SalesManagementPOP™

Manager/Coach SMP for

SAMPLE SAMPLE

October 2, 2022


ContentsPage
I. Getting the Most Out of This Profile2
II. SalesManagementPOP™ Profile Overview3
III. Inherent Traits8
IV. Learned Behaviors11
V. Learned Communication Styles12
VI. Attitudes and Beliefs/Opinions13
VII. Responses to Opinions Items15
VIII. Key Management Characteristics16
IX. Profile Scales Summary21
X. SalesManagementPOP™ Interpretation Guide22
     Download Link
XI. Tips for Evaluating Career Opportunities23


©1979-2024 Selection Testing Consultants International Ltd


 
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I. Getting the Most Out of This Profile

Dear Coach:

Thank you for choosing to use SalesManagementPOP™ from Smart Work | Assessments to learn more about SAMPLE SAMPLE. SalesManagementPOP™ is a powerful tool that offers you statistically reliable information about the inherent traits, learned behaviors, learned communications styles, and attitudes and beliefs that naturally shape the way SAMPLE applies his/her talents, efforts, and attitudes to the job opportunities he/she encounters. In fact, SalesManagementPOP™ is one of the few normative psychometric assessments in the world that has been validated to help you predict an individual’s performance in his or her organization.

If you are using these assessment results to evaluate SAMPLE for a position in your organization, you can use the science of selection to make sure that he/she has the greatest possible chance for achieving and sustaining high levels of performance. By comparing SAMPLE’s results with those of high performers in your organization or industry, you’ll get invaluable, objective information about whether he/she is a good “fit” for your needs and your culture. To help during the interview process, we’ve included questions directly tied to SAMPLE’s results, so that you can ask him/her very specifically about his/her documented levels of initiative, motivation, independence, and comfort with conflict.

If you are using these assessment results as a tool for coaching or mentoring SAMPLE, you’ll find a wealth of objective information about how he/she naturally approaches his/her work, along with a variety of highly targeted developmental suggestions. We’ve also offered some considerations to help you match SAMPLE with mentors and/or direct reports, based directly on his/her assessment results.

Additionally, the Key Management Characteristics section highlights SAMPLE’s natural approach to many of the most crucial success factors in managing oneself, managing for results, and managing others. Compare his/her results with the requirements of the role, the culture, and the work styles of his/her manager, peers, and employees. Any mismatches you find may suggest areas of challenge or opportunities for professional growth.

On pages 3-7, you’ll find an overview of SAMPLE’s assessment results—his/her personal profile—with a brief, high-level explanation of what each scale tells you about his/her natural ”fit” with specific career assignments. For a deeper discussion and example of each scale, we strongly recommend that you download and read the SalesManagementPOP™ Interpretation Guide (see page 7). This companion to the profile explains in detail each of the traits, behaviors, styles, and attitudes measured by the assessment, and offers specific guidance about how to apply the insights gained.

Again, thank you for using SalesManagementPOP™. Please feel free to contact us with questions or suggestions via our website, SmartWorkAssessments.com. And we wish you continued success in strengthening your staff through the power of statistical science.

Sincerely,
Your Friends at Smart Work | Network, Inc.
http://www.SmartWorkNetwork.com
http://www.SmartWorkAssessments.com
©1979-2024 Selection Testing Consultants International Ltd
 
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II. SalesManagementPOP™ Profile Overview

SAMPLE SAMPLE’s SalesManagementPOP™ assessment results are summarized in this section as a series of graphs. Each graph is a scale that represents an inherent trait, a learned behavior, a learned style, or an attitude or belief.

His/Her responses relating to each of these constructs have been statistically analyzed, and the results are presented as a number (represented by a black bar on the graph) that places him/her somewhere between two extremes on the particular scale.

Before you go any further, here’s something that’s extremely important for you to understand:

There’s no such thing as a “good” number or a “bad” number!!


Instead, SAMPLE’s position on any given scale compares him/her to the normal distribution (sometimes referred to as a Bell Curve) for that item. And that comparison helps predict what management cultures are a good fit for SAMPLE—situations that don’t require a great stretch beyond his/her natural approach, as defined by his/her traits, behaviors, styles and attitudes.

With each trait, behavior, and style graph, you’ll find a short list of characteristics that apply to the two extremes on the scale. Individuals whose number is toward the left of the scale are most likely to be successful in job assignments like those described in the list on the left. Individuals whose number is toward the right tend to be a better fit in job assignments like those described on the right. Individuals with numbers near the middle of the scale typically thrive in assignments that represent a balance between the two extremes.

For more information about how to understand and apply the findings summarized here, download and read the SalesManagementPOP™ Interpretation Guide (see page 7).


Inherent Character Traits
ENTERPRISING ORIENTATION
13 
 ProactiveBalancedResponsive
 
Assignments requiring individuals who have:
Very strong internal initiative
Very strong self-direction
Goals that drive constant performance
A need for minimum detail
Adaptable, fluid, non-systematic approach

Assignments requiring individuals who have:
A strong desire to respond to the needs of others
A desire for external guidelines/procedures
Longer-term goal orientation
Strong detail orientation
Relaxed, dependable, steady approach

The Enterprising Orientation scale is a measure of SAMPLE’s potential to plan and direct him/herself effectively; an indication of whether he/she enjoys initiating activities or prefers being more responsive to outside instruction.
©1979-2024 Selection Testing Consultants International Ltd
 
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II. SalesManagementPOP™ Profile Overview, continued

ACHIEVEMENT ORIENTATION
24 
 Money and/or ChallengePeople and ServiceSafety and Security
 
Assignments requiring individuals who have:
A strong need for challenge/money
Bottom-line results orientation
Task orientation
Strong personal ambition
Strong sense of urgency

Assignments requiring individuals who have:
A desire for security over risk
A strong service orientation
Relationship focus
A strong need to serve
Long-term goal orientation

The Achievement Orientation scale is an assessment of the factors that motivate SAMPLE to achieve and spur him/her to do his/her best.

INDEPENDENCE ORIENTATION
-2 
 Very IndependentBalancedVery Team Oriented
 
Assignments requiring individuals who:
Need independence
Don’t need external structure
Think innovatively
Have little need for rules or procedures
Make decisions without a lot of input
Need little external affirmation

Assignments requiring individuals who:
Prefer team-based environment
Need existing systems & structure
Keep things the same
Follows rules/process-oriented
Prefer others’ input for decision-making
Need external affirmation

The Independence Orientation scale is a measure of SAMPLE’s need for structure, his/her need for feedback, and his/her team orientation.


Learned Behaviors
COMFORT WITH CONFLICT
3 
 Comfortable with ConflictBalancedAvoids Conflict
 
Assignments requiring individuals who:
Are comfortable with existing conflict
Stir the pot to see what surfaces
Don’t mind high stress

Assignments requiring individuals who:
Prefer little to no conflict in job setting
Generally like steady and calm
Prefer harmony

The Comfort with Conflict scale is a reflection of SAMPLE’s comfort with situations where there is conflict, or the potential for it.
©1979-2024 Selection Testing Consultants International Ltd
 
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II. SalesManagementPOP™ Profile Overview, continued

EMOTIONAL QUOTIENT
45 
 High Emotional Awareness Reliance on Non-Emotional Information
 
Assignments requiring individuals who have:
High emotional awareness of self and others
Ability to express emotions freely
High empathy toward others

Assignments requiring individuals who have:
Less emotional awareness of self and others
A preference for non-emotional, raw data
Less empathy toward others

The Emotional Quotient scale reports on how sensitive and responsive SAMPLE is to his/her own emotions and the emotions of those around him/her.

Learned Communication Style
PEOPLE ORIENTATION
-6 
 Very SociableBalancedBuilds relationships gradually
 
Assignments requiring individuals who are:
Focused on people and relationships
Outgoing/Interpersonal
Motivated by social interaction

Assignments requiring individuals who are:
Longer-term relationship-builders
More reserved
Comfortable or work best alone

The People Orientation scale reports on SAMPLE’s approach to building relationships with other people and the degree to which he/she enjoys meeting new people.

ANALYTICAL ORIENTATION
10 
 Analytical/SystematicBalancedLearns the Essentials
 
Assignments requiring individuals who have:
A strong need for data
Strong analytical thinking
Preference for extensive data-gathering
before making decisions

Assignments requiring individuals who:
Prefer big picture over detail
Are strong conceptual thinkers
Prefer to learn only the essentials
before making decisions

The Analytical Orientation scale evaluates SAMPLE’s interest in learning for its own sake, and his/her preference for dealing with technical, detailed information.
©1979-2024 Selection Testing Consultants International Ltd
 
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II. SalesManagementPOP™ Profile Overview, continued

ATTITUDES AND BELIEFS/OPINIONS—for SAMPLE’s responses to questions in this section, see page 15
The attitudes and beliefs indicators in this profile offer you some insights regarding how SAMPLE was thinking and feeling around the time when he/she took the assessment. Although they may not reflect his/her long-term feelings, they still provide valuable information to help him/her in the short term. Once again, remember that there’s no such thing as a “good” number or a “bad” number.
 
UNCERTAINTY INDICATOR (UI)
The Uncertainty Indicator is a measure of how accurate SAMPLE’s Attitudes and Beliefs measurements are. A number in the yellow suggests he/she may have tried to take the assessment as if it were a test with right and wrong answers. Or perhaps he/she was struggling to give “socially acceptable” answers rather than responding as frankly as possible. In that case, the results presented for the four attitudes and beliefs may not be particularly helpful.

NOTE: The Uncertainty Indicator applies to the attitudes and beliefs results only. It has no bearing on the inherent traits, learned behaviors, and communication styles results.
43
Uncertainty Indicator
 
SELF-CONFIDENCE (SC)
The Self-Confidence scale is a measure of how much SAMPLE feels in control of his/her life—his/her ability to influence the events and situations that he/she may face on a daily basis. If the number on the Self-Confidence scale is in the top part of the green area, his/her assessment answers indicated that his/her self-confidence at that time was pretty strong. If the number is in the lower part of the green, or in the yellow or red areas, his/her circumstances were making him/her feel less than optimistic for the moment.
-3
Self-Confidence
 
LIFESTYLE MANAGEMENT (LM)
The Lifestyle Management scale is a measure of how well SAMPLE is doing with the demands of his/her life and the things that may be creating stress for him/her. If SAMPLE was feeling like he/she had his/her stress under control, the number is in the green area. If he/she was feeling stressed out or worried, the number is in the yellow or red area.
19
Lifestyle Management
©1979-2024 Selection Testing Consultants International Ltd
 
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II. SalesManagementPOP™ Profile Overview, continued

COMMITMENT RELUCTANCE (CR)
The Commitment Reluctance scale is a measure of SAMPLE’s ability to commit to his/her job and career responsibilities, and his/her comfort with asking others to make and keep commitments. A number in the green area means he/she is usually very comfortable committing him/herself and seeking commitment from others. A number in the yellow or red suggests that he/she is reluctant to commit and to enforce commitment.
35
Commitment Reluctance
LISTENING STYLE (LS)
The Listening Style scale is a measure of SAMPLE’s level of attentive listening and whether he/she practices active-listening skills when listening to the concerns of other people. Those with a number in the green are seen as attentive, courteous, and conscientious about assuring a speaker that he or she is being understood. People with a number in the yellow or red need coaching in these areas. They may be showing impatience, apparent lack of empathy, indifference to other people’s concerns and opinions, and other behaviors that could be career-limiting.
6
Listening Style
SalesManagementPOP™ INTERPRETATION GUIDE
Now that you have a general idea about SAMPLE’s assessment results and what they mean, you may want to download and study the SalesManagementPOP™ Interpretation Guide. This companion to the profile explains in detail each of the traits, behaviors, styles, and attitudes measured by the assessment, and offers suggestions for how to apply the insights gained.


From this guide, you’ll learn about the importance of self-management and discover how people can apply their natural talents and effort to maximize the opportunities they encounter by understanding the Performance Equation—the key to achieving and sustaining high performance in one’s career:

At the appropriate point, the SalesManagementPOP™ Interpretation Guide will direct you to dive into the remaining sections of this report.
©1979-2024 Selection Testing Consultants International Ltd
 
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III. Inherent Traits

ENTERPRISING ORIENTATION
13
 ProactiveBalancedResponsive

Management Style Considerations

Job Fit
This level of self-management potential indicates a need to give this person a management structure that he/she can work with and teach associates to help them achieve at the highest performance levels.

Team Fit
As a moderately strong enterprising person, he/she manages others with a clear view of performance objectives. In managing, he/she will be as assertive, aggressive and demanding, within reason, as is necessary to make the targets.

Management Fit
Conflict definition and resolution are not his/her preferred task, but he/she ultimately deals with sensitive, stressful issues.

Questions

  • How does he/she feel about learning how to do this specific new job and about developing any other skills that would make him/her more effective on the job?
  • How flexible is he/she in adapting to changing job requirements? How easy will it be to train this person for new products or methods, if the requirements change or if he/she advances within the company?
  • Ask him/her about any specific tasks or requirements he/she may have had in the past that will show how he/she can be flexible, and adapt and cope with a developing or changing work environment. Check with references to verify any positive (or negative) past experiences.

Developmental Suggestions

Self-Management Potential - Structure Component
This individual would benefit from training in self-management principles that can be applied in a well-established organization. A strong systematic approach to developing good work habits would help in the area of activity planning and time management.

Self-Management Potential - Monitoring Processes
If this person has used monitoring systems for him/herself and/or others, the systems and their performance criteria will have been applied only as rigorously as the organization insisted they should be. As a sales manager, he/she may need someone to monitor and evaluate him/her to ensure that performance appraisals are being implemented on a regular basis.

Culture Fit

This individual would benefit from mentoring by someone assessed as having started with only modest personal self-management potential, but who has used the systems well and trained others to do so. Ideally, the associates reporting to this person should be at least average in their own self-management potential.

©1979-2024 Selection Testing Consultants International Ltd
 
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III. Inherent Traits, continued

ACHIEVEMENT ORIENTATION
24
 Money and/or ChallengePeople and ServiceSafety and Security

Management Style Considerations

Personal Motivation Pattern - Impact on Others
Having close and comfortable workplace relationships is not likely an issue for this person. He/She would accept such an environment without question, and commit personal time, energy and resources to maintaining long-term relationships.

Effective Reinforcement Processes
This individual is motivated by a very strong orientation toward challenge/money, and that is his/her essential reason for being in management. He/She should try to develop some degree of tolerance and understanding for people who are at times, or perhaps even usually, less visibly dynamic and challenge/money-oriented than he/she is. Try to develop an appreciation and acceptance of people who are motivated, at least in part, by a genuine concern for the quality of their relationship with the people they serve. This characteristic is strong enough that it may not be readily trainable.

Questions

  • You really want to know if this apparently very high level of achievement motivation has been reflected in his/her behavior. Ask him/her to tell you about things he/she has done in the last two years that would show what motivates him/her, and how effectively he/she does perform when motivated to do so. IMPORTANT! Ask him/her to give you examples of his/her performance in things that he/she does not feel were particularly motivating. Can he/she get the job done with vigor and enthusiasm, even when he/she is not keen on it? Check with references.
  • What does he/she feel motivates him/her? Does he/she do things primarily for the sense of accomplishment that success brings, or for the more tangible rewards that come with being successful?
  • Has he/she had some really good successes in work, in sports, in education or in his/her personal life where he/she has faced some real challenge and won? Check the examples with his/her references.

Developmental Suggestions

He/She will want to begin working on the job very quickly; therefore, a short, intensive introduction and training period are advised. Identify the key issues that must be learned about the new position. From a skills perspective, coach this individual on the most appropriate strategies, and assist with refining his/her practical application through personal observation. Help him/her understand the most efficient strategies for profitably directing his/her energy and commitment. Follow-up strategies would help him/her achieve at the highest levels of performance.

Culture Fit

This individual would benefit from mentoring by a trainer/manager who displays a solid bottom-line commitment, but who has a reputation of being able to motivate service-oriented people, too. Ideally, associates reporting to this person should be basically challenge-motivated, but recognition-sensitive, too.

©1979-2024 Selection Testing Consultants International Ltd
 
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III. Inherent Traits, continued

INDEPENDENCE ORIENTATION
-2
 Very IndependentBalancedVery Team Oriented

Management Style Considerations

How will SAMPLE Express Independence?
As a team-oriented professional, he/she would view interdependency as an important issue for all team members.

How will SAMPLE Express Team Orientation?
In a typical team situation, he/she would exhibit some leadership. As a sales manager, he/she is likely to be a team captain not a “boss."

Leadership Style
He/She tends to prefer a democratic/participative leadership role that allows him/her to feel that he/she is as much a team member as a team leader. He/She would have difficulty dealing with people who were supposed to be team members, but who didn't really want that closeness with either the other team members or the sales manager him/herself. Unwittingly, he/she would find it easier and more fulfilling in the short-term to allow dependencies to develop.

Questions

  • How has he/she functioned as part of a team, both in his/her work and in his/her other interests? How does he/she feel about work or personal situations in which he/she has to operate entirely on his/her own? Which does he/she feel is the most likely to bring him/her the greatest productivity and satisfaction?
  • Are there any specific examples of things he/she has done to promote team harmony and effectiveness at work or in other personal commitments? If so, how successful was he/she?
  • Has he/she tried to fulfill his/her potential in supervision or management through formal or self-study programs in these areas? Has he/she had any specific learning experiences in these areas? Will he/she take such programs now, even at his/her own expense and on his/her own time, to make him/herself more able to function on his/her own when necessary?

Developmental Suggestions

He/She will initially look to his/her coach or manager for direction and guidance, and then would seek out independence through demonstrated performance. Cultivate his/her independence through the development of self-management skills, including both self-evaluation and self-reinforcement strategies. If he/she is required to function as part of a team or with an associate, mentoring would be best with someone of a similar team orientation.

Culture Fit

This individual would benefit from mentoring by a very flexible person who has managed both team-oriented people and those who are much more self-directed and independent. Ideally, associates reporting to this person should be team-oriented from the point of view of how this contributes to the team’s performance.

©1979-2024 Selection Testing Consultants International Ltd
 
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IV. Learned Behaviors

COMFORT WITH CONFLICT
3
 Comfortable with ConflictBalancedAvoids Conflict

Management Style Considerations

Implications
SAMPLE is relatively uncomfortable in situations where there is considerable potential for conflict, or where conflict is a significant aspect of the work environment. Typically, he/she is accommodating and polite to avoid conflict, but can handle a minimal amount of conflict comfortably. Like many people, he/she would benefit from training in skills and strategies that would build confidence and enhance his/her comfort dealing with conflict.

Questions

  • Describe a working environment of yours that included a lot of conflict.
  • How did you feel about that environment?
  • How did you deal with the conflict?
  • Since avoiding all conflict is difficult, what strategies do you think would be effective in the future?

Developmental Suggestions

  • SAMPLE would be well-suited to situations where there are few conflict situations, as he/she is not as effective when he/she is feeling uncomfortable.
  • Help him/her deal with conflict by providing skills in conflict resolution and communication.
  • Provide him/her with strategies that will help him/her respond effectively where he/she needs to assert him/herself.
  • Assertiveness training may help SAMPLE feel more comfortable with conflict.

EMOTIONAL QUOTIENT
45
 High Emotional Awareness Reliance on Non-Emotional Information

Management Style Considerations

The Emotional Quotient number reflects one’s ability to monitor one’s own emotions and the emotions of others. For someone in a management role, the ability to handle conflict and emotion effectively is significant for a variety of reasons.

In the Key Management Characteristics section, beginning on page 16, you’ll find several specific ways in which SAMPLE’s Emotional Quotient affects his/her natural approach to managing him/herself and others.
©1979-2024 Selection Testing Consultants International Ltd
 
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V. Learned Communication Styles

PEOPLE ORIENTATION
-6
 Very SociableBalancedBuilds relationships gradually

Management Style Considerations

Interpersonal Style
Generally, it’s probable that he/she only rarely gives any thought to what workplace relationships are like. He/She tends to focus on interpersonal relationships that help create an information-based work environment.

Matching Considerations

This individual would benefit from mentoring by a successful person who, while not visibly warm, friendly and outgoing, has built good work relationships with associates. Ideally, associates reporting to this person should be able to build supportive business and personal relationships.


ANALYTICAL ORIENTATION
10
 Analytical/SystematicBalancedLearns the Essentials

Management Style Considerations

Approach to Technical Competence
Learning/teaching are fun, and he/she manages/trains with that perspective.

Acquiring Technical Competence
He/She has great learning potential for the content material of management as a discipline. He/She is oriented toward and really enjoys training that has both intellectual challenge and practical utility.

Matching Considerations

This individual would benefit from mentoring by a technically competent manager who is good at applying new learning to the business. Ideally, associates reporting to this person are turned on by technical and training opportunities.
©1979-2024 Selection Testing Consultants International Ltd
 
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VI. Attitudes and Beliefs/Opinions

UNCERTAINTY INDICATOR (UI)
The Uncertainty Indicator is a measure of how accurate SAMPLE’s Attitudes and Beliefs measurements are. A number in the yellow suggests he/she may have tried to take the assessment as if it were a test with right and wrong answers. Or perhaps he/she was struggling to give “socially acceptable” answers rather than responding as frankly as possible. In that case, the results presented for the four attitudes and beliefs may not be particularly helpful.

NOTE: The Uncertainty Indicator applies to the attitudes and beliefs results only. It has no bearing on the inherent traits, learned behaviors, and communication styles results.
43
Uncertainty Indicator
SELF-CONFIDENCE (SC)

This score often reflects recent situations that he/she felt were influenced by circumstances out of his/her control.

Interview Questions

  • What did you do well in your current (most recent) position?
  • What else have you been doing well?
  • What are some of the things that you would like to improve?

-3
Self-Confidence

LIFESTYLE MANAGEMENT (LM)

This person could be experiencing life circumstances that are somewhat stressful and require additional coping strategies.

Interview Questions

  • Describe something that you found stressful in your previous (current) position. How did you deal with it?
  • What do you do to relax when things get very stressful?
  • How have you managed to integrate a heavy workload on your job with the overall demands of your lifestyle?

19
Lifestyle Management
©1979-2024 Selection Testing Consultants International Ltd
 
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VI. Attitudes and Beliefs/Opinions, continued


COMMITMENT RELUCTANCE (CR)

The Commitment Reluctance scale is a measure of SAMPLE’s ability to commit to his/her career responsibilities and his/her comfort with asking others to make and keep commitments. For someone in a management role, the ability to handle commitment effectively is significant for a variety of reasons.

In the Key Management Characteristics section, beginning on page 16, you’ll find several specific ways in which SAMPLE’s natural approach to handling commitment affects his/her success as a sales manager.
35
Commitment Reluctance

LISTENING STYLE (LS)

SAMPLE's responses indicate that his/her approach to listening needs development. SAMPLE may show difficulty listening attentively to others for longer periods of time. He/She may also need further development in actively listening to the needs and/or concerns of clients, peers and others. Inappropriate approaches to listening may be a concern in areas that involved considerable interaction with clients, peers or others.

Developmental Suggestions

  • SAMPLE would require monitoring of his/her interactions with clients, peers, and others to evaluate his/her handling of these interactions. A mentor would be very helpful if he/she is to be an effective communicator.
  • It may be possible to develop his/her approach to listening through role-playing potential interactions that SAMPLE will encounter with clients, peers or others. SAMPLE would also benefit from training in methods of handling specific client and/or other business interactions.

6
Listening Style
©1979-2024 Selection Testing Consultants International Ltd
 
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VII. Responses to Opinions Items


1=Don't Agree At All2=Agree A Little3=Somewhat Agree4=Moderately Agree5=Definitely Agree

1.  My opinion is always the correct one (4)
2.  To be a successful manager, it is necessary to get employees to like me (4)
3.  I rarely interrupt others while they are speaking (3)
4.  Good managers don't necessarily attract good employees (1)
5.  I avoid actions that might make other people dislike me (2)
6.  It is important that people approve of me (1)
7.  Managers are highly regarded as company representatives (3)
8.  My family and friends are very supportive of my career choices (1)
9.  I thrive under pressure (4)
10.  I find it easy to discipline employees and associates (1)
11.  I like to hear people fully explain their point of view (1)
12.  I find it easy to make new acquaintances (4)
13.  I would have no problem implementing a decision that is unpopular with employees (3)
14.  In a group, if a person doesn't like me I feel uncomfortable (3)
15.  Most conversations take too long (3)
16.  I often help my family and friends with their career planning (4)
17.  I adapt to what I think others expect of me (4)
18.  I have helped several of my associates find new careers (4)
19.  After listening to an interesting anecdote, I like to describe a similar situation involving me (2)
20.  I have little influence over my work environment (3)
21.  At informal social events, I often talk about my job and company (1)
22.  I have met very few people whom I do not like (3)
23.  I get upset when someone challenges my authority (3)
24.  To be successful in management, I must change my image (1)
25.  I avoid presenting an unpopular point of view at meetings (1)
26.  Effort gets results (3)
27.  I have never told a lie (3)
28.  My work has no effect on my attitude (2)
29.  Most employees feel that their managers enjoy the power of controlling others (4)
30.  My current job is quite satisfying (2)
31.  I prefer to listen in conversations (1)
32.  Chance determines most things (3)
33.  I would have difficulty integrating a demanding career into my lifestyle (1)
34.  Employees tend to have less commitment to a job than managers (2)
35.  I consciously pause before responding to others (1)
36.  Things don't get me down (3)
37.  I am often influenced by others (3)
38.  I sometimes have difficulty completing important tasks (1)
39.  I am reluctant to make decisions (3)
40.  I am an underachiever (2)
41.  I am good at most things that I try to do (3)
42.  No one is ever rude to me (3)
43.  I try to do most of the talking when presenting materials to others (1)
44.  I allow my attitude to negatively affect my performance (1)
45.  People get the respect they deserve (1)
46.  I generally have a very positive attitude toward work (2)
47.  There is little opportunity for growth in my current job (3)
48.  All my habits are good and desirable ones (3)
 
49.  People's good qualities are seldom recognized (4)
50.  I never envy another person's good luck (1)
51.  After listening to someone talk, I repeat the important points back to them to ensure my understanding (1)
52.  Hard work brings success (4)
53.  It is difficult to balance personal and professional demands (1)
54.  I have never been late for work or for an appointment (4)
55.  I make sure others have finished speaking before I respond (1)
56.  I find it very easy to 'wind down' (4)
57.  Success is mostly luck (2)
58.  Managers are generally positive role models (1)
59.  Sometimes I have doubts about the whole course of my life (4)
60.  Employees often influence company policies (4)
61.  I usually feel very happy and content (3)
62.  I am a confident person (3)
63.  People take too long to get to the point (3)
64.  I am usually relaxed (2)
65.  Regular habits are an important part of my success (4)
66.  Promotions are seldom based on performance (2)
67.  I will interrupt other people to provide an answer to their question (1)
68.  Managers should not aggressively push employees to increase performance standards (1)
69.  I create opportunities (1)
70.  Mistakes are inevitable (3)
71.  Most of my jobs have been quite stressful (2)
72.  To be a successful manager, it is essential to be persistent in holding employees to commitments (1)
73.  I have difficulty coping with daily job challenges (1)
74.  I have never said anything unkind about anyone else (4)
75.  I enjoy listening to other people (4)
76.  The right decision can change things (4)
77.  I feel comfortable promoting myself and my company at social gatherings (1)
78.  Most mistakes can be avoided (2)
79.  I can concentrate on things over long periods of time (1)
80.  Other people have interfered with my success (2)
81.  I always have a good attitude (3)
82.  It is impossible to change company procedures (2)
83.  I give others my undivided attention when they are speaking to me (2)
84.  To be effective, I need to make several lifestyle changes (1)
85.  I have never boasted or bragged (1)
86.  A good plan can avoid mistakes (1)
87.  I prefer to ask very specific questions that require only a 'yes/no' answer (4)
88.  I manage stress effectively (4)
89.  Plans never work out (1)
90.  I often avoid difficult tasks (4)
91.  I have a tendency to finish other people's sentences (4)
92.  There is no such thing as luck (1)
93.  I am comfortable with changes in technology (3)
94.  Things happen mostly by accident (4)
95.  I am not a good listener (2)
96.  Lifestyle demands have interfered with my career success (2)
©1979-2024 Selection Testing Consultants International Ltd
 
 SalesManagementPOP™ (SMP3# BCSKIAJFY6CW for SAMPLE SAMPLE on October 2, 2022)Page 16 

VIII. Key Management Characteristics

By better understanding his/her inherent traits, learned behaviors, learned communication styles, and attitudes and beliefs, SAMPLE can gain crucial insights regarding characteristics that significantly affect his/her effectiveness as a sales manager and a leader. The following graphs offer additional insights on his/her natural approach to:
  • Managing Yourself—how he/she plans, monitors, and controls his/her own actions and feelings

  • Managing for Results—how he/she sets goals and gets work done

  • Managing Others—how he/she approaches working with other people to maximize their effectiveness for the organization and their job satisfaction
Compare SAMPLE’s position on each continuum with the requirements of the role, the culture of the organization, and the work styles of his/her manager, peers, and employees. Any mismatches you find may explain challenges he/she has encountered or suggest opportunities for personal growth. Refer to the Developmental Suggestions elsewhere in this profile, and suggest that SAMPLE seek the support of good mentors as he/she strives to build on his/her strengths.

Managing Yourself

Overall Self-Management
Measures his/her self-management potential, specifically his/her ability to plan, organize and implement plans of action.		 
Overall Self-Management
Thrives on fluid/adaptive structureNeeds existing structure


Feedback Style
Indicates his/her comfort with and need to give and receive feedback.		 
Feedback Style
Only if necessaryEnjoys giving and receiving feedback


Self-Awareness I: Mood Labeling
A measure of his/her ability to accurately label personal feelings and emotions.		 
Self-Awareness I: Mood Labeling
Labels feelings and emotions as they are happeningDoes not label feelings and emotions as they are happening


Self-Awareness II: Mood Monitoring
A measure of the amount of energy he/she puts forth in monitoring his/her own feelings and emotions.		 
Self-Awareness II: Mood Monitoring
High monitoringOptimal monitoringLow monitoring

©1979-2024 Selection Testing Consultants International Ltd
 
 SalesManagementPOP™ (SMP3# BCSKIAJFY6CW for SAMPLE SAMPLE on October 2, 2022)Page 17 

VIII. Key Management Characteristics, continued

Self-Control
A measure of his/her restraint as it relates to his/her control over his/her impulses, emotions, and/or desires.		 
Self-Control
Demonstrates good self-controlLow control over impulses and negative emotions


Managing Emotional Influences
A measure of his/her ability to manage emotional influences that would prevent him/her from taking those actions that he/she believes are necessary in dealing effectively with everyday situations and/or meeting personal goals.		 
Managing Emotional Influences
PerseveresFocus Can Change


Social Judgment
A measure of his/her ability to make appropriate decisions in social situations based on the emotional states of others.		 
Social Judgment
Uses knowledge of the emotions of others in decision-makingDoes not factor in the emotions of others in decision-making


Managing Results

Implementation Style
Indicates his/her approach to implementing goals, objectives and strategies.		 
Implementation Style
Directive; demandingPermissive; supportive


Task Orientation
Reflects his/her sense of the urgency and importance of daily goals and objectives.		 
Task Orientation
Short-term; intensiveLong-term; relaxed


Decision-Making
Reflects the amount of information required to make a decision, and the speed of the decision-making process.		 
Decision-Making
Quick; decisiveMethodical


Performance Management
An indicator of performance expectations, as they relate to managing his/her employees.		 
Performance Management
Potentially DemandingAccepts modest performance

©1979-2024 Selection Testing Consultants International Ltd
 
 SalesManagementPOP™ (SMP3# BCSKIAJFY6CW for SAMPLE SAMPLE on October 2, 2022)Page 18 

VIII. Key Management Characteristics, continued

Managing Others

Leadership Style
Measures his/her natural leadership style and approach to working with others.		 
Leadership Style
AutocraticDemocraticTeam Member


Communication Style
Reflects his/her approach to communicating with others on an interpersonal level.		 
Communication Style
People-orientedBalancedFactual/analytical


Recruiting/Attraction
His/Her potential to attract a high volume of quality recruits to his/her staff.		 
Recruiting/Attraction
ExcellentGoodCaution


Approach to Motivating Others
Measures his/her natural approach to motivating others.		 
Approach to Motivating Others
High energy; enthusiasticRelaxed; detached


Training and Development
His/Her natural inclination to train and develop new employees.		 
Training and Development
ExcellentGoodCaution


Coaching Orientation
Indicates his/her coaching style and the relative balance of focusing on results vs. people.		 
Coaching Orientation
Performance/resultsResults/peopleSupportive


Work Force Optimization
His/Her ability to increase the size and/or effectiveness of his/her staff.		 
Work Force Optimization
ExcellentGoodCaution


Empathy
A measure of his/her ability to understand the feelings and emotions of others.		 
Empathy
ExcellentGoodCaution

©1979-2024 Selection Testing Consultants International Ltd
 
 SalesManagementPOP™ (SMP3# BCSKIAJFY6CW for SAMPLE SAMPLE on October 2, 2022)Page 19 

VIII. Key Management Characteristics, continued

Attitudes Toward Others
His/Her average score on the Sensitivity to Rejection scale indicates that he/she could at times accept modest levels of commitment from others. Coaching and training in strategies to help develop a performance management system would help improve his/her effectiveness. He/She would benefit from a reasonably structured performance appraisal and employee development system that allows for individual input and adaptation.		 
Attitudes Toward Others
Robust attitude regarding other's feelings Afraid of how others feel about him/her
Very Good AverageCautionHighly Sensitive

Interview Questions

  • In the ideal coaching or development meeting with an employee, what percentage of time do you spend listening versus talking?
  • What are the major qualities you would like to develop that would help you become successful with us?
  • What qualities do you have to change?
  • How important is it to get your employees to like you?
  • In assessing your manager or coach, how much of your assessment is based on the feelings you have toward the manager? Have you ever rated your manager poorly, even though you liked the individual? Why?
  • Outline a situation where you adapted to what you felt others expected you to be or do. Why did you choose to adapt?
  • Describe the last time a manager (mentor, professor, co-worker) did not give you the recognition you felt you deserved. What did you do?
  • How do you encourage employees to accept an unpopular decision?
  • Describe a situation in which you were successful in getting an employee to accept a decision that he/she initially resisted.
Implementation of Commitment
He/She might be somewhat uncomfortable with implementing new initiatives and asking associates for the necessary commitment levels. He/She would tend to view the demands associated with implementing an unpopular decision as potentially quite stressful. He/She would require the guidance of a strong mentor who would be active in assisting with implementing increasing performance expectations and moving employees out of existing comfort zones. He/She might initially avoid any strong resistance from long-term employees and allow interpersonal factors to delay effective implementation. Additional skill and training in conflict management would help enhance his/her effectiveness.		 
Implementation of Commitment
Will implement requirements Might avoid difficult or unpopular requirements
Strong Average Caution

Interview Questions

  • Consider the commitments necessary to be effective in a sales management role. What are the major commitments that you will need to make to be effective?
  • Once in the sales management role, how would you approach experienced employees who were not performing up to expectations? How would you ensure that the low performance of experienced employees did not interfere with the performance of new employees?
  • Would you treat high-performing employees differently from low-performing employees? Why? or Why not? How would you manage an individual who was lacking self-discipline? How would you fire someone?
  • Outline a situation where you had to present an unpopular point of view. Did you enjoy it? What was the outcome? Have you ever had to coach an individual to accept a decision that was perceived as unpopular? Were you successful?
  • Is it important for a manager to promote his/her company or organization? Why or why not? Have you ever been in a situation where you had to defend your company or organization? If yes, what happened? If no, how would you approach such a situation?
©1979-2024 Selection Testing Consultants International Ltd
 
 SalesManagementPOP™ (SMP3# BCSKIAJFY6CW for SAMPLE SAMPLE on October 2, 2022)Page 20 

VIII. Key Management Characteristics, continued

Perception of a Career in Management
He/She has a very positive image of managers and a career in management. From a motivational perspective, a mentor can facilitate very high performance levels by reinforcing this concept during early training and throughout the developmental process. His/Her self-esteem levels, which will dictate his/her expectation levels, will be based to a great extent on his/her career, and will not easily be affected by environmental influences.		 
Perception of a Career in Management
Very positive Has some concerns

Perception of a Career in Sales Management
An overall assessment of potential as a sales manager.		 
Suitability for Sales Management Position
ExcellentGoodFunctional

Interview Questions

  • How would you describe your ideal career? How does this career in sales management fit into your career planning?
  • What have you enjoyed the most about your current or most recent job? What would you change about it if you could?
©1979-2024 Selection Testing Consultants International Ltd
 
 SalesManagementPOP™ (SMP3# BCSKIAJFY6CW for SAMPLE SAMPLE on October 2, 2022)Page 21 

IX. Profile Scales Summary

Inherent Character Traits
ENTERPRISING ORIENTATION
13
 ProactiveBalancedResponsive
ACHIEVEMENT ORIENTATION
24
 Money and/or ChallengePeople and ServiceSafety and Security
INDEPENDENCE ORIENTATION
-2
 Very IndependentBalancedVery Team Oriented
Learned Behaviors
COMFORT WITH CONFLICT
3
 Comfortable with ConflictBalancedAvoids Conflict
EMOTIONAL QUOTIENT
45
 High Emotional Awareness Reliance on Non-Emotional Information
Learned Communication Style
PEOPLE ORIENTATION
-6
 Very SociableBalancedBuilds relationships gradually
ANALYTICAL ORIENTATION
10
 Analytical/SystematicBalancedLearns the Essentials
Attitudes & Beliefs/Opinions

43
Uncertainty Indicator
-3
Self-Confidence
19
Lifestyle Management
35
Commitment Reluctance
6
Listening Style
©1979-2024 Selection Testing Consultants International Ltd
 
 SalesManagementPOP™ (SMP3# BCSKIAJFY6CW for SAMPLE SAMPLE on October 2, 2022)Page 22 

X. SalesManagementPOP™ Interpretation Guide

To get maximum benefit from this profile and explore its meaning in depth, download the SalesManagementPOP™ Interpretation Guide. This companion to the profile explains in detail each of the traits, behaviors, and attitudes measured by the assessment, and offers insights into how to apply the insights gained.




Again, thank you for using SalesManagementPOP™. We wish you continued success in helping individuals strengthen their careers through the power of statistical science.





Smart Work | Network, Inc.
135 South Main Street, Suite 402
Greenville, South Carolina 29601
864.233.3007

http://www.SmartWorkNetwork.com
http://www.SmartWorkAssessments.com


The final two pages of this SMP report contain Tips for Evaluating Career Opportunities. They are addressed to the individual who was assessed, and you are encouraged to share this helpful information with him/her. Optionally, if you are a hiring manager considering SAMPLE for a position in your company, these tips may suggest areas that you can check, looking for alignment between your opportunity and the individual.

Remember, the Performance Equation suggests that top performance comes from the true alignment of an individual's Talent, Effort, and Opportunity.

At Smart Work | Network, Inc., we believe that there is a right opportunity for every individual. Our mission is to enable both employers and employees to make the right choices.
©1979-2024 Selection Testing Consultants International Ltd
 
 SalesManagementPOP™ (SMP3# BCSKIAJFY6CW for SAMPLE SAMPLE on October 2, 2022)Page 23 

XI. Tips for Evaluating Career Opportunities

Personal Strengths/Career Needs In Terms of Enterprising vs. Support Role Possibilities
People see you as occasionally competitive and somewhat assertive and aggressive in specific situations. Within an established job, with a structured work situation, you tend to stand out as an exceptionally well-organized person who can be depended upon to get the job done. With specific training in such areas as time management and planning, and with the opportunity to apply these newly developed skills in a job, you can become an even more valuable and valued employee in an organization that requires some flexibility and adaptability to change in its employees.

In Terms of Your Style and Strength of Various Motivations
In comparison with most people, you can be described as strongly achievement-oriented, quite hard-driving, active, eager and sometimes impatient. In some circumstances, just taking on a challenge because it is a challenge is enough motivation for you, because it makes you feel confident about your capabilities. In your career, you will want some challenge for its own sake, but in the main, the rewards, both financial and recognition, for doing the job well and being productive, will be the main motivators. Earning a high income and having a strong sense of personal achievement will be your way of evaluating how well you are doing in your career.

In Terms of Your Independence vs. Your Need to Be on the Team
You can be described as cooperative, obliging, efficient, conscientious, painstaking and team-oriented. You follow company rules and highly value security in your work. You must be careful not to allow a heavy dependency to develop between you and your fellow workers and/or your supervisor.

In Terms of Your Orientation toward the “People” Side of Business
You can be described as somewhat sociable, enthusiastic, cheerful, lively and entertaining. While valuing social interactions, you may be somewhat reserved in your initial contacts with new people. You achieve goals through personal relationships developed over a longer period of time.

In Terms of Your Orientation Toward Technical & Practical Concerns
You can be described as quite logical, reflective, analytical, factual and practical. A job that requires solving intellectual or conceptual problems would stimulate someone like you. You have a flair for technically-oriented, detailed work. Taking on challenges to learn and use new information in a field that interests you would be rewarding in itself.

©1979-2024 Selection Testing Consultants International Ltd
 
 SalesManagementPOP™ (SMP3# BCSKIAJFY6CW for SAMPLE SAMPLE on October 2, 2022)Page 24 

XI. Tips for Evaluating Career Opportunities, continued

What Should You Look for In a Job/Career that Matches You Best?
Look for opportunities within organizations that have a history of growth and development, in that they have kept or expanded their staff through retraining and through flexibility and adaptability of their operations.
Look for a career path that has the opportunity for you to undertake major personal challenges and that will reward you financially in proportion to your effort and your accomplishments. Taking on challenges for the sake of the challenge itself and for the recognition you may receive when you are successful may be sufficient motivators, in some cases.
You should look for an opportunity to be a part of a team and to provide a really important service to fellow workers and to clients of the company.
You should look for employment that calls for an average amount of “people” contact and a limited number of new contacts with people you don’t know. However, some of your job satisfaction would be found in the interaction with people at work.
A job with some learning and technical requirements would be quite satisfying. The opportunity to be creative and to put your new-found knowledge into action would also be appealing to you.


What Should You Avoid in Jobs/Careers that Match You Least?
Avoid work situations that are vague, unstructured or poorly organized. If the company has a history of difficulty with its employees, based on the strain created by the need for them to grow and adapt, it is unlikely that your talents and potential can be best developed there.
Avoid jobs that treat everyone the same, regardless of how much effort they put in or how much they achieve. Non-challenging or repetitious jobs are probably not going to make use of your powerful achievement orientation.
Avoid work situations where you might be required to often work independently and be deprived of the opportunity for teamwork.
You should avoid a position where you are expected to perform an exclusively public relations role.
You should avoid jobs that are not intellectually challenging, creative and those that do not offer a chance for personal growth in a technical or practical sense.
©1979-2024 Selection Testing Consultants International Ltd