Primary Traits. Very Low Low Moderate High Very High. Secondary Traits

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1 Page 1 This Sales Manager 's Report should not be depended upon as the sole means of evaluating a candidate's qualifications for a particular position within the organization. Such a decision should be based primarily upon information received from the personal interview, background history, and reference checks. This instrument is only a tool which should be used in conjunction with other established procedures. Primary Traits Emotional Intensity Intuition Recognition Motivation Sensitivity To The Needs Of Others Assertiveness Trust Exaggeration (Good Impression) Secondary Traits Ego Drive Interpersonal Warmth Stability Empathy Objectivity Independence Aggressiveness Decisiveness Tolerance Efficiency (Time Management) Very Low Low Moderate High Very High Very Low Low Moderate High Very High See CPP User's Manual for complete definitions of secondary traits.

2 Page 2 CPP Percentile Scores Emotional Intensity: 31% It is the physical, mental, or social energy which helps to determine the intensity or activity level. HIGH scoring individuals are intense, restless, and have difficulty tolerating monotonous routines. LOW scoring individuals are more routine, consistent, and even-paced. Intuition: 95% This scale measures the degree to which one relies upon experience and feelings to make a decision. HIGH scoring individuals typically dislike detailed analysis of complex subject matter and avoid situations that require deep concentration or long-term memory. LOW scoring individuals use an analytical approach to problem solving and enjoy challenges that involve deep concentration or detailed analysis. Recognition Motivation: 95% It is the need for status, prestige, or acknowledgement. HIGH scoring individuals are motivated by status/prestige recognition and typically take pride in their social mobility. LOW scoring individuals are recognition independent. They are typically more interested in nature, music, science, or philosophy than status/prestige or social mobility. Sensitivity: 95% This scale describes the degree to which one expressively demonstrates warmth and love for others. HIGH scoring individuals are actively involved in helping and nurturing others. LOW scoring individuals are more controlled and private. They believe that "familiarity breeds contempt" and typically avoid intimate, "know all", relationships. Assertiveness: 13% This scale measures one's ability to control the actions of others. HIGH scoring individuals can confidently assert themselves when necessary. LOW scoring individuals have difficulty saying "no" when confronting aggressive or authoritative people. They report that they are often too agreeable and too concerned about what others may think of them. Trust: 38% It is one's perception of the surrounding world. HIGH scoring individuals are open and trusting and see others as honest and trustworthy. They initially give others the "benefit of the doubt" until they are proven wrong. LOW scoring individuals are more private and skeptical and initially require others to "prove themselves." Exaggeration: 95% It is the degree to which the individual is exaggerating strengths or downplaying weaknesses in order to appear more favorable to the manager. This scale also helps to determine the accuracy of the results of the questionnaire. High scoring individuals are either intentionally or unintentionally presenting themselves in a favorable light regarding conformity, self-control, or moral values.

3 Page 3 Emotional Intensity Emotional Intensity Ms. Amiable's temperament is unhurried, relaxed, predictable, and even-paced. She places an emphasis on quality over quantity; accuracy over speed; and methods over results. She is patient and deliberate when it comes to pursuing her goals. Because of the value she places on security and predictability, her demands upon management (salary increases, etc.) will be minimal as long as basic security needs are met. NOTE: Where management needs to reduce turnover, this relaxed, easy-going temperament should prove to be an asset. Studies have shown a relationship between turnover and high emotional intensity levels. Management can reduce turnover by hiring individuals with lower emotional intensity. Ms. Amiable's low emotional intensity level and lack of a "sense of urgency" will annoy any sales manager who is intense or impatient to meet short-term goals. Most importantly, she is not known as a quick-starter. Even under pressure she will not typically accelerate quickly to meet sales quotas. This individual prefers to work at a steady pace rather than to race aggresively through tasks. Her productivity is the result of her routines and habits (as opposed to goals or results). Productivity increases with time and experience. Short-term goals are more important to Ms. Amiable than long-term goals. It is important that management help her to see some of the more long-term goals such as increasing earnings, company seniority, and management opportunities. If management emphasizes both the short-term goals and the long-term goals, interest and persistency can be achieved. In addition, it is important for management to make sure she does not get involved in too many different activities at one time and lose intensity of purpose. She might end up with a business on the side, for example, that could conflict with management objectives. This individual is most efficient when she pursues one objective at a time.

4 Page 4 Intuition Intuition Ms. Amiable gets bored with the details of complex, technical subjects or problems, and, as a result, takes a "broad brush" approach to problem solving. Due to her tendency to avoid "analysis paralysis", she has sharpened her instinct and intuition. She is able to look at a sales situation from a broad perspective (though she may miss much of the detail) and quickly evaluate the most effective approach. She seldom has a problem with "tunnel vision" and can use her broad experience to respond with logic and objectivity. While some sales personnel retreat to detailed analysis when confronted by rejection, she has no such avenue of retreat. As a result, call reluctance will not affect her as much as it would a more analytical salesperson. Because Ms. Amiable is more interested in looking at the "forest instead of the trees", she may miss out on the details that often increase efficiency. Is her disinterest due to an inability to concentrate, an attention disorder, low general intelligence, or simply an active mind that is easily bored? Have her honors and achievements shown that she can discipline her mind when necessary? If she has had only a limited education and her hobbies and interests do not reflect mental discipline, can she handle the technical side of the training which is required to succeed in this sales position? Though Ms. Amiable's responses to the CPP say that she does not enjoy detailed analysis, the main question is whether or not she is able to handle detailed analysis when necessary. This question of mental discipline is measured by aptitude testing (such as the Wonderlic Personnel Test) and the personal interview and reference checks. Take a close look at her high school and college grade point average, her hobbies and interests, the complexity of her previous job duties, her time management system, and her verbal and written skills. They can all give insight into her ability to discipline her mind and organize her thoughts in an efficient, productive way. If her general aptitude and mental discipline are inadequate for the job description, her training program will need to be personalized to her slower pace. On the other hand, if she has high mental discipline but gets easily bored with detail, training should be centered on intuitively based techniques such as examples, graphics, stories, personal experiences, and role-modeling.

5 Page 5 Recognition Motivation Recognition Motivation Ms. Amiable has a high need to be noticed by others, especially when this recognition brings elevated social status or prestige. In sales, this need is expressed by her social impulsiveness and need for many casual relationships. She enjoys meeting new people and thrives on the social feedback she receives by being the center of attention. She has a need to be outstanding in whatever she does. Her car, home, dress, and other forms of presentation are typically fashionable and colorful. This desire to be noticed by others can express itself as a need to achieve, excel, or compete. Needs (like this Need for Recognition) result in productivity only when the job description consistently satisfies that need. If Ms. Amiable's manager is unable to provide her with consistent, positive recognition and feedback, her motivation will be adversely affected. Is her immediate supervisor ready, willing, and able to provide her with recognition for a job well done? Will her company and industry provide awards and public recognition for her exceptional effort? Will she be able to compete against other sales personnel for recognition? Will she be asked to work alone where social interaction is minimal and status or prestige fails to meet her needs? NOTE: If the job requires high drive, and her "E" score is below 60 percent (see previous pages to see if this statement applies to her ), management must rely solely upon this high "R" score to manage her to high levels of productivity. Since this high Need for Recognition contributes to Ms. Amiable's drive and motivation, it is normally a desirable characteristic for a sales career. However, if the product she is selling does not provide a source of status or prestige, then her manager, company, and industry must fill that void to maintain her motivation. An inability to meet this need could lead to frustration and early termination. For example, if she is moved into a sales management position which does not provide abundant social interaction, competition, status, and prestige, she could lose her motivation and become nonproductive. From a supervisory viewpoint, low productivity or slumps can be reversed by contests or special awards which bring her public recognition. Production boards, newsletters, specially furnished office space, peer competition, or publicity highlighting her success can all be used to increase her productivity.

6 Page 6 Sensitivity Sensitivity Ms. Amiable's high sensitivity to the needs of others can be a profound attribute if the job description places an emphasis upon customer service and relationship centered selling techniques. She is highly motivated to take care of the needs of her customers and will go "the extra mile" to please them. Her empathy allows her to see her customers' perspectives and perceive their needs. Her caring concern for her customers will typically be rewarded with repeat business and long-term friendships. In many job descriptions, social workers do not make the best sales personnel. Ms. Amiable's need to please others can cause her to lose her focus. She may at times be too concerned about offending her prospective buyer and fail to close-out the sale efficiently. Research has also found that this high need to please others can result in poor time management. Sales interviews can last longer than they should because of her exaggerated desire to meet every need. Does she presently use some form of formal time management system that forces her to be well organized and prioritized? What has she accomplished that shows her competitiveness and goal orientation? What non-social hobbies and interests does she have that proves that she can apply self-discipline to achieve her goals, even to the point of forsaking relationships? Are most of her greatest successes accomplished through the assistance of others, rather than achieved through her own effort? Ms. Amiable's success in sales is dependent upon her ability to balance her need to please others with her need to compete and win. If she has an obvious entrepreneurial spirit and a proven track record of high productivity, her high score on this S scale is an attribute. On the other hand, if her need to please others has reduced her effectiveness and her success, then it is important to establish new commitments to prioritizing her time and organizing her life. Have her use a Franklin Planner or Daytimer which begins each day with a "things to do" listing that is reviewed by her supervisor to make sure that she is focused on what is most important. Define her goals in terms of results rather than processes (number of closing interviews as opposed to telephone calls). Have her memorize power phrases and closing techniques and work on better organization in her sales presentation.

7 Page 7 Assertiveness Assertiveness Ms. Amiable is usually tactful and diplomatic. Rather than challenging others, she avoids confrontation and seeks compromise whenever possible. As a result, she is usually comfortable to work with. In sales positions where compliance and compromise are important, she should provide loyal, dependable support. EXCEPTION: A Trust score below 40 percent, when combined with this low Assertiveness, can decrease her loyalty and respect for management. (See the Trust score to see if this exception applies.) Individuals with low levels of assertiveness usually excel in service-oriented sales positions where social initiative is not a prerequisite and hard-sell techniques are not necessary. Of all the CPP scores, Ms. Amiable's Low Assertiveness score will most affect her productivity in sales, especially in three areas: closing, call reluctance, and time management. If the job duties require person to person sales of intangible products or services, she will take the rejection too personally. Because she is overly concerned about offending others, she will sometimes ramble through the closing opportunity, waiting for the prospect to ask her to buy. However, in a service sales position where closing is less important, she could use tact, diplomacy, and compromise to make the sale. Because of her inability to say "no", interruptions will typically affect her ability to be organized and to prioritize. CAUTION: if Ms. Amiable's low Assertiveness is joined by an "E" score which is above 60 percent (see previous pages to see if this applies), a "nervous energy" or restlessness will result that can cause severe fluctuations in her moods and productivity. It will also cause her to talk (ramble) through the close, missing the buying cues. Does this position require "hard selling"? Are decisiveness and persuasiveness critically important? If the answers to these questions are "yes", Ms. Amiable will have problems with her ability to control the sales presentation and close-out the sale. On the other hand, if this is retail, customer service, telephone, or public relations selling, then this low Assertiveness score will not be as important. Assertiveness training books and workshops can be employed to improve assertiveness. Assertiveness and confidence increase with social experience and positive feedback.

8 Page 8 Trust Trust Since Ms. Amiable does not initially trust the intentions of others until they are proven worthy of her trust, she will adopt a formal, professional manner that typically causes others to respect her when they first meet her. Because she is able to control her emotions in the sales presentation, the customer is not able to "read her moves" in advance. She would seldom be considered to be naive or gullible and would typically not fall prey to the manipulations or control of others. As a result, if her sales job duties require her to negotiate contracts or collect funds, her low Trust will be an asset. As a result of Ms. Amiable's low Trust, her prospecting efforts will lack versatility. She will choose more formal prospecting methods (as opposed to referred leads or other relationship centered prospecting methods). She will do best in more formal selling situations such as positions that value her intelligence, professionalism, or consulting ability. She will occasionally have difficulty in relationship selling situations such as public relations or service selling where transparency is an asset. CAUTION: If her low Trust is combined with a low Sensitivity score (see previous pages to see if this applies), Ms. Amiable's formality and aloofness may cause her to appear disinterested in her customer 's needs. The manager can work toward increasing her confidence in others by addressing the more positive, complimentary behavior of fellow employees. An employer who is negative and critical around her will restrict her growth and development. If the Sensitivity score is over 50 percent, this low Trust score will be significantly offset, and its impact will be neutralized to a great extent. However, low Trust and low Sensitivity will affect her productivity. Training should focus on her being more empathetic and sensitive to the customer's needs. Seminars such as the Dale Carnegie Sales Seminar and other sensitivity training workshops can increase empathy and awareness of the customer's more personal needs. IMPORTANT NOTE: her low Trust may be the result of a recent traumatic experience that affected her belief in people. If so, her Trust will increase if she is placed in a positive environment that can offset her recent negative experience.

9 Page 9 Good Impression Good Impression Either Ms. Amiable is near-perfect and without the major flaws found in most people (see EXCEPTION below), or she is responding to this questionnaire in a way that exaggerates her strengths and downplays her weaknesses. If the latter is the explanation for the high Good Impression score then Ms. Amiable's ability to downplay weaknesses helps to set up a defense against criticism. In sales positions or situations where she must constantly face rejection or criticism, she will utilize her ego's "armor plating" to prevent the criticism from affecting her self-perception. Seldom is this criticism taken personally. It is either rationalized as "the other person's problem" or ignored. EXCEPTION: There is a small percentage of individuals who score high on this scale who are actually as good and honest as they are reporting. These individuals most typically score over 60 percent on the "S" and "T" scales and below 70 percent on the "A" scale. They are characterized by a compliant, inoffensive, "pleaser" personality type who will do all they can to leave a good impression. In sales, these "pleasers" usually do best in service or public relations sales positions. Management should look for telltale signs that might indicate potential communication problems. Ms. Amiable may be so concerned with leaving a good impression that she spends too much time giving excuses and not enough time honestly analyzing faults, failures, and corrective measures. For example, if she receives criticism from management, she may block it out of her consciousness; rationalize it as insignificant; or redirect it as the manager's own personal problem. All of these traditional ego defenses give the "it's not my problem" escape that hinders self-improvement. In dealing with exaggerators (other than in the case of the EXCEPTION above), management must give specific examples and be direct when confronting problem areas. Management should feel free to "cut off" the unwanted and unneeded excuses or explanations whenever they occur. As Ms. Amiable begins to discover how these ego defenses adversely affect communication, her desire to leave a good impression will motivate her to make a concerted effort to change the behavior. It is important to note that without strong personal values and moral restraint, exaggeration inevitably leads to dishonesty in the communication process. An effort on her behalf to be more vulnerable and accountable to others can prevent this undesirable consequence.