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Account Managament.doc

ASSESSMENT RESULTS

For Ali Alghanim

ASSESSMENT RESULTS

Personal & Confidential
NAME:	Ali Alghanim
POSITION:	Account Management
BOTTOM-LINE:	LOW MATCH

DATE:	July 26, 2019

The validity scales within the assessment reflect a tendency on your part to create a favorable impression. You tended to downplay your weaknesses and emphasize your strengths.

Skills Potential Summary

All scores shown are percentile scores, which range from 1 to 99. These scores indicate how an individual compares to a large sample of professionals who completed the assessment. Do not confuse percentile scores with percentage correct scores. Percentile scores allow you to compare one person’s scores with a group of others who took the assessment.

According to Chally's analysis of University Assessment Program position information, we have agreed that the following Sales Skills are most critical to success in this position:

CRITICAL SUCCESS SKILLS	PERCENTILE
MAXIMIZE RESULTS BY SYSTEMATICALLY MANAGING AN ACCOUNT PLAN	26
DRIVEN TO PRODUCE BY INCREASING SALES TO EXISTING ACCOUNTS	51
WORK THE SYSTEM FOR THE CUSTOMER	97
EDUCATE CUSTOMERS THROUGH STRUCTURED TRAINING	40
PROMOTE CUSTOMER RELATIONS BY SOLICITING FEEDBACK	69
RESPOND AT ANY HOUR	14

In-Depth Evaluation of Critical Potential for Account Management

MAXIMIZE RESULTS BY SYSTEMATICALLY MANAGING AN ACCOUNT PLAN
Consistently meet or exceed sales targets through personally controlling the critical aspects of the sales and delivery processes; systematically work each account plan and anticipate problems in order to work around them; are driven to win customers’ attention and treat their business as an honor, never letting them feel taken for granted
Skill/Capability Level: You may not understand that a higher level of dedication could yield better sales results. You may feel that being average is good enough and not possess a strong desire to surpass higher quotas and expectations. As a result, you may fail to act on opportunities to increase revenue and sales. Rather than being pragmatic and proactive by anticipating problems and preventing them before they negatively affect accounts, you might be caught off guard when problems or issues arise. Therefore, you could lose sales and customers. You may be too self-absorbed or attention seeking to make your customers feel like their needs are individually being addressed. You may leave them feeling that their purchases are expected rather than valued.
Coaching Suggestions: Challenge yourself to improve upon previous results. Commit to gradually taking more control over the sales and delivery process. Each week or month, try to take responsibility of another critical aspect of the process so that you begin to project and feel an air of personal dedication, while also improving your sales results. By ramping up slowly, the changes in your behavior will gradually become second nature. Remember the importance of implementing a system to manage accounts in order to ensure that key tasks are accomplished and to avoid barriers to ongoing success. Assuming that things will work out on their own, rather than working to guarantee that they do, is asking for trouble. Waiting until a problem surfaces is costly in the long run - not just in the area of benefit delivery, but also the resources wasted to rectify a situation that could have been prevented. Remember occasions when you were the customer and your salesperson went out of the way to make you feel special. Didn't the experience make you feel as though your patronage was valued and your business appreciated? Did you tell others of your good experience? Did you refer the company to others who may be interested in the product? Attempt to keep this in mind when dealing with customers and try to do the same for them.

DRIVEN TO PRODUCE BY INCREASING SALES TO EXISTING ACCOUNTS
Motivated to advance in a sales career by increasing the product diversity offered to existing accounts; concentrate on finding avenues to generate increased sales from established accounts; work to increase revenue by identifying additional products to complement what is currently sold to the existing customer base
Skill/Capability Level: For the most part, you are unwilling to settle for maintaining the status quo in generating revenue or increasing sales just incrementally. Your goal is generally to reach a high level of success, and you try to reach this goal through account penetration. You usually work to increase revenue by identifying additional products to complement what is currently sold to the existing customer base. As a rule, you look at your customer base as a whole and try to focus on those products and applications that would be the most popular.

WORK THE SYSTEM FOR THE CUSTOMER
Show skill and ease at working in groups; work with others to achieve better results and forge close working relationships and alliances in order to get things done; are quick to cooperate versus expect others to bend to your wishes; support joint ownership and shared recognition for results; recognize the advantages of group participation in planning and problem solving
Skill/Capability Level: You understand your personal importance within the team. You perform your role effectively and help other members of the team as needed. You grasp the concept of a team as a mutual support system wherein the members rely on each other to work toward a common goal.

EDUCATE CUSTOMERS THROUGH STRUCTURED TRAINING
Help the customer to gain maximum benefit from the product or service by committing to continuous education that provides information updates or product training; prepare more structured sessions to cover the most critical areas of learning; stay on top of information needed by customers in an effort to serve as a resource; take responsibility for motivating customers to update their information; reinforce shared information through periodic repetition; routinely adjust education process to address individual and group progress or understanding
Skill/Capability Level: You may see yourself as only an information conduit for customers rather than a teacher, and you could prefer a more loosely organized curriculum to the structured requirements of a formal class setting. You may not understand the need to plan your training sessions and, as a result, yield inconsistent results. You might not close the loop by showing your audience how important the information is for them to learn. Consequently, they might neither be motivated to improve their skills nor concerned about how well they understand concepts that are essential to maximizing the benefits obtained from the products you offer.
Coaching Suggestions: Your idea of a good training presentation may differ greatly from what is needed in this position. You may believe that your role is to teach basic concepts and then leave your group to research new information on their own. While a dedication to learning is required of your audience, you are still responsible for remaining up-to-date so that your presentations will have relevance. Prepare formal presentations and have a superior review them with you. Remember that while teaching the basics is necessary, you must also incorporate new ideas and developments so that your audience can maximize their performance and you can be viewed a valued ally. You may need to recognize that although more is sometimes better, in the case of training a group, it is best to stick to those issues that will have the greatest impact on overall results. Try to choose just a few key issues or goals for improvement and create a presentation focused on those subjects. If this mock presentation becomes too convoluted or slick in appearance, see how you can trim it down so that only the key competencies are addressed. Make sure that you create a few sample presentations to keep as examples for when you get off course.

PROMOTE CUSTOMER RELATIONS BY SOLICITING FEEDBACK
Seek customer feedback regularly to verify satisfaction and uncover minor issues which could escalate if left unattended; solicit suggestions for continuous improvement and demonstrate personal attention to the customer even when there is no problem; listen to feedback without judgment or defensiveness, remaining focused on results rather than personal feelings; stay logical and objective and refrain from expressing personal frustrations to the customer; ensure future business by anticipating and removing potential sources of dissatisfaction
Skill/Capability Level: For the most part, you have the discipline to regularly call on customers and are able to spot trouble situations before they get out of hand. You generally ask for feedback and suggestions for improvement in order to verify satisfaction. As a rule, you keep your emotions in check and objectively analyze customer responses so that you can maximize satisfaction. You usually listen to feedback and accept suggestions for improvement without judgment or defensiveness.

RESPOND AT ANY HOUR
Organize time to cover ongoing priorities and will make arrangements to cover whenever absence is unavoidable; understand that rewards are commensurate with effort and invest the time to get the job done; use time efficiently during regularly scheduled hours so that extra hours are not inevitable, but are responsive to additional requirements or demands when necessary
Skill/Capability Level: You may not use your work hours productively enough to meet your customers' needs, causing inevitable demands on your personal time. You may not allow enough effort toward getting the job done, yet seek to form a distinct boundary between your personal and work time. As a result, you could be reluctant to provide after-hours customer support and ultimately lose a client. The resolution of customers' issues may be delayed because you might not have a back-up plan to cover their needs in your absence. You may not realize that you are responsible for providing support even when you are away, consequently creating delays in the response time when you are not available to take immediate action.
Coaching Suggestions: Since the workload in your position can vary, stay aware of times when you will be called to work more than your regular hours. By juggling your priorities differently and more efficiently organizing your time, you should be able to limit the number of extra hours required. If you are having difficulty balancing your time, ask your manager to help you to develop efficient methods for ordinary tasks, and a Plan B for when extra work comes your way. If you are unavailable, you should have a back-up person prepared to take over for you. This substitute should have access to well-organized information about your customers and any other pertinent data that can be of assistance. Make sure that you have provided your manager with a list of what systems or resources you have tapped to serve as backups, and then remember to adjust this list if people leave or if there are changes in the customer's business.

Key Motivational Characteristics

The motivational characteristics described below measure your preferences, wants, or desires. However, they DO NOT necessarily indicate that you currently have developed the habits or skills to satisfy them entirely on your own. You may wish to note these specific motivational needs and utilize the suggested tips to enhance your potential.

MOTIVATIONAL CHARACTERISTICS	TIPS
You strive to be seen as an expert in your field. You set high standards for yourself and work hard to produce accurate results. However, when faced with an assignment that requires a broader view, you could lose sight of the bigger picture in order to focus on what you view as relevant details.	Focusing on details will help to keep you happy on the job. However, remember to set guidelines when goals requiring a broader perspective need to be met. Try to stay aware of the importance of deadlines and larger objectives and, using this information, compose a list of key tasks and critical success factors. How can you integrate your expertise with the knowledge of others in order to achieve expected results? How can you best strike the balance between generalizing and specializing? Try to realize that professionalism lies in the ability to vary your approach according to the results sought.
You are concerned about offending others and, in order to work through difficult conversations, need adequate time to mull over your actions. If confronted with a situation that requires you to take a more spontaneous, active role, or if denied the privacy to contemplate your actions, you could become frustrated.	Your tendency to avoid offending others by not speaking about some interpersonal issues may cause some to perceive you as distant. Get to know your co-workers on a more personal basis, perhaps through company activities where you will have the opportunity to communicate with them on a regular basis. This may create a more comfortable work environment, while still allowing you to take personal time to contemplate more delicate issues.
You need assignments that allow you ample time to check and recheck your work. You can meet deadlines, if given sufficient time, but prefer tasks that accommodate your methodical and unhurried approach. You will tend to burn out quickly in situations where a faster pace is required.	You may have difficulty meeting tight deadlines due to a difficulty in maintaining a consistently fast pace. You may be able to keep up at first, but then require long rest periods in order to recuperate. Try to gradually build your stamina by committing to incrementally increase your pace or to maintain that pace for slightly longer periods of time, until you are on par with your colleagues.
You pride yourself on maintaining a controlled approach, and would like to be confident there's a sure way to deal with obstacles that might interfere with task achievement. When faced with a situation that requires a completely new solution, you might become frustrated when you realize that you cannot entirely control the element of risk.	Becoming acquainted with experienced risk-taking decision-makers will broaden your general information base. Through your contact with more venturesome associates, you can see, first-hand, the value of exploring new or very different options. Although this experience can ease your inhibitions, it won't completely modify your behavior. You will still be less inclined to change than your more innovative counterparts. However, you will, at least, understand the reasoning behind new solutions and view their implementation, not so much as a wild gamble, but a calculated risk.
In social situations, you prefer to interact with individuals rather than groups, and with familiar acquaintances than with strangers. You will feel very uncomfortable in a position that requires you to socialize with groups of unfamiliar people in search of new business opportunities.	Commit to making presentations about your projects or other interests in front of your co-workers. When you become more comfortable speaking in front of them, up the ante by challenging yourself to speak in front of a small group of strangers. Gradually gaining the confidence to speak openly in front of others will increase your comfort level in initiating interactions in a social setting.
You work to see a task to completion. You enjoy pushing yourself and measure your success by the tangible results you achieve. However, you could be uncomfortable if put in an environment where you cannot consistently complete one task before beginning another, or you are needed in a planning or coordinating, rather than a doing, capacity.	You need a structured and consistent work environment in order to thrive. Although you may be capable of producing less tangible results, you need to feel that you are progressing toward a definite goal. In order to gain the sense of routine you need, identify the tasks for which you are responsible, and set target dates. Establish a method to track, measure, and report your accomplishments.
You tend to focus on the differences between yourself and others, and will stick to your own opinions rather than compromising for compromise's sake. Once you determine the best course of action, you stand by it and will not be swayed, especially by individuals who are unproven resources. You need a work environment that allows you to act on your convictions, and will become frustrated if asked to adopt a more tolerant approach simply for its own sake.	Standing by one's opinions and decisions is admirable, but be certain that you do not become overly critical of individuals who do not share your point of view. Realize that although others may not have sufficient experience to provide beneficial input, you should still listen to their opinions and use the situation as a chance to educate them. For example, instead of merely discrediting suggestions, be certain that you explain why your plan is the best course of action and then show them how their solution will yield a less-than-desirable result.
For you, the decision itself is more important than reaching consensus. You seek to influence people by selling them on what you believe is the best solution. You strive to make the best decision possible and will not sacrifice the outcome for the sake of compromise. You need to be able to take a directive approach to influencing others, and will most likely shy away from positions that require you to take a team perspective to decision-making.	As you become more skilled, you may be rewarded with more independence and control. Be sure you are aware of guidelines to use in your decision-making process. However, realize that there will be times when collaborating with constituents will provide you with a new perspective. Do your best to listen to dissenters, but you need not act on their suggestions unless they will enhance the quality of the result. Ensure that you weigh their opinions carefully and keep the good suggestions before committing to a specific course of action.
You possess a need to compete, whether with past performances or with others. Because you are driven to constantly surpass past results, you tend to view each situation as having a winner and loser. You see competition as a means of reaching higher levels of achievement and, therefore, will feel frustrated and uninspired in environments that require teamwork and shared success over individual accomplishments, and inhibit your need for friendly rivalry.	Try to satisfy your competitive streak by forming a company athletic league or developing an office contest, but understand that the key to success in the workplace is cooperation and support. Continue to compete with your own achievements and build upon previous results, but when it comes to others, you should lend a hand so that the organization, as a whole, can beat the competition.
While you are comfortable discussing common interests with new contacts or acquaintances, you socialize mainly to further practical goals or obligations. You are not typically drawn to socializing, and if forced to regularly expand your network of contacts through social affairs, you may need encouragement or evidence that your time is being used wisely.	Before going out on a social call, establish the goal for the call. Are you to obtain specific information? Or expand your sales base? If there are no immediate benefits to be gained from the contact, then try to search out common interests to help you form a more effective link between yourself and the other individual. Finding such interests will give your socialization efforts more return for your time.

We hope this report has given you a satisfactory explanation of your profile results, and we wish you luck in your future endeavors.

Indirect Sales.doc

ASSESSMENT RESULTS

For Ali Alghanim

ASSESSMENT RESULTS

Personal & Confidential
NAME:	Ali Alghanim
POSITION:	Indirect Sales
BOTTOM-LINE:	LOW MATCH

DATE:	July 26, 2019

The validity scales within the assessment reflect a tendency on your part to create a favorable impression. You tended to downplay your weaknesses and emphasize your strengths.

Skills Potential Summary

According to Chally's analysis of University Assessment Program position information, we have agreed that the following Sales Skills are most critical to success in this position:

CRITICAL SUCCESS SKILLS	PERCENTILE
RESPOND AT ANY HOUR	14
ACCOUNT PENETRATION BY CROSS SELLING	25
MAKE FORMAL SALES PRESENTATIONS	1
CLOSE THROUGH PERSONAL IDENTIFICATION WITH THE PRODUCT/SERVICE	95
TEACHING IN A STRUCTURED SETTING	40
MAKE JOINT CALLS	25
DEVELOP COMPREHENSIVE PRODUCT KNOWLEDGE TO BE A CREDIBLE RESOURCE	73

In-Depth Evaluation of Critical Potential for Indirect Sales

RESPOND AT ANY HOUR
Organize time to cover ongoing priorities and will make arrangements to cover whenever absence is unavoidable; understand that rewards are commensurate with effort and invest the time to get the job done; use time efficiently during regularly scheduled hours so that extra hours are not inevitable, but are responsive to additional requirements or demands when necessary
Skill/Capability Level: You may allow outside distractions to prevent you from making efficient use of your work time, which could cause inevitable after-hours demands. However, you may also be reluctant to sacrifice the personal time reserved for friends and family. As a result, you may fail to provide support when needed and thus alienate customers. You might not have a designated back-up person or resource ready to assist your customers if you are unavailable. You may fail to communicate instructions or to adequately train someone to take over in your absence because you do not feel duty bound to ensure support when you are not at work. Consequently, customers could be at a loss for support if you are inaccessible.
Coaching Suggestions: Since the workload in your position can vary, stay aware of times when you will be called to work more than your regular hours. By juggling your priorities differently and more efficiently organizing your time, you should be able to limit the number of extra hours required. If you are having difficulty balancing your time, ask your manager to help you to develop efficient methods for ordinary tasks, and a Plan B for when extra work comes your way. If you are unavailable, you should have a back-up person prepared to take over for you. This substitute should have access to well-organized information about your customers and any other pertinent data that can be of assistance. Make sure that you have provided your manager with a list of what systems or resources you have tapped to serve as backups, and then remember to adjust this list if people leave or if there are changes in the customer's business.

ACCOUNT PENETRATION BY CROSS SELLING
Increase sales with existing customers by stimulating the demand for currently purchased products and services; make a proactive effort to build volume within established accounts by expanding the breadth of products purchased; monitor the potential for growth in volume by regularly tracking the purchasing history and spotting trends or problems in need of a solution; see yourself as responsible for facilitating the customer’s reorder and replenishment process
Skill/Capability Level: You may not develop growth plans for your accounts or be willing to stimulate increased business by pushing additional, complementary products. You may not make a proactive effort to build volume within established accounts by expanding the breadth of the products purchased. As a result, you may fail to maximize your sales potential. You won't always know when customers are ready to reorder because you might be less than conscientious about tracking their usage history. You might be more responsive than proactive in the replenishing process and, consequently, your customers might order products from someone who can offer more consistent service and attention to their changing needs.
Coaching Suggestions: The key to maximizing sales is to treat existing customers like prospects. Develop formal account plans for expanded sales and review them with a superior or co-worker. Challenge yourself to find opportunities for selling additional product lines by remaining attentive to trends or problems that may call for new solutions. You may not consistently recognize the need to track customers' usage history, so you will have to take extra care to ensure this important aspect of the resale process is completed. Remember that exhibiting a greater interest in customers and increasing your interface with them will help you to see developing trends and indicate the correct time for repeat orders. Ask your superiors to help you implement a process to monitor your customers' continuing needs and to ask for reorders on a regular basis.

MAKE FORMAL SALES PRESENTATIONS
Focus on sharing information in an exciting and memorable manner; prefer group presentations; focus equally on preparing delivery and content; stage a formal presentation to promote a more intangible product or service; respond to audience cues and reactions by altering a prepared presentation as it progresses
Skill/Capability Level: You may not customize your presentations according to each customer's particular expectations or modify them according to audience reaction. Your presentations may not contain the exciting and enthusiastic elements necessary to capture your audience's share of mind.
Coaching Suggestions: Your customers need to know that your presentations will focus on their needs and not be a waste of their time. Ask your manager for ways that you can weave in any anticipated objections and how to prioritize those benefits that would be of greatest interest to your customers. Remember to periodically gauge the audience's reactions and adjust your message accordingly. Ask for assistance in developing memorable presentations that will win your audience over. Make sure that you are using all of the audio visual and graphic tools available to you. If you are not well-versed in the technical aspects of creating vibrant high-tech presentations, seek training in this area. Until you are up to speed, ask for administrative assistance from someone who is capable of forming creative props and presentations for you to use.

CLOSE THROUGH PERSONAL IDENTIFICATION WITH THE PRODUCT/SERVICE
Use strong personal identification with the product to influence others to promote and sell the product line; keep the distributor fired up and committed to buying into a program or plan; work with other salespeople to help them close the large or elusive deal; break up the selling cycle into small increments and set goals for each step; maintain the pressure to move forward through each step without becoming too pushy or overbearing; proactively reinforce the purchase decision, recognizing the risk that a product or program can be supplanted by the competition
Skill/Capability Level: You personally identify with your products and can keep the distributor fired up enough to promote them, even when challenging or elusive customers need support and rationale. You won't rush distributors toward an immediate close, but systematically walk them through a series of steps that lead to a purchase decision.

TEACHING IN A STRUCTURED SETTING
Demonstrate a commitment to the continuous education and training of others as a means of increasing their overall competency and productivity; prepare more structured sessions to cover the most critical areas of learning for the audience; stay on top of information needed by colleagues and customers in an effort to serve as a resource; take responsibility for motivating others to learn and retain key information; reinforce what is being taught through periodic repetition; regularly assess individual and group competencies and routinely address them by adjusting your training
Skill/Capability Level: You may see yourself as only an information conduit for others, and you could prefer a more loosely organized curriculum to the structured requirements of a formal class setting. You may not understand the need to plan your training sessions and, as a result, yield inconsistent results. You might not see the value of taking the time to repeat and reinforce key training concepts during your presentation. You might not accept the responsibility of ensuring that others retain valuable information and, consequently, fail to convey what they need to improve their overall effectiveness.
Coaching Suggestions: Learn the importance of a consistent training program that establishes key concepts while introducing new ideas and developments that could prove to be helpful to your audience. By trying to teach in an off-the-cuff manner, you run the risk of touching upon important subjects without scratching far enough beneath the surface to achieve a firm level of understanding. Get in the habit of creating coaching plans and then review them with a superior to ensure that you cover both old and new issues and that your presentation spends an adequate amount of time on each. Remember that your training presentations should not be viewed as an opportunity to relate tons of irrelevant information or to impress the audience with your public speaking skills. Keep in mind that the most effective presentations are those that are focused on making a real difference by providing relevant information and not those that aim to overwhelm listeners with superfluous razzle-dazzle.

MAKE JOINT CALLS
Understand the critical role joint calls play in the ongoing development of salespeople; commit to using joint sales calls as opportunities to share expertise; demonstrates effective techniques; observe progress and judge the effectiveness of assigned salespeople; are dedicated to providing backup and expertise to help salespeople secure a close; accept a supporting role in the sales process and set level of involvement in accordance with what the primary salesperson needs
Skill/Capability Level: You may spend more time tracking administrative or procedural issues than actually assisting on calls. You may place a higher priority on the clerical aspects of the sales management job and, as a result, miss out on the opportunity to share your expertise and improve the rate of successful closes. You might join salespeople on sales calls and offer the support needed to secure that particular sale, but fail to adequately share and explain your techniques. You might not offer an honest evaluation of their sales performance and suggest ways to improve their success rate. Consequently, your reports might miss out on the constructive criticism they need to grow.
Coaching Suggestions: You can be such a valuable role model for new or struggling salespeople just by riding along and sharing your expertise. Make sure that you aren't allowing any administrative tasks to interfere with this important role. Remember that this is a time-consuming, but very important process and it could be helpful to identify any seasoned veterans who could be entrusted with an occasional joint call if the need arises. Keep lists of suggestions that have proven useful for other salespeople as well as documentation of particularly difficult calls you have successfully closed. Get in the habit of using the time between calls to debrief the primary salesperson and offer suggestions for improvement. The time spent driving or flying between customer sites is the perfect time to discuss the previous sales performance. Not only is the information still fresh in your mind, but whatever is discussed can be applied by the salesperson during the next call. In addition, presenting constructive criticism on an individual case basis prevents both the coach and the student from becoming overwhelmed.

DEVELOP COMPREHENSIVE PRODUCT KNOWLEDGE TO BE A CREDIBLE RESOURCE
Develop a comprehensive knowledge of products and potential applications; understand that up-to-date knowledge is required to maintain credibility as a subject matter expert with distributors and end-users; acquire knowledge through sources of published information supplemented with personal internal and industry contacts; keep current on product/service developments through more formal learning opportunities; assume the role of resident expert and develop product knowledge for the purpose of serving as a resource to others
Skill/Capability Level: You generally stay on the leading edge of updates and programs so that distributors will view you as a strong resource for the information that will help them to sell your products. For the most part, you believe that there is always something new to learn and, therefore, manage to stay one step ahead of the distributors' and end users' needs. You typically take advantage of formal training opportunities that will help you stay current on product offerings and their uses. As a rule, you understand the importance of gaining information from many different resources, including published materials and word of mouth, in keeping your product knowledge current.

Key Motivational Characteristics

MOTIVATIONAL CHARACTERISTICS	TIPS
You strive to be seen as an expert in your field. You set high standards for yourself and work hard to produce accurate results. However, when faced with an assignment that requires a broader view, you could lose sight of the bigger picture in order to focus on what you view as relevant details.	Try to use your desire for knowledge to the company's benefit by finding projects and tasks within your area of expertise that require research and an emphasis on detail. During your spare time, try to find ways in which your expertise can benefit the rest of the organization. Ask questions and uncover ways in which your knowledge can help others as well as find ways in which other people can help you with your job. Seeking opportunities to continue to increase your knowledge will be satisfying, while unearthing the opinions of others and integrating them with your own priorities enables you to gain a broader perspective.
You are concerned about offending others and, in order to work through difficult conversations, need adequate time to mull over your actions. If confronted with a situation that requires you to take a more spontaneous, active role, or if denied the privacy to contemplate your actions, you could become frustrated.	Although you may need private time to gather your thoughts and decide what course of action and which words to use, you need to realize that too much time alone can give others the impression that you are aloof and distant. Express your privacy needs and allow yourself some time to ponder your actions, but commit to spending the rest of your time interacting in a less formal manner.
You are at your best when working on assignments that require a high level of precision or thoroughness. Although you can increase your pace to accommodate the occasional deadline, you cannot maintain that pace for very long without growing tired or frustrated with having to rush.	You may have difficulty meeting tight deadlines due to a difficulty in maintaining a consistently fast pace. You may be able to keep up at first, but then require long rest periods in order to recuperate. Try to gradually build your stamina by committing to incrementally increase your pace or to maintain that pace for slightly longer periods of time, until you are on par with your colleagues.
You prefer to deal practically with problems, looking for concrete improvements based on step-by-step, incremental refinements. You are motivated by bottom-line results, and prefer not to take uncontrolled risks just to try to find a breakthrough. When a novel approach is necessary, you will be frustrated with the need to start from scratch and experiment to develop an effective solution.	Ask for the opportunity to work with someone with a more intuitive, creative approach. Gain exposure to, and practice in, new situations so that you will learn how to look for optional solutions, but don't expect to become the new idea or change master on a regular basis.
You see yourself as a rather shy person who deals best with others on a one-on-one basis. You prefer to take the role of observer in interactions, and therefore could make a very good listener. However, if you are expected to 'work a room' for the sake of scoping out new business contacts, it could make you tense and uncomfortable.	A generalized sales course or training seminar could enable you to practice group interaction in a less threatening environment. Likewise, a class in public speaking could also increase your comfort in a group atmosphere by giving you confidence in your ability to make your message clear and easily understandable.
You like to keep pushing and are focused on working through the task at hand. You measure your achievements by checking items and goals off your task list and gain a sense of accomplishment from job completion. You prefer a work environment with clear project goals and target dates and, if confronted with a position without delineated objectives or duties, you might become frustrated or irritated or devote time to more quantifiable tasks with less relevance.	Having clear and quantifiable targets or goals in advance is important to you so that you can track and measure your progress. You enjoy working towards specific goals so be sure to compose detailed task lists where you can cross off items as they are completed. If your tasks are a bit more cerebral than physical, then be sure to set alternate milestones and occasionally reward yourself opportunities for you to still feel as though you are accomplishing goals.
You need to be permitted to follow what you feel is the best course of action. You stand by your convictions but apply them in a fair and just manner, taking heed of only those opinions that will enhance the value of the end result. You require the freedom to do what you feel is right and will not be satisfied in a position that entails compromising your values simply for compromise's sake.	Although it is commendable that you stand by your decisions, make sure that you are not being overly critical or dogmatic. You may tend to group people together rather than getting to know them as individuals, and thus unfairly judge them and their opinions as having little or no value. Make an effort to spend more time with your constituents on a one-on-one basis and then make notes of their individual strengths and weaknesses. Were there any surprises? Did any of them possess talents of which you were unaware? Could those talents be applied to the achievement of overall goals? Remember to repeat this process with all individuals that you meet.
You are driven to make independent choices and decisions. You believe that the outcome of a decision is more important than the means by which that decision was reached and are not willing to compromise the quality of the results in order to reach consensus. You will most likely shy away from a role that requires you to collaborate with others to the possible detriment of the outcome by placing consensus above achieving desired results.	Because you are quite independent, you will not want a great deal of supervision. However, it is recommended that you provide regular reports so that your progress can be monitored. Ensure that you include in these reports your decisions, the results you expect from your solutions, any dissenters you encounter, and the actual end result of your plans. Likewise, to prevent yourself from working in a vacuum, commit to including the opinions of at least three of your constituents and then your reactions to them. By making collaboration a part of your usual decision-making routine, you open your mind to potentially beneficial solutions you may have missed.
You have a drive to win, even when you're not in a competitive situation. You tend to view every situation as a contest and an opportunity to surpass your previous results, as well as the performances of those around you. You will excel in an environment that emphasizes an every-man-for-himself attitude, but will grow frustrated in a team atmosphere that inhibits your competitive nature.	You are happiest when challenged with work scenarios that require a certain level of healthy competition. However, if such an environment cannot exist, then try to understand the importance of teamwork and cooperation in achieving goals, and try to use after-hours time to fulfill your need for competition. For example, start a company baseball team or bowling league where you can compete against your co-workers in a non-professional environment.
You use social interactions as a means to an end rather than a source of satisfaction in itself. You enjoy socializing when you have an opportunity to advance your own personal or professional growth goals. If expected to regularly participate in more socially oriented functions, you must be convinced of the benefits to be gained from the interaction, otherwise you will become bored and withdraw from the situation.	Before going out on a social call, establish the goal for the call. Are you to obtain specific information? Or expand your sales base? If there are no immediate benefits to be gained from the contact, then try to search out common interests to help you form a more effective link between yourself and the other individual. Finding such interests will give your socialization efforts more return for your time.

We hope this report has given you a satisfactory explanation of your profile results, and we wish you luck in your future endeavors.

New Business Development.doc

ASSESSMENT RESULTS

For Ali Alghanim

ASSESSMENT RESULTS

Personal & Confidential
NAME:	Ali Alghanim
POSITION:	New Business Development
BOTTOM-LINE:	LOW MATCH

DATE:	July 26, 2019

The validity scales within the assessment reflect a tendency on your part to create a favorable impression. You tended to downplay your weaknesses and emphasize your strengths.

Skills Potential Summary

According to Chally's analysis of University Assessment Program position information, we have agreed that the following Sales Skills are most critical to success in this position:

CRITICAL SUCCESS SKILLS	PERCENTILE
EFFECTIVE NETWORKING	10
PROBLEM-SOLVING	58
QUALIFY PROSPECTS WITH STANDARD PROBES	14
COMMIT TIME AND EFFORT TO ENSURE SUCCESS	22
CLOSE THROUGH LOGICAL, INCREMENTAL STEPS	50
OPPORTUNISTIC	71

In-Depth Evaluation of Critical Potential for New Business Development

EFFECTIVE NETWORKING
Take a proactive approach to business/social interactions; will expand contacts consistently; are comfortable meeting new people and stimulating the conversation
Skill/Capability Level: You prefer the role of observer in social interactions. You tend to stay along the fringes or with acquaintances rather than initiating conversations with unknown persons, and consequently may miss the opportunity to make valuable contacts.
Coaching Suggestions: Create a script to use when in social situations requiring you to develop new connections and relationships. Include questions that will involve the other individual and their business in the conversation as well as statements about yourself and your goods and services that will help to set parties at ease. After you write the script, rehearse it and learn it verbatim until you do not have to speak off the cuff, yet your words still sound natural and relaxed.

PROBLEM-SOLVING
Objectively analyze a problem situation and take steps to provide a solution; identify the root of the problem before pressing for a resolution; remain engaged until a solution is reached; try to see all sides of the problem and thus understand others’ assessment of the issue or response; take personal responsibility for identifying a resolution
Skill/Capability Level: For the most part, you take an enthusiastic stance when confronted with a problem that has been presented. You generally get to the root of the issue and try to ensure that you fully understand the situation before you act. Once you have isolated and defined the problem, you usually take ownership of it. Even if you draw on the expertise of others to help solve the issue, you will, as a rule, remain involved until a satisfactory resolution is reached.

QUALIFY PROSPECTS WITH STANDARD PROBES
Use a formula or series of questions to determine the prospect’s fit with the product; expect to sell to the majority of prospects since they are known to need the seller’s products; react quickly and objectively to the answers to standard probes by disqualifying the prospect or proceeding through the selling process
Skill/Capability Level: You may not always sound out prospects thoroughly enough to determine whether their business would be profitable. You may have difficulty recognizing the potential of contacts and tend to overestimate the quality of business available. You might not be able to stay emotionally detached from prospects, making it hard for you to cut them loose if they are not profitable. You might allow your judgment to be clouded by your compatibility with the contact. Consequently, you could disengage from profitable yet demanding prospects to pursue less advantageous, yet amiable, leads.
Coaching Suggestions: You could benefit from learning how customers (both individuals and companies) make decisions, including the obvious factors as well as the more subtle ones. Direct feedback from supportive customers, who can give examples of what they typically tell salespeople versus the additional issues that actually influence their decisions, could help increase your insight. Such exposure, followed by role-playing, would refine your skill at uncovering a customer's probability of committing to a mutually profitable purchase decision. The constant pressure to sell more sometimes causes people to take on marginal or potentially troublesome business that should ordinarily be left untouched. Additionally, the common belief that any business is good business adds to the fire. The real craft of selling becomes evident when there is a win-win outcome with solid customers that offer a high return. Therefore, if you don't begin to focus on the real win-win possibilities as early as possible in your selling cycle, you'll almost certainly find yourself in the common, but unhappy, position of juggling more bad business than you know what to do with.

COMMIT TIME AND EFFORT TO ENSURE SUCCESS
Thrive on working; tend to achieve higher results in direct proportion to the time you are willing to commit to your work; remain focused on the goal and are not easily discouraged or distracted; use work as an opportunity for interaction and incorporate interpersonal contacts into task accomplishment; see work as a major source of personal satisfaction
Skill/Capability Level: You may view your job as a necessity rather than an important and enjoyable part of your life. You tend to take pleasure in things outside of the workplace and, therefore, would be uncomfortable taking advantage of business opportunities that arose during your personal time. You might not understand that performing your job description can often require a strong time commitment. Consequently, you are unlikely to stay beyond normal working hours to tie up loose ends. You may not understand that goal achievement requires you to schedule time for planning. You may not use after-work hours to look for beneficial tools and, therefore, could fall short of job objectives.
Coaching Suggestions: Explore your current interactions for opportunities to get to know potential customers or influencers. If you belong to a bowling league or play golf, find out if any of the people you play with or against may offer some benefit for the organization. Document your progress with these individuals. Try holding a weekly meeting so that you, as well as others, can anticipate the projects on the agenda and support each other. By staying aware of what's on the agenda, you can allocate your time accordingly. You may need to have time scheduled to spend away from job tasks so you can focus solely on career planning and skill improvement. Try to determine if there are any on-the-job distractions that could be alleviated with administrative assistance or support. If so, take some time to decide which tasks could be delegated to others and then ask for the appropriate assistance.

CLOSE THROUGH LOGICAL, INCREMENTAL STEPS
Reinforce the purchase decision with a series of logical reasons that support the sale; move closer to a purchase decision in a multiphase sale by setting an objective for each encounter and gaining agreement at each of the milestones in the process; provide ammunition for the buyer to justify the cost and defend the purchase within the customer organization; encourage a buying decision by demonstrating future savings and ease of transition to the proposed system; keep the sales process from stalling by taking control and focusing the customer on the incremental steps leading to a buying decision; remain patient but focused on reaching the end result
Skill/Capability Level: With each customer, you generally build a logical business case that defends the purchase and demonstrates future cost savings. For the most part, you present sound reasons for the purchase so that it can be justified to other parties within the buyer's organization. As a rule, you make effective use of trial closes to progressively move customers toward the ultimate goal of a purchase decision. You usually set an objective for each encounter in a multiphase sale and try to gain agreement at each of the milestones in the process before moving on to the next.

OPPORTUNISTIC
Are spontaneous and flexible; try the untested when standard procedures or methods for satisfying a need will not suffice; take action so that opportunities will not slip away due to procrastination; offer ideas or suggestions in a timely manner; build trust through a candid and unguarded approach; are comfortable exploring new areas and experimenting with new ideas
Skill/Capability Level: As a rule, you are spontaneous and flexible enough to take advantage of unexpected, timely opportunities or circumstances as they occur. You are typically open to experimenting with new ideas to build solutions that will help customers meet their needs, even if the method is untried or unproven. You are generally willing to speak freely and candidly with customers, which helps to build rapport and reinforce their confidence in you.

Key Motivational Characteristics

MOTIVATIONAL CHARACTERISTICS	TIPS
You value competency and self-sufficiency and want to be seen as a well-organized individual who is detail-conscious and thorough in your work. You prefer to focus on quality rather than quantity when producing results, but could fall short of goals and target deadlines when assigned a task that requires you to adopt a broader perspective.	Focusing on details will help to keep you happy on the job. However, remember to set guidelines when goals requiring a broader perspective need to be met. Try to stay aware of the importance of deadlines and larger objectives and, using this information, compose a list of key tasks and critical success factors. How can you integrate your expertise with the knowledge of others in order to achieve expected results? How can you best strike the balance between generalizing and specializing? Try to realize that professionalism lies in the ability to vary your approach according to the results sought.
You like to make sure your actions will not have a negative impact on people. You prefer to think interpersonal challenges out on your own and, therefore, need a job that will provide you with sufficient private time to analyze situations and plan an appropriate course of action. If not given this time, you could become frustrated and irritable.	You can learn to show your concern for others by seeking ideas from those who could have input about interpersonal problems you are trying to solve. It would be helpful for you to spend time getting to know your co-workers, and more importantly, allowing them to get to know you in order to better alleviate some of your fears about offending them. Once your co-workers get to know you, they will be more accepting of your need for private time in which to handle delicate situations, and you will be more conscious of the image you project.
Due to your deliberate and methodical pace, you are best suited to jobs that require thorough research and a high level of accuracy. You need time to review your work and guard against sloppy mistakes and, as such, will feel uncomfortable handling assignments with tight deadlines.	You may have difficulty meeting tight deadlines due to a difficulty in maintaining a consistently fast pace. You may be able to keep up at first, but then require long rest periods in order to recuperate. Try to gradually build your stamina by committing to incrementally increase your pace or to maintain that pace for slightly longer periods of time, until you are on par with your colleagues.
You prefer to deal practically with problems, looking for concrete improvements based on step-by-step, incremental refinements. You are motivated by bottom-line results, and prefer not to take uncontrolled risks just to try to find a breakthrough. When a novel approach is necessary, you will be frustrated with the need to start from scratch and experiment to develop an effective solution.	Ask for the opportunity to work with someone with a more intuitive, creative approach. Gain exposure to, and practice in, new situations so that you will learn how to look for optional solutions, but don't expect to become the new idea or change master on a regular basis.
Your natural inclination is to prefer one-on-one contact rather than dealing with large groups. You tend to hold back in social situations until others demonstrate interest in speaking with you. As a result, you will do much better in a position which affords you the opportunity to stand back and observe interactions, than one where you need to take the lead.	Seek out opportunities to attend informal gatherings of co-workers to familiarize yourself with the way groups interact. Take note of the give-and-take of the conversation. How do the members take turns observing and participating? How do they make each other feel at ease? How do they gain each other's attention and make sure that their message is understood? Learning which types of interaction work in a group setting and which ones don't, will help you when you need to initiate conversation with groups who are unfamiliar.
You like to stay productive and prefer to work until a job is done. You set your own standards and establish target dates so you can effectively measure your own success and enjoy a feeling of accomplishment as you reach each goal. You prefer to finish one task before starting another and might grow frustrated if faced with too many distractions or a job that requires you to work toward intangible objectives.	Understanding overall project goals, target dates, and expected results is very important to you, as is having a way to measure your accomplishments. In order for you to focus on the task at hand, instead of finding busy work, you need to understand overall project goals, target dates, and expected results, so that you can formulate quantifiable units to monitor your progress.
You tend to focus on the differences between yourself and others, and will stick to your own opinions rather than compromising for compromise's sake. Once you determine the best course of action, you stand by it and will not be swayed, especially by individuals who are unproven resources. You need a work environment that allows you to act on your convictions, and will become frustrated if asked to adopt a more tolerant approach simply for its own sake.	Although you get the job done effectively, you may seem abrasive or rigid to your colleagues and constituents. Ask for some assignments where the results will not be minimized by a bit of compromising. Commit to seeking the opinions of others and then weighing them objectively. Can you reach an equally satisfying solution? Keep track of your progress.
You prefer to have the final say on all key decisions directly affecting your goals. You will demand adequate authority and control over your projects and thus will stay independent rather than compromise decision-making authority. You respect the opinions of others, but will not compromise what you view as the best solution for the sake of reaching consensus. If placed in a position where you must share ownership of decisions, you could become frustrated with the need to either seek input from or collaborate with others.	As you become more skilled, you may be rewarded with more independence and control. Be sure you are aware of guidelines to use in your decision-making process. However, realize that there will be times when collaborating with constituents will provide you with a new perspective. Do your best to listen to dissenters, but you need not act on their suggestions unless they will enhance the quality of the result. Ensure that you weigh their opinions carefully and keep the good suggestions before committing to a specific course of action.
You have a drive to win, even when you're not in a competitive situation. You tend to view every situation as a contest and an opportunity to surpass your previous results, as well as the performances of those around you. You will excel in an environment that emphasizes an every-man-for-himself attitude, but will grow frustrated in a team atmosphere that inhibits your competitive nature.	Try to satisfy your competitive streak by forming a company athletic league or developing an office contest, but understand that the key to success in the workplace is cooperation and support. Continue to compete with your own achievements and build upon previous results, but when it comes to others, you should lend a hand so that the organization, as a whole, can beat the competition.
When you are able to find common ground with new associates or acquaintances, you find socialization more enjoyable. In general, your satisfaction comes from discussing a common interest rather than the enjoyment of meeting new people. In order for you to socialize with new people who do not share your interests, you must be convinced that doing so will further business objectives.	When assigned the task of establishing a new social relationship, be sure to remember that taking a personal interest in developing relationships with peers, customers, or other professional associates can be an important resource, because who you know is often as important as what you know. Understand the importance of forging relationships that could eventually help you and the organization. With an obvious goal in sight, you will be more apt to pursue interaction with those who do not share your interests.

We hope this report has given you a satisfactory explanation of your profile results, and we wish you luck in your future endeavors.

System Specialist.doc

ASSESSMENT RESULTS

For Ali Alghanim

ASSESSMENT RESULTS

Personal & Confidential
NAME:	Ali Alghanim
POSITION:	System Specialist
BOTTOM-LINE:	LOW MATCH

DATE:	July 26, 2019

The validity scales within the assessment reflect a tendency on your part to create a favorable impression. You tended to downplay your weaknesses and emphasize your strengths.

Skills Potential Summary

According to Chally's analysis of University Assessment Program position information, we have agreed that the following Sales Skills are most critical to success in this position:

CRITICAL SUCCESS SKILLS	PERCENTILE
GAIN CUSTOMER COMMITMENT	63
IDENTIFYING CUSTOMER NEEDS	12
COMMIT TIME AND EFFORT TO INCREASE PROFESSIONAL DEVELOPMENT	53
DELIVER ADDED VALUE TO CUSTOMERS	31
MAKE PERSUASIVE PRODUCT PRESENTATIONS	41
EDUCATE CUSTOMERS THROUGH STRUCTURED TRAINING	40

In-Depth Evaluation of Critical Potential for System Specialist

GAIN CUSTOMER COMMITMENT
Maintain priorities by keeping the focus specific and defined; help others to understand key priorities by repeatedly articulating the goals and how each contributes; have the ability to inspire and influence others; gain followers by being easy to follow; give credit to others and assume responsibility for external obstacles; motivate others by helping them to feel good about themselves
Skill/Capability Level: Ordinarily, you will treat customers as individuals and are able to use your knowledge of what is most important to them to fully engage their interest. You will usually use repetition or simplification to make sure customers understand and retain what you have to say and what the main issues are.

IDENTIFYING CUSTOMER NEEDS
Seek to provide an appropriate solution by understanding what the customer is trying to accomplish; spend time in a needs analysis process that identifies key objectives specific to an individual customer; give the customer’s agenda priority over a standard response; change the sales approach or solution to accommodate the customer versus force fit the customer to an existing model
Skill/Capability Level: You may attempt to sway your customers into adopting your priorities instead of making the effort to understand what is most important to them. You may assume that all customers seek the same objectives and not take the time necessary to unearth their unique requirements and then use that information to build a business plan. As a result, you may fall short of sales expectations. You might try a cookie-cutter approach with your customers, and you might take it as a personal criticism if your suggestions are challenged. You might become frustrated by customer requests to modify your solutions and consequently, could lose business due to your inflexibility.
Coaching Suggestions: Make sure you keep your knowledge of customers' sales methods and goals current. If you find that you aren't able to keep up with their changing priorities, ask your manager to provide you with a list of questions to ask customers. This questioning process will help make sure you are staying current with what your customers feel are their priorities. Taking this extra step will enhance your relationships with them. Remember to listen to customers' needs and modify your solutions accordingly. You will stand a better chance of surviving and thriving if you can learn to bend a bit, without breaking. Customers are going to make decisions based on what is best for their current situation, so even though your standard suggestions may have been effective in the past, they won't necessarily work well with all people. Make sure to prepare alternate approaches to your customer situations, and be prepared to offer customers the pros and cons of each new process.

COMMIT TIME AND EFFORT TO INCREASE PROFESSIONAL DEVELOPMENT
Set job as a top priority in career advancement; accomplish objectives dictated by your present position while investing additional time and effort in planning career progression; devote extra hours to skill development in preparation for a higher level of responsibility
Skill/Capability Level: You generally look to advance in your career as you gain great personal satisfaction from your own success. You define yourself, for the most part, by your work and take pride in your accomplishments. As a rule, you devote the time needed to complete your tasks, and then you commit additional time, effort, and resources to push for career advancement. You are usually not distracted by external pressures, but try to remain focused on building the skills needed to progress to a higher status.

DELIVER ADDED VALUE TO CUSTOMERS
Stay in touch with market trends, including environmental and competitive forces influencing the market, so that you can be seen as a valuable resource to important constituents internal or external to the organization; constantly seek information that will be useful but is not readily available to colleagues; enjoy being sought for advice and instruction; spend the time to build a base of knowledge that ultimately helps others to be more effective
Skill/Capability Level: You may be confident in your current market understanding and fail to continually build your knowledge base. You may believe that staying current with industry trends provides no additional benefit and, hence, is a waste of time. As a result, you may not be able to provide others with appropriate up-to-the-minute advice. You might not be interested in guiding or teaching others about the latest market trends and conditions. You might fail to act as an important resource of up-to-date information. Without this knowledge, your customers may not be able to do their jobs as effectively and you may miss out on the opportunity to position yourself as a valuable resource.
Coaching Suggestions: Prepare monthly mock presentations where you review a new market trend. Support your findings with industry-specific publications and then set up a time (perhaps weekly) to share information with your peers. The presentations could be to a group or in a written format that is distributed to others. No matter how you present your findings, make sure you establish routine checks that force you to focus on in-depth explanations so you will stay up to speed. When implementing a system by which you update and build upon your knowledge base, make sure that part of the system includes the dissemination of information to customers. Try to find industry-specific publications and then locate clients and constituents to whom this information is relevant. Set aside time each week to concentrate on new market trends and then analyze which of your customers would take the most interest in the news. Once you have done so, share your knowledge with the customer, along with an explanation of the effects the new conditions and trends will have on their business.

MAKE PERSUASIVE PRODUCT PRESENTATIONS
Excite the customer with an enthusiastic presentation style; demonstrate value and actively promote products and services by making an emotional appeal; hold the customer’s attention and interest by keeping the presentation content relevant; vary style to build toward a buying decision
Skill/Capability Level: Your subdued presentation style may not build enthusiasm and anticipation for your products. You may focus on communicating ideas and details and lose sight of how you present such information. As a result, your listeners may become bored with the more mundane aspects of your offering and fail to become excited enough to want to make a purchase. You might be too focused on the mechanics of the presentation itself to pay attention to the audience's understanding and concurrence. You might focus more on speaking and technique than determining if your listeners understand and agree with your message. By not adjusting your presentation to the response of the audience, you could be unable to move them to a purchase decision.
Coaching Suggestions: Ask your manager or an experienced co-worker to help you create presentations that generate enthusiasm without being too overly detailed. It is your responsibility to make sure that you are fully informed about all of your products so that you can quickly answer any questions that arise. It is acceptable to tell customers that you don't know a certain answer, as long as you know where to find the information. You may need practice outside of work to become more adept at concentrating on others' reactions and to overcome any fear of public speaking. Work at gaining some experience by making brief presentations to schools, trade associations, or church groups. Speak as often as you can in non-work-related areas where your livelihood does not depend on the outcome.

EDUCATE CUSTOMERS THROUGH STRUCTURED TRAINING
Help the customer to gain maximum benefit from the product or service by committing to continuous education that provides information updates or product training; prepare more structured sessions to cover the most critical areas of learning; stay on top of information needed by customers in an effort to serve as a resource; take responsibility for motivating customers to update their information; reinforce shared information through periodic repetition; routinely adjust education process to address individual and group progress or understanding
Skill/Capability Level: You may prefer a more off-the-cuff training style, wherein you touch upon subjects but don't close the loop by following up on the subject. You may take a random approach to educating customers about your products and services and, as a result, may skip over important topics and not plan enough time to integrate both basic concepts and new information that are essential to utilization of your offerings. You might fail to adequately provide information that is relevant to helping customers to utilize the benefits your product and services have to offer. You might expect those you are training to be self-motivated to learn and become impatient with the reinforcement and repetition required to ensure that key concepts are understood. Consequently, your audience might not fully grasp ideas that could help them to maximize their gain.
Coaching Suggestions: Your idea of a good training presentation may differ greatly from what is needed in this position. You may believe that your role is to teach basic concepts and then leave your group to research new information on their own. While a dedication to learning is required of your audience, you are still responsible for remaining up-to-date so that your presentations will have relevance. Prepare formal presentations and have a superior review them with you. Remember that while teaching the basics is necessary, you must also incorporate new ideas and developments so that your audience can maximize their performance and you can be viewed a valued ally. You may need to recognize that although more is sometimes better, in the case of training a group, it is best to stick to those issues that will have the greatest impact on overall results. Try to choose just a few key issues or goals for improvement and create a presentation focused on those subjects. If this mock presentation becomes too convoluted or slick in appearance, see how you can trim it down so that only the key competencies are addressed. Make sure that you create a few sample presentations to keep as examples for when you get off course.

Key Motivational Characteristics

MOTIVATIONAL CHARACTERISTICS	TIPS
When completing tasks, you prefer to take a specialized approach by concentrating on making sure that all the details are accurate and complete. Although this is commendable, when faced with situations where speed is more important than accuracy, you may get bogged down in detail and miss target deadlines.	You can benefit from periodic reviews of your results to strengthen the importance of accomplishing critical goals. Understand the need to weigh the situation before taking action. Realize that to be viewed as a professional, you 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.
You need to carefully prepare interpersonal actions in order to guard against being offensive toward others. You will need time alone to collect your thoughts and carefully plan out your decisions and words. You could feel uncomfortable or irritated if required to act without taking some private time to contemplate the situation and to choose the words and actions beforehand.	Taking the time to appropriately and more visibly react to others' feelings and recognizing their personal needs is important. It would benefit you to spend more one-on-one time with co-workers, perhaps through a company activity, so that you can temper your image of being distant. However, be sure to ask for a bit of privacy when situations get complicated.
You need an environment that allows you to approach tasks in an unhurried fashion. You prefer to review your work so that careless errors can be avoided and, therefore, are an excellent candidate for projects that require great precision. However, in situations needing a faster pace, you will tend to tire out quickly and will need time to recharge.	You may have difficulty meeting tight deadlines due to a difficulty in maintaining a consistently fast pace. You may be able to keep up at first, but then require long rest periods in order to recuperate. Try to gradually build your stamina by committing to incrementally increase your pace or to maintain that pace for slightly longer periods of time, until you are on par with your colleagues.
You pride yourself on maintaining a controlled approach, and would like to be confident there's a sure way to deal with obstacles that might interfere with task achievement. When faced with a situation that requires a completely new solution, you might become frustrated when you realize that you cannot entirely control the element of risk.	Since you need to be convinced to devise a new approach from scratch, analyze the options at your 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, try to see that it is sometimes worth the risk in order to produce significant improvements.
You may not feel comfortable interacting with others in an unfamiliar situation, and may be difficult to get to know. In general, you prefer one-on-one contact and will shy away from situations which require you to take the lead and communicate with strangers or to move between various groups of people.	Seek out opportunities to attend informal gatherings of co-workers to familiarize yourself with the way groups interact. Take note of the give-and-take of the conversation. How do the members take turns observing and participating? How do they make each other feel at ease? How do they gain each other's attention and make sure that their message is understood? Learning which types of interaction work in a group setting and which ones don't, will help you when you need to initiate conversation with groups who are unfamiliar.
You are uncomfortable wasting time or being inactive. You feel guilty about relaxing and doing nothing, unless you have earned it through high output. You prefer to keep working, and if faced with a work environment where you cannot measure your output, you might spend your time on tasks that others might consider busy work.	Since you are a highly focused achiever, your performance can be maximized by agreement on expected results. When it isn't possible for you to work exclusively toward tangible goals, seek help in developing a detailed task list. Although each task may not produce a measurable result, being able to cross items off your list will provide you with the sense of accomplishment you need.
You are unwilling to compromise policy or standards for the sake of gaining popular favor. You know that not everyone has the same values as you do, but will not accommodate their opinions unless they add value to the final result. You do what you feel is right and will become irritated or frustrated if expected to adopt a more tolerant, cooperative approach.	Standing by one's opinions and decisions is admirable, but be certain that you do not become overly critical of individuals who do not share your point of view. Realize that although others may not have sufficient experience to provide beneficial input, you should still listen to their opinions and use the situation as a chance to educate them. For example, instead of merely discrediting suggestions, be certain that you explain why your plan is the best course of action and then show them how their solution will yield a less-than-desirable result.
You prefer to have the final say on all key decisions directly affecting your goals. You will demand adequate authority and control over your projects and thus will stay independent rather than compromise decision-making authority. You respect the opinions of others, but will not compromise what you view as the best solution for the sake of reaching consensus. If placed in a position where you must share ownership of decisions, you could become frustrated with the need to either seek input from or collaborate with others.	Your motivation to be in control is so strong that it is important to be sure your skills are well developed and you are operating within company guidelines. In situations where collaboration with others would be helpful, arrange a meeting where you listen thoroughly to dissenters and then weigh their ideas and their effects upon the end result. Sometimes, a different perspective can yield new ideas that can enhance the overall outcome of the solution.
You are driven to surpass your colleagues as well as to improve upon past results. You view most situations as a competition with a winner or loser, whether or not a true contest exists. You have a need to compete and take on challenges and will feel uncomfortable in an environment that encourages group achievement over individual effort.	You are happiest when challenged with work scenarios that require a certain level of healthy competition. However, if such an environment cannot exist, then try to understand the importance of teamwork and cooperation in achieving goals, and try to use after-hours time to fulfill your need for competition. For example, start a company baseball team or bowling league where you can compete against your co-workers in a non-professional environment.
While you are comfortable discussing common interests with new contacts or acquaintances, you socialize mainly to further practical goals or obligations. You are not typically drawn to socializing, and if forced to regularly expand your network of contacts through social affairs, you may need encouragement or evidence that your time is being used wisely.	Focus on expanding your professional relationships, even if there is no immediate benefit in your finding common ground with a new acquaintance. Conversation can create a rapport which will stand you in good stead on your next visit. It also helps develop your network and widen your range of professional contacts. In short, rather than making the visit a means to an end, make the visit an end in itself.

We hope this report has given you a satisfactory explanation of your profile results, and we wish you luck in your future endeavors.

Territory Consultive System Sales.doc

ASSESSMENT RESULTS

For Ali Alghanim

ASSESSMENT RESULTS

Personal & Confidential
NAME:	Ali Alghanim
POSITION:	Territory Consultive System Sales
BOTTOM-LINE:	LOW MATCH

DATE:	July 26, 2019

The validity scales within the assessment reflect a tendency on your part to create a favorable impression. You tended to downplay your weaknesses and emphasize your strengths.

Skills Potential Summary

According to Chally's analysis of University Assessment Program position information, we have agreed that the following Sales Skills are most critical to success in this position:

CRITICAL SUCCESS SKILLS	PERCENTILE
DEVELOP SALES LEADS	7
QUALIFY PROSPECTS WITH STANDARD PROBES	14
MAKE PERSUASIVE PRESENTATIONS	41
COMMIT TIME AND EFFORT TO ENSURE SUCCESS	22
MAXIMIZE RESULTS BY PARTNERING AS A CUSTOMER ADVOCATE	7
ADAPT APPROACH TO DIFFERENT BUYER MOTIVATIONS	11

In-Depth Evaluation of Critical Potential for Territory Consultive System Sales

DEVELOP SALES LEADS
Demonstrate the initiative to uncover sales opportunities; actively attract the interest of potential customers; network to increase contacts; stay on top of market conditions to uncover new leads; consistently follow up with leads to assess their interest in the product/service offering
Skill/Capability Level: Rather than being proactive, you may take a more reactive approach to networking, preferring to interact with others in a more superficial manner. For example, you may attend a networking event and chat with only one or two people or converse with only those people with whom you are already acquainted, thus wasting a valuable opportunity to uncover sales leads. Rather than remaining friendly yet professional during follow-up, you might participate in social interactions with leads or prospects that could interfere with or take time away from your prospecting efforts and cloud your judgment of the prospect's needs. This behavior may hinder you from reaching sales expectations.
Coaching Suggestions: Remember the importance of networking to attract interest and generate leads. No matter how many prospects are in the pipeline, it is essential to maintain a continuous flow to replace those leads that never culminate in a sale. By increasing the amount of prospects, you increase your sales potential. Create a weekly schedule through which networking becomes a daily ritual rather than an infrequent occurrence. Watch your results at the end of each week to ensure that new leads are being generated. Remember the importance of following up on leads to prevent time wasted on prospects that may not bear fruit. Commit to performing a set amount of follow-ups per week so that the follow-up process becomes a part of your regular work routine and then check to see the positive impact it has on meeting your lead quota.

QUALIFY PROSPECTS WITH STANDARD PROBES
Use a formula or series of questions to determine the prospect’s fit with the product; expect to sell to the majority of prospects since they are known to need the seller’s products; react quickly and objectively to the answers to standard probes by disqualifying the prospect or proceeding through the selling process
Skill/Capability Level: You may not sufficiently sound out prospects to determine the company's ability to profit from a potential deal. You may not measure leads by size and the amount of potential business, or accurately evaluate whether the account is worth it to you and your company as sellers. You might allow your time to be consumed by prospects who should be deferred based on the amount of profitable business they will provide. You might lack the discipline required to move away from less profitable prospects and, consequently, waste your time selling to customers who are not ready to buy or do not fit with your product.
Coaching Suggestions: You could benefit from learning how customers (both individuals and companies) make decisions, including the obvious factors as well as the more subtle ones. Direct feedback from supportive customers, who can give examples of what they typically tell salespeople versus the additional issues that actually influence their decisions, could help increase your insight. Such exposure, followed by role-playing, would refine your skill at uncovering a customer's probability of committing to a mutually profitable purchase decision. To be successful in sales, one key element to learn is how to gauge customer readiness and when to walk away from a cold deal. Role-play a variety of situations with an experienced co-worker to help you see different levels of customer receptiveness. After each exercise, discuss the verbal and nonverbal clues your partner gave, and think about additional questions you could have asked. Discipline yourself so that you won't spend too much time with prospects who may be enjoyable but offer little profit.

MAKE PERSUASIVE PRESENTATIONS
Excite the stakeholder with an enthusiastic presentation style; demonstrate value and actively promote projects by making an emotional appeal when necessary; hold the stakeholder's attention and interest by keeping the presentation content relevant; vary style to build buy-in
Skill/Capability Level: You may not gain the confidence of your customers with your presentation style. You may fail to demonstrate the enthusiasm for your product necessary to capture the attention of your audience. As a result, customers may not receive the information you communicate because their thoughts are elsewhere. You might memorize your presentation and perform it by rote to every audience. You might not readily adjust to a non-supportive audience response and could rush an ineffective presentation just to finish it rather than alter the presentation to change that response. By not catering to their individual needs, you might be unable to motivate your listeners to make a positive purchase decision.
Coaching Suggestions: Your first step in making more enthusiastic presentations should be to become fully aware of your customers' needs before you begin to plan how you are going to present your information. Remember, customers are unlikely to gain any enthusiasm for products they don't need or want. However, if you are able to uncover a pressing problem or need that your products and services can help eliminate or solve, your audience will be receptive and interested in what you have to say. You may need practice outside of work to become more adept at concentrating on others' reactions and to overcome any fear of public speaking. Work at gaining some experience by making brief presentations to schools, trade associations, or church groups. Speak as often as you can in non-work-related areas where your livelihood does not depend on the outcome.

COMMIT TIME AND EFFORT TO ENSURE SUCCESS
Thrive on working; tend to achieve higher results in direct proportion to the time you are willing to commit to your work; remain focused on the goal and are not easily discouraged or distracted; use work as an opportunity for interaction and incorporate interpersonal contacts into task accomplishment; see work as a major source of personal satisfaction
Skill/Capability Level: You may view your job as a necessity rather than a source of enjoyment or pride. You may take a work to live approach to your job and, as a result, could miss out on business opportunities that would require you to sacrifice personal time. Although you might work hard during normal business hours, you are unlikely to extend your workday. Consequently, you might leave tasks unfinished in order to engage in more personally enjoyable pursuits. You may not make changes to your personal schedule in order to capitalize on advancements in achieving work objectives. Because of your reluctance to make time for improvements, you could fall short of your job goals.
Coaching Suggestions: Internal motivation is the key to achieving job goals. If you feel less than motivated, ask a co-worker what, if anything, about the business really excites them. Share your personal preferences and motivators as well. Meet with this person regularly to discuss possible sources of enjoyment for them, as well as yourself. Sharing such thoughts openly can generate even more excitement. At the beginning of the week, analyze your anticipated workload and plan how you can accommodate that workload in your schedule. If it appears that extra time will be required, see how you can make it fit with your schedule. For example, if you like having dinner with your spouse after work, try coming in earlier in the morning to compensate for not working late. Pair up with a successful co-worker or mentor who has developed plans and tools that yield high-caliber results. Take note of how this person finds the time for these improvements and then utilize this person's scheduling techniques yourself.

MAXIMIZE RESULTS BY PARTNERING AS A CUSTOMER ADVOCATE
Consistently achieve above-average sales results by understanding the customer’s business, empathizing with their problems and setting a plan to meet their needs; tirelessly focus on building strong relationships with customers by acting on their behalf to work the seller’s internal systems to meet their requirements; see partnering with customers as the efficient method to reach personal sales career goals
Skill/Capability Level: You may be afraid to step outside the bounds of standard sales policies and procedures. You may focus too much on internal politics and not enough on the customer and, as a result, fall short of results expectations. You might wish to be successful on your own terms without tying your efforts or results to effectively fulfilling customer requirements. You might not understand that meeting customer needs will help you to, in turn, reach career and sales goals. Consequently, you might fall short of results expectations.
Coaching Suggestions: You need to realize how closely the high standards and the amount of work accomplished are related to your ability to produce excellent sales results. Remember that you have the power to control the results of your efforts. Make sure you understand what is expected of you in the way of overall results. If you are uncomfortable pushing beyond standard procedures, make sure that you ask your manager for guidance in knowing how far you can stretch without causing difficulty for others in the company. Ask your manager to show you how general business concepts relate specifically to your customers so that you are better able to understand their perspectives. Remember to really listen to your customers and to encourage them to share their opinions.

ADAPT APPROACH TO DIFFERENT BUYER MOTIVATIONS
Gather essential information to determine the benefits customers need in order to be sold; are willing to adjust sales approach to fit different buyer motivations; influence or persuade others by determining how the other individual can benefit, and then communicate those advantages
Skill/Capability Level: You may not recognize that prospects have different buying motivations, so you might not think it's necessary to vary your message in order to focus on each individual's personal needs and interests.
Coaching Suggestions: For some people, the ability to accurately match the most appropriate skill from their repertoire of sales techniques to a given situation comes naturally. Others may need to work on it by developing a formal process for understanding the customer's viewpoint and using that information to select the most appropriate sales approach. While you may think using such a process seems too mechanical at first, keep in mind that working through it consistently and repetitively will help you internalize it and give you practice in using your sales knowledge appropriately.

Key Motivational Characteristics

MOTIVATIONAL CHARACTERISTICS	TIPS
You want to take personal responsibility for developing yourself as an expert in your field. As such, you enjoy producing a high level of precision in your work, which, in certain circumstances, could cause you to focus on irrelevant details and lose sight of overall objectives.	Try to expand your knowledge in your specific field whenever you can by requesting projects that appeal to your need for accuracy. However, if you fail to take a generalist approach when needed, be sure to establish guidelines that will put you back on course. Gather information from different sources and then be objective in building a complete picture of the desired outcome and the path to reach it. Remember that, from a professional perspective, relying only on your own knowledge will never give you an accurate image of overall goals. No matter how well you know your area of expertise, if you cannot identify the need to generalize, then all your work is for naught.
You like to make sure your actions will not have a negative impact on people. You prefer to think interpersonal challenges out on your own and, therefore, need a job that will provide you with sufficient private time to analyze situations and plan an appropriate course of action. If not given this time, you could become frustrated and irritable.	Taking the time to appropriately and more visibly react to others' feelings and recognizing their personal needs is important. It would benefit you to spend more one-on-one time with co-workers, perhaps through a company activity, so that you can temper your image of being distant. However, be sure to ask for a bit of privacy when situations get complicated.
You need assignments that allow you ample time to check and recheck your work. You can meet deadlines, if given sufficient time, but prefer tasks that accommodate your methodical and unhurried approach. You will tend to burn out quickly in situations where a faster pace is required.	Review your work process to see when and where your pace starts to lag. Challenge yourself to gradually increase the amount of time you maintain a faster pace and, if appropriate, undergo physical training or an exercise regimen to raise your stamina level. By slowly raising the bar on pace requirements, you will eventually adapt to anticipated endurance levels and keep up with your more energetic co-workers.
You pride yourself on maintaining a controlled approach, and would like to be confident there's a sure way to deal with obstacles that might interfere with task achievement. When faced with a situation that requires a completely new solution, you might become frustrated when you realize that you cannot entirely control the element of risk.	You may respond with unusual, and perhaps riskier, solutions if you are convinced there is a need for change and you have some strong evidence that the possibility for success is good. When making decisions of less importance, try to be less bound by rigid guidelines so that you can have some experience with risk on a small scale. Gradually expand this process to larger decisions, until you can more comfortably decide when new solutions and pathways must be found.
In social situations, you prefer to interact with individuals rather than groups, and with familiar acquaintances than with strangers. You will feel very uncomfortable in a position that requires you to socialize with groups of unfamiliar people in search of new business opportunities.	A generalized sales course or training seminar could enable you to practice group interaction in a less threatening environment. Likewise, a class in public speaking could also increase your comfort in a group atmosphere by giving you confidence in your ability to make your message clear and easily understandable.
You have a strong desire to complete all the tasks you have set for yourself. Achieving tangible results will motivate you and provide you with a feeling of accomplishment. Your preference is to stay busy, and you could become bored and irritated if put in a position that requires you to plan tasks rather than actually doing them.	Detailed task lists will be most effective for you. Being given assignment without fully understanding requirements and targets will not provide the structure you need to feel you are making progress toward meeting objectives, so be sure to ask questions. You are interested in measuring your activities, milestones, and goals quantitatively, so be certain to obtain the information you need to organize your duties. This will help you to feel a sense of accomplishment as you check off your progress.
You tend to focus on the differences between yourself and others, and will stick to your own opinions rather than compromising for compromise's sake. Once you determine the best course of action, you stand by it and will not be swayed, especially by individuals who are unproven resources. You need a work environment that allows you to act on your convictions, and will become frustrated if asked to adopt a more tolerant approach simply for its own sake.	Although you get the job done effectively, you may seem abrasive or rigid to your colleagues and constituents. Ask for some assignments where the results will not be minimized by a bit of compromising. Commit to seeking the opinions of others and then weighing them objectively. Can you reach an equally satisfying solution? Keep track of your progress.
You gain a great deal of satisfaction from making decisions that will produce the best outcome. You wish to influence others and do so by selling others on what you see as the best course of action. You do not allow dissenters to sway you from what will produce desired results, but instead try to work around them by explaining the benefits of your solutions. You prefer a directive approach to leadership and will shy away from positions or situations that require a more participative technique.	Because you are quite independent, you will not want a great deal of supervision. However, it is recommended that you provide regular reports so that your progress can be monitored. Ensure that you include in these reports your decisions, the results you expect from your solutions, any dissenters you encounter, and the actual end result of your plans. Likewise, to prevent yourself from working in a vacuum, commit to including the opinions of at least three of your constituents and then your reactions to them. By making collaboration a part of your usual decision-making routine, you open your mind to potentially beneficial solutions you may have missed.
You possess a need to compete, whether with past performances or with others. Because you are driven to constantly surpass past results, you tend to view each situation as having a winner and loser. You see competition as a means of reaching higher levels of achievement and, therefore, will feel frustrated and uninspired in environments that require teamwork and shared success over individual accomplishments, and inhibit your need for friendly rivalry.	Although you will be happiest in situations that appeal to your competitive nature, try to understand that not every assignment is a contest and that you need to downplay the confrontational spirit of your interactions or you may isolate others. Remember that although your need to win is not meant as a personal attack on colleagues and constituents, when in an environment of cooperation and teamwork, such an attitude may be seen as overly aggressive. Try to save such competition for non-business hours.
While you are comfortable discussing common interests with new contacts or acquaintances, you socialize mainly to further practical goals or obligations. You are not typically drawn to socializing, and if forced to regularly expand your network of contacts through social affairs, you may need encouragement or evidence that your time is being used wisely.	Be sure to take a personal interest in relevant new contacts so you can perhaps find common ground for a comfortable interaction. Your development in handling the interpersonal aspects of your position may depend on searching out common interests with your new contacts. However, be sure that you can get off the hook every now and then, otherwise an overabundance of social commitments will quickly burn you out. Find a colleague who can fill in for you when necessary.

We hope this report has given you a satisfactory explanation of your profile results, and we wish you luck in your future endeavors.

Territory Relationship Product Sales.doc

ASSESSMENT RESULTS

For Ali Alghanim

ASSESSMENT RESULTS

Personal & Confidential
NAME:	Ali Alghanim
POSITION:	Territory Relationship Product Sales
BOTTOM-LINE:	LOW MATCH

DATE:	July 26, 2019

The validity scales within the assessment reflect a tendency on your part to create a favorable impression. You tended to downplay your weaknesses and emphasize your strengths.

Skills Potential Summary

According to Chally's analysis of University Assessment Program position information, we have agreed that the following Sales Skills are most critical to success in this position:

CRITICAL SUCCESS SKILLS	PERCENTILE
ANSWER OBJECTIONS BY REMOVING EMOTIONAL CONCERNS	4
CLOSE BY BUILDING PERSONAL TRUST AND LOYALTY	7
PROVIDE SERVICE BY EMPATHIZING WITH CUSTOMER CONCERNS	40
MAKE ONE-ON-ONE SALES PRESENTATIONS	44
MAXIMIZE RESULTS BY SYSTEMATICALLY MANAGING AN ACCOUNT PLAN	26
ACCOUNT PENETRATION BY CUSTOMER BASE EXPANSION	97

In-Depth Evaluation of Critical Potential for Territory Relationship Product Sales

ANSWER OBJECTIONS BY REMOVING EMOTIONAL CONCERNS
Focus on uncovering and resolving the emotional component of customer or prospect barriers to the sale; respond to any hint of concern or complaint that will keep a prospect from buying; take responsibility for relieving the tension or distress of a prospect; draw on strong empathy for the prospect or customer to offer product alternatives and/or increased personal service to address concerns; are willing to take the heat of a prospect’s concerns, believing that keeping the prospect happy is worth future business or goodwill; keep the customer focused on what can be provided and compensate for objections that cannot be removed with personal support and commitment
Skill/Capability Level: You may believe so strongly in the product that you do not believe there is a need to probe for additional concerns. You may assume that the obvious benefits of your product will overpower any customer doubts, and, as a result, be caught off guard when you do not succeed in making a sale. You might take resistance as a personal affront and bring too much emotion into the discussion. Your feelings might cloud your ability to remain optimistic and offer alternative solutions and, consequently, you might lose the sale.
Coaching Suggestions: Analyze your product objectively. Naturally you are aware of the benefits of the product, but what are the potential drawbacks? Are there specific areas, such as cost effectiveness, that could become an issue with a potential buyer? By becoming aware of these negative aspects of the product, you will have a better concept of possible trouble areas and learn to view objections as interest rather than rejection. You can also use this information to devise questions that will effectively determine the root of their concerns. Remember not to be so focused on your drive to make a sale that you lose sight of the customer and their concerns. The best way to ensure a successful sale is to unearth and understand the customer's objections and then work hard to locate the middle ground that will provide for those needs and your own requirements.

CLOSE BY BUILDING PERSONAL TRUST AND LOYALTY
Base an assumptive close on personal friendship and loyalty; focus more on emotional than logical benefits of the sale, such as what it takes to make someone look good to their boss versus emphasizing cash savings and cost reduction; determine and address relevant benefits important to the individual rather than work from a checklist; build a personal trust and empathy with the customer, securing the purchase decision by becoming a player on their team
Skill/Capability Level: Rather than cultivate close relationships with customers that will allow you to lead them naturally to a purchase decision, you may prefer a more reactive approach to the close. You might wait for customers to come to the conclusion that their needs can be adequately satisfied, thus handing the responsibility for controlling the close over to them.
Coaching Suggestions: Make sure that you remember the impact that customer trust and loyalty play in the closing decision. Imagine making a major purchase from either a close friend, or a complete stranger. Most likely, you'll agree that you'd rather give your business to someone you know and trust. Have a supervisor or co-worker observe your closing procedures to make sure that you are not handing the reins of the process over to customers, but that you're gently building trust and motivating customers to move to the next step.

PROVIDE SERVICE BY EMPATHIZING WITH CUSTOMER CONCERNS
Empathize with customers who feel they are not getting what they expect; are sensitive to customer concerns and demonstrate a sincere desire to help; listen to the nature of the problem without feeling that it is a personal attack; identify with the customer’s pain and work to relieve it; give priority to making the customer happy; judge the success of service skills by how the customer feels about the resolution
Skill/Capability Level: You may assume an adversarial role with customers rather than supportively address their true issues. You might take complaints as a personal attack instead of putting your personal feelings aside and listening to the problem. As a result, you might not be able to provide customers with the helpful, quality service they deserve. You might spotlight your effort to provide the solution rather than focus on the overall result. You could emphasize your customer service efforts instead of concentrating on how the customer feels about the outcome. Consequently, you might not provide a solution that adequately alleviates their concerns.
Coaching Suggestions: It is not enough to address your customers' problems; you have to show them that you really care. Remember also, that customer service problems arise no matter how good your products are. There is always the chance of a faulty part, a delivery delay, or any other complaint. You'll need to see complaints as part of the process rather than an attack on you personally. First, try using your active listening skills to uncover the true problem. Then, make sure you're not hurrying through the problem just so you can move on. It is important to efficiently move the process along without fanfare, but if you are only giving standard solutions without thought to the needs of your customers, you'll need to slow down. You need to remember one simple, but often overlooked fact - it's all about the customer, period. It's that easy. You may be in the habit of providing customers with solutions and then waiting for the applause. Remember that solving customer issues and providing top service are part of your job. The real reward of that job is having happy, loyal customers with whom you can build long-lasting relationships.

MAKE ONE-ON-ONE SALES PRESENTATIONS
Communicate essential points in an informal and conversational manner; prefer to share information in a one-on-one or small group situation; vary style and language to ensure listener understanding and are attentive to closing the loop on communications; seek feedback and respond appropriately to listener reactions; make presentations that are unrehearsed and adapted to individual situations
Skill/Capability Level: You could have difficulty altering your presentation of information to meet the needs of individual customers. You may take a one-size-fits-all approach and assume that all prospects share the same requirements and level of understanding. As a result, you could fail to persuade prospects that you are sensitive to their unique situations. You may be ill at ease with situations where one-on-one communication is required. You may prefer to project your ideas rather than persuade others to listen. As a result, you may seem distant or flamboyant and push away potential customers.
Coaching Suggestions: If you have difficulty communicating with different customers, ask for a peer to go with you and observe your presentation. Have this person note where and when you take a wrong path. At a later time, ask questions to see if there are any suggestions for making your presentations more effective and helpful. Ask this person for examples from past experiences on how to quickly adjust your presentation midstream if you encounter customer questions or challenges. Even though you may be trying to be more relaxed in your presentation style, you may be afraid that you'll miss something if you don't have a strictly planned approach with coordinated presentation materials. It is perfectly acceptable to keep some structure so that you can get your point across. However, try rearranging your information so that it appears less formal to customers but still meets the rigid criteria you need to feel as though you've made a complete presentation. Slight changes over time could help you become more relaxed with small group presentations.

MAXIMIZE RESULTS BY SYSTEMATICALLY MANAGING AN ACCOUNT PLAN
Consistently meet or exceed sales targets through personally controlling the critical aspects of the sales and delivery processes; systematically work each account plan and anticipate problems in order to work around them; are driven to win customers’ attention and treat their business as an honor, never letting them feel taken for granted
Skill/Capability Level: You may be comfortable achieving average results and not take the initiative to personally direct the critical aspects of the sales and delivery process. Consequently, you may miss opportunities to exceed sales targets and improve revenue. When managing customer accounts, you might count on a system to be totally reliable and unfailing and, hence, might not anticipate problems that could block results achievement. Therefore, you might not know about a problem in time to take corrective action. You may be too self-absorbed or attention seeking to make your customers feel like their needs are individually being addressed. You may leave them feeling that their purchases are expected rather than valued.
Coaching Suggestions: Compare your position in the performance chart to that of others. Analyze where you fall short and how you can improve your results. Are you taking control of the key aspects of the sales and delivery process? Or are you letting them fall by the wayside? Are you dedicated and committed to meeting or exceeding sales results? Or are you too laid back and relaxed? Challenge yourself to change the old patterns of behavior that are a hindrance to your achieving a high level of success. For each customer account, try to create a list of all possible barriers and obstacles that could stand in the way of consistent and ongoing success. Are you providing sufficient coverage of your territory? Is your account plan properly organized? What system could you create by which you can monitor potential problems and prevent them from occurring? If you spot any potential issues in these areas, do whatever you need to do to rectify the situation. Remember occasions when you were the customer and your salesperson went out of the way to make you feel special. Didn't the experience make you feel as though your patronage was valued and your business appreciated? Did you tell others of your good experience? Did you refer the company to others who may be interested in the product? Attempt to keep this in mind when dealing with customers and try to do the same for them.

ACCOUNT PENETRATION BY CUSTOMER BASE EXPANSION
Network throughout an existing customer’s organization to identify opportunities for expanding product or service purchases; use established contacts as a referral base to identify new areas for expanded usage of currently sold products/services and new opportunities for expanded sales offerings; seek to increase the volume of purchases by establishing relationships with multiple users
Skill/Capability Level: You uncover avenues within a customer's business to expand sales of existing products. You view each customer as a prospect for additional business and use your main contact as the focal point for referrals and entrée into new areas. You work hard to establish a plan to track customer ordering patterns. You monitor changes in your customer's business specifications or focus that could impact future buying decisions so that you are better equipped to remind customers when stock is low.

Key Motivational Characteristics

MOTIVATIONAL CHARACTERISTICS	TIPS
You prefer working on projects that require you to expand your knowledge and to focus on details. When confronted with a project that requires you to produce quality results quickly, you could have difficulty letting go of minor issues that you deem important, and as a result, miss deadlines and lose sight of the bigger picture.	Try to expand your knowledge in your specific field whenever you can by requesting projects that appeal to your need for accuracy. However, if you fail to take a generalist approach when needed, be sure to establish guidelines that will put you back on course. Gather information from different sources and then be objective in building a complete picture of the desired outcome and the path to reach it. Remember that, from a professional perspective, relying only on your own knowledge will never give you an accurate image of overall goals. No matter how well you know your area of expertise, if you cannot identify the need to generalize, then all your work is for naught.
Because you are concerned about offending others, you are careful how you approach sensitive, interpersonal matters. You will be more comfortable thinking things out ahead of time and will seek time to do so. If not given the opportunity to take private time to contemplate situations and how to present delicate issues, you could become frustrated.	Your tendency to avoid offending others by not speaking about some interpersonal issues may cause some to perceive you as distant. Get to know your co-workers on a more personal basis, perhaps through company activities where you will have the opportunity to communicate with them on a regular basis. This may create a more comfortable work environment, while still allowing you to take personal time to contemplate more delicate issues.
Your need to adopt a deliberate pace far outweighs your need for activity. You are happiest when working on projects that require a high level of thoroughness or accuracy and will get tired and irritated if asked to adopt a fast pace for any length of time.	Review your work process to see when and where your pace starts to lag. Challenge yourself to gradually increase the amount of time you maintain a faster pace and, if appropriate, undergo physical training or an exercise regimen to raise your stamina level. By slowly raising the bar on pace requirements, you will eventually adapt to anticipated endurance levels and keep up with your more energetic co-workers.
You would prefer to implement and improve on existing systems rather than create a new approach that has no track record. You see it as more practical and efficient to rely on tried and true approaches until a new method is proven to be better. You might be reluctant to devise new processes unless you have some strong evidence that the possibility of success is good.	Becoming acquainted with experienced risk-taking decision-makers will broaden your general information base. Through your contact with more venturesome associates, you can see, first-hand, the value of exploring new or very different options. Although this experience can ease your inhibitions, it won't completely modify your behavior. You will still be less inclined to change than your more innovative counterparts. However, you will, at least, understand the reasoning behind new solutions and view their implementation, not so much as a wild gamble, but a calculated risk.
You may not feel comfortable interacting with others in an unfamiliar situation, and may be difficult to get to know. In general, you prefer one-on-one contact and will shy away from situations which require you to take the lead and communicate with strangers or to move between various groups of people.	You could benefit from frequent exposure to friendly groups where you can gain more experience with interpersonal contact. Focus on specifically working to meet and learn more about the groups with whom it is important for you to interact. To appeal to your need to rehearse, arm yourself with a list of sure-fire conversation starters, i.e., jokes, questions, anecdotes, so that you can feel more confident in taking the lead in interactions.
You like to keep pushing and are focused on working through the task at hand. You measure your achievements by checking items and goals off your task list and gain a sense of accomplishment from job completion. You prefer a work environment with clear project goals and target dates and, if confronted with a position without delineated objectives or duties, you might become frustrated or irritated or devote time to more quantifiable tasks with less relevance.	Since you are a highly focused achiever, your performance can be maximized by agreement on expected results. When it isn't possible for you to work exclusively toward tangible goals, seek help in developing a detailed task list. Although each task may not produce a measurable result, being able to cross items off your list will provide you with the sense of accomplishment you need.
You are unwilling to compromise policy or standards for the sake of gaining popular favor. You know that not everyone has the same values as you do, but will not accommodate their opinions unless they add value to the final result. You do what you feel is right and will become irritated or frustrated if expected to adopt a more tolerant, cooperative approach.	Standing by one's opinions and decisions is admirable, but be certain that you do not become overly critical of individuals who do not share your point of view. Realize that although others may not have sufficient experience to provide beneficial input, you should still listen to their opinions and use the situation as a chance to educate them. For example, instead of merely discrediting suggestions, be certain that you explain why your plan is the best course of action and then show them how their solution will yield a less-than-desirable result.
You gain a great deal of satisfaction from making decisions that will produce the best outcome. You wish to influence others and do so by selling others on what you see as the best course of action. You do not allow dissenters to sway you from what will produce desired results, but instead try to work around them by explaining the benefits of your solutions. You prefer a directive approach to leadership and will shy away from positions or situations that require a more participative technique.	Your motivation to be in control is so strong that it is important to be sure your skills are well developed and you are operating within company guidelines. In situations where collaboration with others would be helpful, arrange a meeting where you listen thoroughly to dissenters and then weigh their ideas and their effects upon the end result. Sometimes, a different perspective can yield new ideas that can enhance the overall outcome of the solution.
You place great emphasis on winning or surpassing others and view obstacles as things to be beaten, rather than worked around. You have a need for success and measure it by the number of wins you have secured. You are most satisfied in an atmosphere based upon competition, and could feel frustrated if placed in a role where obstacles have to be tolerated versus overcome.	Try to satisfy your competitive streak by forming a company athletic league or developing an office contest, but understand that the key to success in the workplace is cooperation and support. Continue to compete with your own achievements and build upon previous results, but when it comes to others, you should lend a hand so that the organization, as a whole, can beat the competition.
When you are able to find common ground with new associates or acquaintances, you find socialization more enjoyable. In general, your satisfaction comes from discussing a common interest rather than the enjoyment of meeting new people. In order for you to socialize with new people who do not share your interests, you must be convinced that doing so will further business objectives.	Focus on expanding your professional relationships, even if there is no immediate benefit in your finding common ground with a new acquaintance. Conversation can create a rapport which will stand you in good stead on your next visit. It also helps develop your network and widen your range of professional contacts. In short, rather than making the visit a means to an end, make the visit an end in itself.

We hope this report has given you a satisfactory explanation of your profile results, and we wish you luck in your future endeavors.