4. Developing a Compelling Story - Ability to tailor and customize sales approach to each client #2. Maximizing Your Return on Energy - Avoiding common distractions and unproductive activities during high Return on Investment time periods	#3. Prospecting - Finding the "right" new clients consistently #7. Keeping Score - Degree to which you track and monitors your performance over time #6. Sharpening the Saw - Time and effort spent practicing and refining sales skills

Seven Habits of Top Sales Performers™ (#912756169537 for Test test on May 28, 2009)

Page 2

II. Snapshot of Results

#1. Being Your Own Ally - Maintaining a positive and optimistic outlook, while approaching sales meetings as opportunities for success, not failure

Avoids Playing Mental Games with Self

Self Doubt and Negativity Are Impeding Performance

#2. Maximizing Your Return on Energy - Avoiding common distractions and unproductive activities during high Return on Investment time periods

Maximizes Time and Energy

Easily Distracted and Engaged in Low ROI activities

#3. Prospecting - Finding the "right" new clients consistently

-7

Strong Prospector / Understands Ideal Client

Reluctant to Prospect

#4. Developing a Compelling Story - Ability to tailor and customize sales approach to each client

Able to Individualize Approach

Approach is Generic and Rigid

#5. Becoming a Master of Communication - Ability to communicate sales message effectively, as well as a deeper level understanding of what components of the sales message are adding value

Knows what to say and how to say it

Does not spend adequate time mastering communication skills

#6. Sharpening the Saw - Time and effort spent practicing and refining sales skills

Places a great deal of importance on getting better

Does not spend the necessary time refining skills

#7. Keeping Score - Degree to which the sales rep tracks and monitors his/her performance over time

-1

Monitors performance consistently

Does not track performance

Seven Habits of Top Sales Performers™ (#912756169537 for Test test on May 28, 2009)

Page 3

III. Detailed Results

#1. Being Your Own Ally - Maintaining a positive and optimistic outlook, while approaching sales meetings as opportunities for success, not failure

Avoids Playing Mental Games with Self

Self Doubt and Negativity Are Impeding Performance

Attitudes

Behaviors

Overview

Test is somewhat critical of his/her sales performance; however, when evaluating him/herself he/she focuses on both the positives and negatives. In doing so, he/she likely becomes cognizant of both his/her strengths and growth opportunities. Test's responses also highlight a strong internal locus of control. As such, he/she takes accountability for both his/her successes and his/her failures. Overall, Test likely approaches most sales meetings with optimism and confidence, however on occasion will likely doubt him/herself and his/her ability.

Developmental Suggestions

1. Have Test write out what his/her perfect sales meeting would look like. Use this as the basis for an imagery script. Upon completion, have Test read through the script several times, and then to imagine the scenario in his/her head. Using visualization will help build confidence, while also allowing for repeated practice.

2. Have Test go through his/her regular sales process with you in a role play format. During the role play, introduce increasingly more difficult issues that Test will have to address. By practicing these various situations, Test is likely to gain additional confidence, but will also choose the correct response if such a situation does arise.

3. Have Test imagine a typical sales call. Then have him/her image a variety of problems that may arise, and subsequently image novel solutions to these difficulties. By playing various scenarios over in his/her head, Test will be much quicker at processing information and making a decision when a real issue surfaces in one of his/her sales meetings.

      Notes

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Seven Habits of Top Sales Performers™ (#912756169537 for Test test on May 28, 2009)

Page 4

III. Detailed Results (cont'd)

#2. Maximizing Your Return on Energy - Avoiding common distractions and unproductive activities during high Return on Investment time periods

Maximizes Time and Energy

Easily Distracted and Engaged in Low ROI activities

Attitudes

Behaviors

Overview

Test reports engaging in high ROI activities for the most part during prime time business hours. As such, he/she spends the majority of his/her time closing existing business or prospecting new clients. Specifically, Test likely reserves his/her lunch hour for meeting with clients, and uses the time between meetings to prospect new business. Test does report getting caught up in the minutiae on occasion, but is certainly cognizant of this growth opportunity.

Developmental Suggestions

1. Have Test list his/her daily productivity strategies. Provide him with some additional strategies for the future.

2. Try and help Test identify the situations that commonly facilitate unproductive behavior (e.g., slow time of the month, nice weather outside). By identifying these "environmental cues" he/she may be more cognizant of these triggers and as such volitionally choose the more productive options.

3. Ask Test if he/she would mind having a less tenured employee shadow him/her for an afternoon. By teaching others how to maximize their time and effort, Test will be become even more cognizant of the strategies that help him/her be successful.

Seven Habits of Top Sales Performers™ (#912756169537 for Test test on May 28, 2009)

Page 5

III. Detailed Results (cont'd)

#3. Prospecting - Finding the "right" new clients consistently

-7

Strong Prospector / Understands Ideal Client

Reluctant to Prospect

Attitudes

Behaviors

Overview

Test's responses to this section indicate that he/she may want to focus more on prospecting new clientele. He/She may need to schedule more client meetings in advance, and think about prospecting in non-business environments (e.g., social events). Test may need to set daily or weekly productivity targets (e.g., 50 dials / day, 10 new contacts / week), which is a well known strategy associated with top performers.

Developmental Suggestions

1. Ask Test where he/she would like to be performance wise in 12 months. Then help him/her understand the lead generation and prospecting required to meet this target.

2. Have Test go through his/her primary sales dialogue in a role play format. Highlight opportunities where he/she could ask for referrals. Provide him/her with strategies for asking for referrals as part of his/her sales process.

3. Have Test conduct a couple of cold calls. Provide him/her with feedback and strategies aimed at improving his/her response rate.

4. Test Test's commitment to your product. Oftentimes call reluctance stems from a lack of belief in a given product, and therefore sales reps do not feel comfortable pushing it on prospective buyers. However, if the rep truly believes that the client needs this product, they will not hesitate to try and sell it to them.

5. Discuss with Test the type of client that he/she feels that he/she works best with. Then develop specific recruiting / referral strategies aimed at sourcing these types of clients.

Seven Habits of Top Sales Performers™ (#912756169537 for Test test on May 28, 2009)

Page 6

III. Detailed Results (cont'd)

#4. Developing a Compelling Story - Ability to tailor and customize sales approach to each client

Able to Individualize Approach

Approach is Generic and Rigid

Attitudes

Behaviors

Overview

Test customizes and tailors his/her sales process so that it aligns with his/her clients' unique situation. Moreover, Test reports a strong ability to approach sales meetings from the perspective of the client, and as such can anticipate certain questions and concerns and then address them proactively. Test handles each of his/her clients as if they were a family member, and therefore would not sell unwarranted or unnecessary products. This type of approach likely allows him/her to develop strong professional relationships with his/her clients that are formed with trust and candidness as their foundation.

Developmental Suggestions

1. Present Test with various case studies in which certain clients were recommended unnecessary or inappropriate products. Have him/her identify such in-congruencies and provide the more appropriate recommendation.

2. Have Test deliver his/her normal sales routine to you in a role play scenario. Try to isolate and evaluate his/her ability to develop a compelling story, and to tailor his/her recommendations to your needs. Help him/her refine this process so that he/she becomes even more effective in the future.

3. Have Test list his/her favorite questions that he/she likes to ask his/her clients for information gathering purposes. Critique these and try to strengthen any weak questions.

4. Create some hypothetical client profiles. Have Test make some preliminary product suggestions and then write in point form the questions that he/she would need to ask in order to validate these recommendations.

Seven Habits of Top Sales Performers™ (#912756169537 for Test test on May 28, 2009)

Page 7

III. Detailed Results (cont'd)

#5. Becoming a Master of Communication - Ability to communicate sales message effectively, as well as a deeper level understanding of what components of the sales message are adding value

Knows what to say and how to say it

Does not spend adequate time mastering communication skills

Attitudes

Behaviors

Overview

Test could be better at communication errors to improve his/her effectiveness in competitive sales. Some of the communication concerns may include: effective and timely product/market presentations; being a better listener; being better prepared for meetings; and effective note taking. Addressing these communication issues could have a profound impact on his/her sales success.

Developmental Suggestions

1. Have Test go through his normal sales process in front of other sales reps in your organization. Have the other reps evaluate the content (e.g., wording, delivery) of the sales pitch and to provide feedback to Test. Receiving external feedback will provide a different perspective for Test, with the other reps suggestions and recommendations providing him/her with additional resources.

2. Discuss with Test how he/she asks his/her current clients for referrals. Ensure that moving forward he/she has an explicit strategy for incorporating this into his/her sales process.

3. Set up specific time parameters for client meetings with Test (e.g., first client meeting should be concluded in 75 minutes or less). This will ensure that he/she sheds some of the unnecessary dialogue in his/her sales process, thus moving towards quality and away from quantity.

Seven Habits of Top Sales Performers™ (#912756169537 for Test test on May 28, 2009)

Page 8

III. Detailed Results (cont'd)

#6. Sharpening the Saw - Time and effort spent practicing and refining sales skills

Places a great deal of importance on getting better

Does not spend the necessary time refining skills

Attitudes

Behaviors

Overview

Test's responses to the items in this scale indicate that he/she may have some opportunities for his/her own personal development. Test could benefit from coaching on self evaluation and identifying how lcheshe could work on improving his/her craft. Helping him/her become stronger at recognizing his/her strengths and growth opportunities will likely have a substantial impact in his/her future development.

Developmental Suggestions

1. Develop a post sales meeting evaluation form for Test. Have him/her complete this form after every client interaction for a week. Upon completion, review and develop some action plans for the future.

2. Videotape Test going through his/her normal sales process in a role play format. Upon completion, have Test watch the tape and critique his/her performance. From his/her analysis, develop some strategies to develop in these areas moving forward.

3. Have Test interview other sales reps in your organization as a way of gaining another perspective on how to do this job.

4. Schedule weekly or bi-weekly meetings with Test to monitor his/her progress and development.

Seven Habits of Top Sales Performers™ (#912756169537 for Test test on May 28, 2009)

Page 9

III. Detailed Results (cont'd)

#7. Keeping Score - Degree to which the sales rep tracks and monitors his/her performance over time

-1

Monitors performance consistently

Does not track performance

Attitudes

Behaviors

Overview

Test's responses to these items indicate that he/she may benefit from closer attention to and monitoring his/her weekly / monthly performance. Helping him/her compare his/her performance with that of his/her colleagues may be instructive so that he/she is able to see how they are doing and provide some additional personal performance targets. Making it a habit to track his/her performance according to organizational targets would also be helpful. Previous psychological research has emphasized the importance of goal setting and monitoring in the prediction of an individual's performance and success. Performance monitoring / comparing is a common trait held by the majority of successful sales representatives.

Developmental Suggestions

1. Sit down with Test and discuss his/her current performance status and how he/she compares to other reps in your organization.

2. Help Test develop a system for tracking his/her weekly / monthly performance. Use this tool as part of your future coaching sessions.

3. Have Test interview two other sales representatives in your organization, during which he/she should be instructed to gather information about how these other reps sell / position your organization's product.

4. Use the SMARTER philosophy and help Test set some performance goals for the coming months.