reflection paper 1 and half pages typed and double spaced.

October 4, 2021

Best Fit Report - Sales Roles Hejin Lin

Prepared For: SEF - The University of Texas at Dallas - Semira Amirpour

Summary of Profile Fit Scores

Different sales roles require markedly different natural strengths and talent. The table below shows 13 common types of sales roles (Signature Profiles) and the degree to which this individual’s assessment results indicate “fit” for each type of role. The highest possible Profile Fit Score is 80.

A score of 50 or above is considered a good or possible fit. This means that the individual has a natural capacity to succeed in this type of role.

Signature Profiles Profile Fit Score

Indirect Sales Benchmark 64

Account Management Benchmark 56

New Product Field Sales Benchmark 55

Transactional Product Sales Benchmark 53

Relationship Solution Sales Benchmark 46

Sales Management Benchmark 43

Relationship Product Sales Benchmark 40

Specialized Technical Sales Benchmark 39

Outbound Inside Sales Benchmark 31

Specialized Solution Sales Benchmark 30

Inbound Inside Sales Benchmark 26

New Business Development Benchmark 10

Consultative Solution Sales Benchmark 4

Best Fit: Indirect Sales Benchmark

The Indirect Sales role is responsible for supporting a network of distributors, agents, value added resellers, or manufacturer’s representatives. They have little direct authority over these sales forces except in rare cases where they are under contract to sell only their products or services. As a result, they are tasked with training and motivating distribution partners through joint calls, promotions, and/or special bonuses.

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In-Depth Results for Best Fit Profile: Indirect Sales Benchmark

This section provides results for the competencies that are most critical for success in this type of role. All scores shown are percentile scores which range from 1 to 99. Percentile scores allow you to compare this individual’s scores with a group of others who took the assessment. A score of 67, for example, indicates that the person scored better than 67% of other respondents.

Organizes time to cover ongoing priorities and will make arrangements to cover whenever absence is unavoidable; understands that rewards are commensurate with effort and invests the time to get the job done; uses time efficiently during regularly scheduled hours so that extra hours are not inevitable, but is responsive to additional requirements or demands when necessary

75

Score Interpretation

This individual uses time efficiently during the workday so that extra hours are not the norm, but they are responsive to additional after-hours requirements or demands when necessary. They realize that it sometimes requires additional work hours that fall outside the normal workday to reach objectives. They establish a back-up person to support customers when they are not available. They know that some absences may be unavoidable and prepare a system to handle unpredictable or unpreventable overloads when they cannot provide support.

Increases sales with existing customers by stimulating the demand for currently purchased products and services; makes a proactive effort to build volume within established accounts by expanding the breadth of products used; monitors the potential for growth in volume by regularly tracking history and spotting trends or problems in need of a solution

75

Score Interpretation

For each customer, this individual develops and maintains a practical sales plan that promotes an expansion of the current product line. They work to increase business within existing accounts by spotting trends or problems for which new or additional solutions can be provided. They stay in contact with customers in order to track any changing circumstances that could lead to the necessity for new or different products. They understand that it is their personal responsibility to recognize and communicate any information that addresses a customer’s further needs.

COMPETENCY 1/7

Ensures Coverage and Responds to Customers

0 10 20 30 40 50 60 70 80 90 100

COMPETENCY 2/7

Expands Business Through Cross Selling

0 10 20 30 40 50 60 70 80 90 100

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Focuses on sharing information in an exciting and memorable manner; prefers group presentations; focuses equally on preparing delivery and content; stages a presentation to promote a more intangible service or solution; responds to audience cues and reactions by altering a prepared presentation as it progresses

40

Score Interpretation

This individual may not adequately prepare presentations and could fail to cover the critical information that could be of great use to the customer. Their presentations might not project the enthusiasm needed to grab and hold the attention of the audience.

Coaching Suggestions

Help them define what the audience will be expecting from the presentation. Insist that they do research before the presentation to ensure that the language and jargon will be familiar to the audience. While it is fine to start with a standard presentation and work from there, it is important to tailor it for each audience. Show them how to prioritize the benefits that are most important to customers, and make sure they are able to work with a mentor who is skilled in making formal presentations to create approaches sure to leave a positive impression. Remind them that even though their presentations are prepared, they don’t have to be overly scripted or bland. Suggest a class that would help inject creativity and technology into presentations. Allow them to observe others who have a unique and effective style, and suggest that some of the most interesting and memorable aspects be used in further presentations.

COMPETENCY 3/7

Prepares and Delivers Effective Presentations

0 10 20 30 40 50 60 70 80 90 100

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Uses strong personal identification with the product to influence others to promote and sell the product line; keeps the distributor fired up and committed to buying into a program or plan; works with other salespeople to help them close the large or elusive deal; breaks up the selling cycle into small increments and sets goals for each step; maintains the pressure to move forward through each step without becoming too pushy or overbearing; proactively reinforces the purchase decision, recognizing the risk that a product or program can be supplanted by the competition

85

Score Interpretation

This individual personally believes in the benefits of their products and services and is willing to stand behind the offering when competing for a contact’s interest and commitment. They feel that if others understand the benefits, there will be mutual support for the solutions. They break the sales process into manageable steps and seek continued agreement from customers at each step before moving on to the next. They understand the need to proceed gradually toward the final purchase so that the customer does not feel rushed, but they will also remain cognizant of urgency.

Demonstrates a commitment to the continuous education and training of others as a means of increasing their overall competency and productivity; prepares more structured sessions to cover the most critical areas of learning for the audience; stays on top of information needed by colleagues and customers in an effort to serve as a resource; takes responsibility for motivating others to learn and retain key information; reinforces what is being taught through periodic repetition; regularly assesses individual and group competencies and routinely addresses them by adjusting the training

56

Score Interpretation

This individual can generally revise group presentations as needed so that there is a mixture of new ideas and a reinforcement of previously presented concepts. They stay updated on critical information that might be used by others to maximize results. They focus on those issues and competencies that are most useful to learn and are going to make a real difference in the group`s overall effectiveness. They can typically provide information that will ultimately improve job performance and present it in a manner that motivates others to retain the information being taught.

COMPETENCY 4/7

Closes Through Personal Identification with the Product

0 10 20 30 40 50 60 70 80 90 100

COMPETENCY 5/7

Engages Others in Learning and Assesses Understanding

0 10 20 30 40 50 60 70 80 90 100

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Understands the critical role modeling and demonstration play in the ongoing development of direct reports; spends sufficient time with direct reports to provide guidance and coaching where needed and commits to regularly creating opportunities to share expertise; provides instruction, positive models, and opportunities for observation in order to help others perform successfully and develop skills; encourages questions to ensure understanding; observes progress, judges the effectiveness of reports, and provides timely and appropriate feedback on progress

50

Score Interpretation

For the most part, this individual accepts a supporting role in the development of others. They recognize the critical role that modeling and demonstration play in increasing others’ expertise and, therefore, take the time to provide needed instruction. They evaluate the direct report’s or associate’s skills and offer valuable tips for achieving job objectives. As a rule, they can provide suggestions for improvement and propose alternative approaches when current methods are ineffective.

Develops a comprehensive knowledge of products and potential applications; understands that up-to-date knowledge is required to maintain credibility as a subject matter expert with distributors and end-users; acquires knowledge through sources of published information supplemented with personal internal and industry contacts; keeps current on product/service developments through more formal learning opportunities; assumes the role of resident expert and develops product knowledge for the purpose of serving as a resource to others

73

Score Interpretation

This individual generally does what is necessary to keep extensive knowledge on the cutting edge so that they can recommend appropriate solutions for customer needs. They take pride in being a sought-after resource and therefore, try their best to stay current with most modifications to the solutions. As a rule, they acquire knowledge by using both published materials and information gathered from interactions with customers. They seek out and maximize opportunities to expand current product information to stay on top of the information required for their job.

COMPETENCY 6/7

Coaches Others and Provides Timely Feedback

0 10 20 30 40 50 60 70 80 90 100

COMPETENCY 7/7

Leverages Expertise to be Recognized as Subject Matter Expert

0 10 20 30 40 50 60 70 80 90 100

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Key Motivational Characteristics

The motivational characteristics described below measure this individual's preferences, wants, or desires. However, this DOES NOT necessarily indicate that they currently have developed the habits or skills to satisfy these preferences. A manager may wish to note these specific motivational needs and utilize the suggested discussion points to commence a meaningful dialogue about potential with this person. These characteristics will also provide you with an indication of this individual's fit to your organization's culture.

Motivational Characteristics Manager's Tips

When completing tasks, this person prefers to take a specialized approach by concentrating on making sure that all the details are accurate and complete. Although this is commendable, if faced with an assignment that requires a broader view, they could lose sight of the bigger picture in order to focus on what they view as relevant details.

This individual can benefit from periodic reviews of their results to strengthen the importance of accomplishing critical goals. Remain aware of their need to concentrate on detail, but reinforce the need to weigh the situation before taking action. Explain that to be viewed in an even more professional light, they need to be able to take an objective view of a project and then identify the critical success factors. The test of a true professional is the ability to recognize the importance of all the elements of a project and prioritize, rather than automatically assuming that each detail is important.

They enjoy close personal relationships, but have a strong need to maintain a sense of objectivity and professional logic when dealing with others. They will be reluctant to engage in close, informal relationships until they can be certain that their trust is well-placed. Although this can build a reputation for fairness, it could also give others the impression that they are unsociable.

Help them to set boundaries without seeming standoffish. Provide them with ideas that can help them turn down invitations in a light-hearted manner that shows genuine interest, yet expresses a need to remain professional. With a few well-chosen words, they can make their feelings clear to colleagues in a non-offensive manner.

This person’s natural inclination is to prefer one-on-one contact rather than dealing with large groups. They will hold back in social situations until others demonstrate interest in speaking with them. As a result, they will do much better in a position which affords the opportunity to stand back and observe interactions, than one where they need to take the lead.

It is nearly impossible to force someone who is not outgoing to change. There are methods, though, to increase a comfort level in situations that require more extroverted behavior. They would benefit from frequent exposure to friendly groups where they can gain more experience with interpersonal contact and to get familiar with the way groups interact. Focus them on specifically working to meet and learn more about the groups with whom it is important to interact. To appeal to their need to rehearse, provide them with a list of sure-fire conversation starters. Also, learning which types of interaction work in a group setting and which ones don't could help them become more comfortable at times when they need to take the lead in interactions.

This person prefers a methodical and deliberate pace that allows ample time to check their work. They enjoy projects that require a good deal of concentration and accuracy and will become tired and irritated if placed in a fast-paced environment with quick turn-around times.

Review their work process to see when and where the pace starts to lag. Challenge them to gradually increase the amount of time they can maintain a faster pace. By slowly raising the bar on pace requirements, they will eventually adapt to anticipated endurance levels and keep up with faster-paced co-workers.

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This person appears somewhat less assertive than average personnel. Because of this passivity, they might not be able to take control of situations that require a more proactive approach. Further, this preference for staying silent could cause tension to build to the point where they might overreact to a specific instance of the same issue in the future.

Be alert to their needs, difficulties, and frustrations, as they may not bring them to your attention. It is also important that you ask for their opinions if they are in a competitive environment, as they may be reluctant to state them. Ask them to provide regular and honest feedback to issues and situations, be it in the form of a written report or a private, one-on-one meeting. Getting them accustomed to stating their point of view will avoid frustration building to the point of overreaction. Negotiation training or assertive communication courses may also be useful in getting them acclimated to expressing their opinions in a constructive, yet non-aggressive manner.

This individual could be considered to be pessimistic in their outlook, as they are skeptical that things will go wrong unless they are carefully monitored. Although this means that they will most likely keep a close eye on possible barriers to goals, they could feel that success is beyond their grasp no matter their efforts and concede to obstacles rather than working around them.

They need to have incentives to work through any pessimism. Explain and give examples of how a negative self-fulfilling prophecy works, as well as the benefits of a positive, or at least a neutral, approach. Make sure they understand that the most important characteristic of successful people is a commitment to success rather than just expecting the worst or feeling sorry for themselves.

This person prefers to implement and improve on existing systems rather than create a new approach that has no track record. They see it as more practical and efficient to rely on tried and true approaches. They could resist pressure to design new methods and feel uncomfortable when faced with the need to build a completely new solution.

Since they need to be convinced to devise a new approach from scratch, discuss the options at their disposal and weigh the pros and cons of modifying the existing system versus finding a new angle. Although no system will be 100% free of risk, show them that it is sometimes worth the risk in order to produce significant improvements.

This individual needs to consider interpersonal problems before offering any opinions because they want to make sure their actions will not have a negative impact on others. They could feel uncomfortable if required to interact with others in a superficial, informal manner, without sufficient private time to plan an approach for addressing delicate issues.

Their tendency to avoid offending others by not speaking about some interpersonal issues may cause some to perceive this person as distant. Encourage them to get to know co-workers on a more personal basis, perhaps through company activities where they will have a particular function that requires regular, two-way communication. This may create a more comfortable work environment, while still allowing them to take personal time to contemplate more delicate issues.

This person wants recognition for their efforts and works to gain the benefits that recognition can bring. Status, authority, and public recognition are key motivators for them and will inspire greater efforts. They are motivated by prestige and will have difficulty working in a position that requires them to assume a low profile.

Because they value recognition and status, they may be as motivated by these visible rewards as they are by their paycheck. Make sure your appreciation of their efforts is publicly announced. Such recognition will inspire them to continue and improve on any efforts and is also good policy in boosting the morale of all employees.

This individual might seek high-pressure situations because they enjoy the challenge. However, they might not take the time to anticipate problems which could occur because they aren’t afraid of the unexpected. As a result, they could take on more stress than they can handle, and objectives could be jeopardized.

If allowed, they would prefer to work under constant pressure. However, long-term stress can deplete them, thus causing the quality of the results produced to be minimized. Therefore, it may make sense to help them divide long-range assignments into time segments so that they can maintain a healthy balance between the pressure required to spur them onward and the stress that could push them toward burnout.

Motivational Characteristics Manager's Tips

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