Salesperson Navigator Individual Feedback Report …learn.wilsonlearning.com/Presale/Reports/INENGSPN20_P.pdf · Supporting the Customer 19 Acquiring & Qualifying Business 20 Managing

Salesperson NavigatorIndividual Feedback Report For:Bill Jones

Finding your way in today's world of work

This report includes ratings from:Self 1Manager 1Peer 7Customer 8

Copyright 2007, 2008 Wilson Learning Worldwide Inc.

All rights reserved.Wilson Learning Worldwide Inc. owns all rights, including the rights to copyright in these materials. Wilson Learning is licensing these materials for the use by one individual only. No rightsto produce, transfer, assign, or create derivative works based on these materials are granted without written permission of Wilson Learning Worldwide Inc.WLW NAVI002 Version 1.22 11/09 Date: 12/03/2009

Table of ContentsOverall Summary 3Strengths and Opportunities Summary 4

Strengths Summary 4Opportunities Summary 4

Behavior Summary 5Strength Behaviors 5Opportunity Behaviors 7

Open-Ended Comments 9Behavioral Detail 11

Demonstrating Sales Versatility 11Knowing the Customer 13Discovering Needs 15Developing Relationships 17Supporting the Customer 19Acquiring & Qualifying Business 20Managing Sales Strategy 21Managing the Competition 22Understanding Account Dynamics 23Closing the Business 24Fostering Communication 25Ensuring Personal Development 27Driving for Results 28Creating Innovative Approaches 29Developing Teamwork 30Collaborating Cross-Functionally 31Knowing Your Products 32Applying Business Acumen 34Working with Technology 35

Development Recommendations 37Strengths Summary 37Opportunities Summary 39

Discovering Needs 40

Name: Jones, BillSalesperson NavigatorIndividual Feedback Report

Page: 1Date: 12/03/2009 NAVI002:[INENGSPN20:200248][702:9143:37122] Copyright 2007, 2008 Wilson Learning Worldwide Inc. All rights reserved.

Applying Business Acumen 43Ensuring Personal Development 45

Using This Report 48What information is in this report? 49

Overall Summary 50Strength & Opportunity Summary 51Behavior Summary 52Open-Ended Comments 53Behavior Detail 54Development Recommendations 55

How do I use this report to plan my development? 56Frequently Asked Questions 58

Glossary 60



Your ScoreGap:

Current-Target

Current TargetOverall Summary LimitedExtent

ModerateExtent

GreatExtent

Role Competency 0 25 50 75 100 Current TargetConsultant Demonstrating Sales Versatility 69 91 -21.7

Knowing the Customer 73 95 -21.4Discovering Needs 65 95 -29.7

Developing Relationships 76 94 -18.0Supporting the Customer 74 93 -18.1

Strategist Acquiring & Qualifying Business 75 91 -16.2Managing Sales Strategy 75 94 -19.2

Managing the Competition 84 88 -4.0Understanding Account Dynamics 72 92 -20.5

Closing the Business 75 90 -15.0Personal Effectiveness Fostering Communication 72 95 -22.1

Ensuring Personal Development 69 93 -24.5Driving for Results 82 91 -8.7

Creating Innovative Approaches 75 94 -19.3Developing Teamwork 74 92 -18.0

Collaborating Cross-Functionally 77 93 -15.5Technical Effectiveness Knowing Your Products 74 91 -17.2

Applying Business Acumen 65 94 -29.5Working with Technology 70 93 -22.7



Gap:Current -Target Indicator

Current TargetStrengths SummaryYour Score Organization Norm

LimitedExtent

ModerateExtent

GreatExtent

Raters 0 25 50 75 100 Current Target Current TargetAll Other 84 88 -4.0 51 88 p

Self 75 95 -20.0 57 81 Managing the Competitiont

All Other 82 91 -8.7 57 88 pSelf 75 88 -12.5 63 80

Driving for Resultst

All Other 75 90 -15.0 50 88 pSelf 83 88 -4.2 58 81

Closing the Businesst


Current TargetOpportunities SummaryYour Score Organization Norm

LimitedExtent

ModerateExtent

GreatExtent

Raters 0 25 50 75 100 Current Target Current Target

All Other 65 95 -29.7 61 86 qSelf 80 90 -10.0 63 83

Discovering Needst

All Other 65 94 -29.5 56 88 qSelf 65 95 -30.0 63 83

Applying Business Acument

All Other 69 93 -24.5 58 87 qSelf 90 95 -5.0 64 79

Ensuring Personal Developmentt



Current Target

Gap:Current -Target

Strength BehaviorsYour Score Organization Norm

LimitedExtent

ModerateExtent

GreatExtentBehavior (Competency)


All Other 98 83 15.0 47 91Self 100 75 25.0 50 87

t Acts upon customers' buying signals with relevantclosing techniques (Closing the Business)

All Other 90 78 12.5 52 89Self 75 100 -25.0 54 85

t Uses strategies to gain access to competitively heldaccounts (Managing the Competition)

All Other 90 85 5.0 42 89Self 100 100 0.0 60 85

t Leverages existing business successes to developnew business with other potential customers(Acquiring & Qualifying Business)

All Other 88 83 5.0 47 89Self 75 75 0.0 58 79

t Positions own offerings favorably relative to thecompetition (Managing the Competition)

All Other 92 88 4.8 67 91Self 100 100 0.0 64 84

t Stays informed about the customer's competitivestrengths and weaknesses (Knowing the Customer)

All Other 84 83 1.3 67 87Self 75 100 -25.0 65 83

t Explains technical or complex information in a wayothers can understand (Fostering Communication)

All Other 98 98 0.0 66 88Self 100 100 0.0 65 88

t Tracks progress toward sales goals and objectives(Managing Sales Strategy)

All Other 78 78 0.0 61 85Self 100 100 0.0 60 77

t Identifies individuals in the customer organizationwho informally influence the buying decision(Understanding Account Dynamics)

All Other 98 98 0.0 66 84Self 75 100 -25.0 69 81

t Recovers quickly from setbacks (Driving for Results)

All Other 100 100 0.0 60 84Self 100 100 0.0 65 85

t Works with internal personnel to establishexpectations and timelines for sales support(Collaborating Cross-Functionally)

All Other 97 98 -0.8 69 86Self 100 100 0.0 64 79

t Keeps promises and commitments to the customer(Developing Relationships)



Current Target

Gap:Current -Target

Strength BehaviorsYour Score Organization Norm

LimitedExtent

ModerateExtent



All Other 80 83 -2.5 51 80Self 75 100 -25.0 56 81

t Negotiates agreements that optimize results for bothown organization and customer's organization(Closing the Business)

All Other 85 88 -2.5 54 92Self 75 100 -25.0 67 83

t Maintains composure when faced with challenges(Driving for Results)

All Other 75 78 -2.6 56 84Self 75 75 0.0 64 77

t Adapts to customers' changing business priorities(Demonstrating Sales Versatility)

All Other 82 85 -2.7 66 88Self 75 100 -25.0 54 87

t Integrates different ideas to create new solutions(Creating Innovative Approaches)



Current Target

Gap:Current -Target

Opportunity BehaviorsYour Score Organization Norm

LimitedExtent

ModerateExtent



All Other 50 100 -50.4 60 89Self 75 100 -25.0 60 83

t Uses e-mail and voice mail effectively to facilitatework (Working with Technology)

All Other 50 98 -47.5 53 90Self 50 100 -50.0 60 83

t Applies knowledge of business principles to supportsales efforts (Applying Business Acumen)

All Other 55 98 -42.9 69 81Self 75 100 -25.0 77 84

t Determines the customer's major businessprocesses for developing and delivering productsand services (Knowing the Customer)

All Other 55 98 -42.5 53 84Self 75 100 -25.0 60 81

t Gains support of key executives in the customerorganization (Understanding Account Dynamics)

All Other 55 98 -42.3 56 89Self 75 75 0.0 61 81

t Focuses discussions on uncovering the customer'sbusiness needs rather than on own product'sfeatures (Discovering Needs)

All Other 60 100 -40.0 67 90Self 75 100 -25.0 73 83

t Considers the customer's budgeting processes indetermining own sales approach (Applying BusinessAcumen)

All Other 56 95 -38.6 57 90Self 75 75 0.0 67 83

t Establishes clear expectations for product or serviceimplementation (Supporting the Customer)

All Other 62 100 -37.8 55 88Self 50 100 -50.0 54 80

t Builds positive relationships by establishingcredibility (Developing Relationships)

All Other 62 100 -37.8 68 88Self 75 100 -25.0 75 87

t Ensures discussions stay focused on critical issues(Fostering Communication)

All Other 58 95 -37.5 48 92Self 50 100 -50.0 60 81

t Addresses the needs of each decision maker bycustomizing the content of sales communications(Closing the Business)

All Other 57 93 -36.0 58 82Self 75 100 -25.0 50 77

t Responds flexibly to different interaction styles(Demonstrating Sales Versatility)



Current Target

Gap:Current -Target

Opportunity BehaviorsYour Score Organization Norm

LimitedExtent

ModerateExtent



All Other 63 98 -35.0 53 90Self 100 75 25.0 69 83

t Makes presentations that tie the offering to thecustomer's specific needs (Closing the Business)

All Other 63 98 -34.7 52 87Self 75 100 -25.0 65 81

t Seeks innovative alternatives for solving problems(Creating Innovative Approaches)

All Other 61 95 -34.3 50 85Self 50 75 -25.0 54 75

t Adapts own selling approach to the customer'sbuying preferences (Demonstrating Sales Versatility)

All Other 65 98 -32.5 54 86Self 50 100 -50.0 56 83

t Establishes revenue forecasts by analyzing eachaccount for profitability and probability of success(Managing Sales Strategy)

All Other 60 93 -32.5 59 86Self 75 75 0.0 62 81

t Determines action steps for achieving sales goalsand objectives (Managing Sales Strategy)

All Other 58 90 -32.5 51 83Self 100 100 0.0 62 85

t Sets goals for own personal development (EnsuringPersonal Development)

All Other 68 100 -32.5 55 90Self 50 75 -25.0 54 77

t Gives others sufficient time to effectively supportsales efforts (Collaborating Cross-Functionally)



Open-Ended CommentsWhat do you consider to be this person's area of greatest strength on the job?

Bill’s greatest strength is his drive and determination.t

Bill is very responsive to his customer’s requests and questions.t

He has superior knowledge of the competition.t

Holding other groups responsible for delivering excellent service to his customerst

He is excellent at explaining technical information in a way that is easy to understandt

Bill's sales results speak for themselves.t

Great at getting the business even when his solution is not as strong as it could bet

I value his perseverance in achieving his objectives.t

Maintaining composure regardless of the circumstancet

Nobody closes business better than Billt

Bill is very collaborative with his customers and is always looking out for their best interests.t



Open-Ended Comments In what area does this person most need to improve his/her job performance? What specific activity would you suggest that will most help this person improve in

this area? t tBill could improve his interpersonal skills Take a good workshop on interpersonal skills t Bill is not always a good team player t tCan be rather direct and demanding with people in other areas Remember that people are trying to help you be more successful t tDiscovery skills Develop a thorough set of questions that you try to answer before creating any

proposal t tI'd like Bill to improve his understanding of business fundamentals Take a Business Acumen class t tNeeds to work on his flexibility when the situation changes. Be willing to change his approach when necessary t tNot sure Bill always understands our needs before offering a solution Ask more thorough questions. Take time to develop the best solution t tOccasionally Bill's lack of technical knowledge diminishes his credibility with

customersUse company resources (e.g., technical experts) to help establish your credibility

t tSpends more time trying to sell me his products than on understanding my needs Work on listening skills



Your Score Organization Norm

Current Target


Behavioral DetailLimitedExtent

ModerateExtent

GreatExtent


All Other 69 91 -21.7 58 83Self 70 90 -20.0 60 79

Manager 70 95 -25.0 46 88Peer 69 87 -17.7 67 81

Customer 69 62

.

Demonstrating Sales Versatility

All Other 61 95 -34.3 50 85 qSelf 50 75 -25.0 54 75

Manager 75 100 -25.0 38 90Peer 57 90 -32.9 62 87

Customer 50 55

t Adapts own selling approach to thecustomer's buying preferences

All Other 57 93 -36.0 58 82 qSelf 75 100 -25.0 50 77

Manager 50 100 -50.0 52 88Peer 57 85 -27.9 60 78

Customer 63 60

t Responds flexibly to different interactionstyles

All Other 71 98 -26.8 62 81Self 50 100 -50.0 64 84

Manager 75 100 -25.0 45 87Peer 71 95 -23.6 72 78

Customer 66 64

t Adapts own sales approach to addresscustomer discomfort with the buyingdecision

All Other 75 78 -2.6 56 84 pSelf 75 75 0.0 64 77

Manager 75 75 0.0 43 85Peer 71 80 -8.6 62 78

Customer 78 64

t Adapts to customers' changing businesspriorities




Current Target



ModerateExtent

GreatExtent


All Other 84 93 -8.6 63 85Self 100 100 0.0 66 82

Manager 75 100 -25.0 54 88Peer 89 85 4.3 80 84

Customer 88 67

t Demonstrates versatility when workingwith a variety of contacts within thecustomer organization




Current Target



ModerateExtent

GreatExtent


All Other 73 95 -21.4 68 84Self 75 100 -25.0 70 81

Manager 75 95 -20.0 64 91Peer 74 94 -19.7 76 78

Customer 70 72

.

Knowing the Customer

All Other 55 98 -42.9 69 81 qSelf 75 100 -25.0 77 84

Manager 50 100 -50.0 59 94Peer 61 95 -34.3 77 79

Customer 53 66

t Determines the customer's major businessprocesses for developing and deliveringproducts and services

All Other 63 95 -32.1 69 85Self 50 100 -50.0 73 80

Manager 75 100 -25.0 66 92Peer 61 90 -29.3 78 79

Customer 53 72

t Identifies the customer organization'sobjectives and critical success factors

All Other 68 95 -26.5 67 81Self 75 100 -25.0 71 80

Manager 75 100 -25.0 63 88Peer 68 90 -22.1 72 79

Customer 63 74

t Demonstrates knowledge of thecustomer's industry

All Other 92 88 4.8 67 91 pSelf 100 100 0.0 64 84

Manager 100 75 25.0 70 94Peer 89 100 -10.7 80 80

Customer 88 74

t Stays informed about the customer'scompetitive strengths and weaknesses




Current Target



ModerateExtent

GreatExtent


All Other 87 98 -10.3 69 81Self 75 100 -25.0 64 77

Manager 75 100 -25.0 63 87Peer 93 95 -2.1 74 73

Customer 94 76

t Determines the customer's major customergroups




Current Target



ModerateExtent

GreatExtent


All Other 65 95 -29.7 61 86 qSelf 80 90 -10.0 63 83

Manager 50 95 -45.0 51 93Peer 71 94 -23.3 65 82

Customer 74 66

.

Discovering Needs

All Other 55 98 -42.3 56 89 qSelf 75 75 0.0 61 81

Manager 50 100 -50.0 54 91Peer 50 95 -45.0 59 79

Customer 66 62

t Focuses discussions on uncovering thecustomer's business needs rather than onown product's features

All Other 66 93 -26.1 57 83Self 50 75 -25.0 61 84

Manager 75 100 -25.0 46 96Peer 68 85 -17.1 64 78

Customer 56 58

t Calls on a variety of functional areas inthe customer's organization to discoverneeds

All Other 56 88 -31.4 60 86Self 75 100 -25.0 59 80

Manager 25 75 -50.0 50 88Peer 71 100 -28.6 63 82

Customer 72 67

t Uses different types of questions tostimulate a discussion of critical businessissues

All Other 71 95 -24.2 65 85Self 100 100 0.0 66 84

Manager 50 100 -50.0 54 95Peer 75 90 -15.0 65 82

Customer 88 73

t Asks thoughtful, probing questions thatuncover the customer's needs and motives




Current Target



ModerateExtent

GreatExtent


All Other 76 100 -24.4 66 87Self 100 100 0.0 66 86

Manager 50 100 -50.0 52 96Peer 89 100 -10.7 73 87

Customer 88 69

t Confirms understanding of customerneeds and expectations




Current Target



ModerateExtent

GreatExtent


All Other 76 94 -18.0 61 85Self 75 90 -15.0 58 81

Manager 75 95 -20.0 52 92Peer 75 93 -18.0 67 81

Customer 78 67

.

Developing Relationships

All Other 62 100 -37.8 55 88 qSelf 50 100 -50.0 54 80

Manager 50 100 -50.0 42 92Peer 68 100 -32.1 58 82

Customer 69 63

t Builds positive relationships byestablishing credibility

All Other 68 95 -26.8 59 84Self 50 75 -25.0 54 82

Manager 75 100 -25.0 54 96Peer 61 90 -29.3 62 82

Customer 69 65

t Maintains ongoing contact with customersto sustain relationships

All Other 72 93 -20.0 64 80Self 75 75 0.0 57 79

Manager 75 100 -25.0 52 87Peer 64 85 -20.7 71 80

Customer 78 66

t Works with existing contacts to buildrelationships with key decision makers

All Other 81 85 -4.3 56 85Self 100 100 0.0 63 84

Manager 75 75 0.0 44 94Peer 86 95 -9.3 68 82

Customer 81 68

t Establishes self as an ongoing source ofknowledge for the customer




Current Target



ModerateExtent

GreatExtent


All Other 97 98 -0.8 69 86 pSelf 100 100 0.0 64 79

Manager 100 100 0.0 65 92Peer 96 95 1.4 74 81

Customer 94 75

t Keeps promises and commitments to thecustomer




Current Target



ModerateExtent

GreatExtent


All Other 74 93 -18.1 60 88Self 63 88 -25.0 66 83

Manager 81 94 -12.5 53 94Peer 72 91 -18.9 69 85

Customer 70 66

.

Supporting the Customer

All Other 56 95 -38.6 57 90 qSelf 75 75 0.0 67 83

Manager 50 100 -50.0 52 96Peer 54 90 -36.4 62 84

Customer 66 53

t Establishes clear expectations for productor service implementation

All Other 70 80 -10.4 61 85Self 75 100 -25.0 69 79

Manager 75 75 0.0 52 88Peer 71 85 -13.6 71 80

Customer 63 68

t Follows up to ensure customersatisfaction with company products andservices

All Other 82 98 -15.1 57 90Self 50 75 -25.0 63 85

Manager 100 100 0.0 50 96Peer 79 95 -16.4 67 89

Customer 69 70

t Attempts to anticipate and addresspotential problems before they occur

All Other 89 98 -8.5 66 86Self 50 100 -50.0 63 87

Manager 100 100 0.0 59 94Peer 86 95 -9.3 75 87

Customer 81 75

t Takes ownership for customer problemswhen they occur




Current Target



ModerateExtent

GreatExtent


All Other 75 91 -16.2 49 89Self 79 92 -12.5 56 80

Manager 79 92 -12.5 43 91Peer 71 91 -20.0 57 89

.

Acquiring & Qualifying Business

All Other 68 95 -27.5 50 94Self 100 100 0.0 54 83

Manager 75 100 -25.0 41 91Peer 60 90 -30.0 58 92

t Identifies business opportunities throughthe use of interpersonal networks andbusiness reference materials

All Other 65 93 -27.5 55 83Self 75 75 0.0 52 75

Manager 75 100 -25.0 43 89Peer 55 85 -30.0 57 87

t Qualifies whether a prospective customerorganization is worth calling upon

All Other 60 85 -25.0 52 90Self 50 75 -25.0 50 81

Manager 50 75 -25.0 45 95Peer 70 95 -25.0 55 90

t Prioritizes sales opportunities based onthe probability for success

All Other 75 93 -17.5 52 88Self 75 100 -25.0 58 75

Manager 75 100 -25.0 45 93Peer 75 85 -10.0 58 87

t Identifies the appropriate people to callon within the customer organization byconducting fact-finding analyses

All Other 90 85 5.0 42 89 pSelf 100 100 0.0 60 85

Manager 100 75 25.0 50 88Peer 80 95 -15.0 56 89

t Leverages existing business successesto develop new business with otherpotential customers

All Other 93 98 -5.0 44 89Self 75 100 -25.0 62 81

Manager 100 100 0.0 38 91Peer 85 95 -10.0 57 88

t Asks for referrals to identify newprospective customers




Current Target



ModerateExtent

GreatExtent


All Other 75 94 -19.2 57 88Self 79 96 -16.7 61 83

Manager 75 96 -20.8 53 92Peer 75 93 -17.5 65 89

.

Managing Sales Strategy

All Other 80 100 -20.0 52 87Self 75 100 -25.0 63 79

Manager 100 100 0.0 56 94Peer 60 100 -40.0 53 91

t Creates plans for developing newbusiness

All Other 65 98 -32.5 54 86 qSelf 50 100 -50.0 56 83

Manager 75 100 -25.0 44 92Peer 55 95 -40.0 58 86

t Establishes revenue forecasts byanalyzing each account for profitabilityand probability of success

All Other 60 93 -32.5 59 86 qSelf 75 75 0.0 62 81

Manager 50 100 -50.0 54 90Peer 70 85 -15.0 69 88

t Determines action steps for achievingsales goals and objectives

All Other 68 80 -12.5 54 88Self 75 100 -25.0 58 83

Manager 50 75 -25.0 44 88Peer 85 85 0.0 61 86

t Executes sales plans for achieving goalsand objectives

All Other 80 98 -17.5 59 92Self 100 100 0.0 63 83

Manager 75 100 -25.0 58 96Peer 85 95 -10.0 79 92

t Determines how to use internal resourcesto support sales efforts

All Other 98 98 0.0 66 88 pSelf 100 100 0.0 65 88

Manager 100 100 0.0 60 92Peer 95 95 0.0 70 90

t Tracks progress toward sales goals andobjectives




Current Target



ModerateExtent

GreatExtent


All Other 84 88 -4.0 51 88 pSelf 75 95 -20.0 57 81

Manager 85 85 0.0 47 91Peer 82 90 -8.0 60 87

.

Managing the Competition

All Other 75 80 -5.0 51 90Self 75 100 -25.0 60 81

Manager 75 75 0.0 38 90Peer 75 85 -10.0 58 90

t Approaches new accounts with a plan tomanage the competitive environment

All Other 83 100 -17.5 54 86Self 50 100 -50.0 60 81

Manager 100 100 0.0 52 94Peer 65 100 -35.0 56 82

t Protects current accounts againstcompetitive threats

All Other 90 78 12.5 52 89 pSelf 75 100 -25.0 54 85

Manager 100 75 25.0 50 88Peer 80 80 0.0 62 85

t Uses strategies to gain access tocompetitively held accounts

All Other 83 98 -15.0 50 87Self 100 100 0.0 52 81

Manager 75 100 -25.0 48 88Peer 90 95 -5.0 62 90

t Leverages own company's strengthsagainst competitor vulnerabilities

All Other 88 83 5.0 47 89 pSelf 75 75 0.0 58 79

Manager 75 75 0.0 48 94Peer 100 90 10.0 62 88

t Positions own offerings favorably relativeto the competition




Current Target



ModerateExtent

GreatExtent


All Other 72 92 -20.5 57 87Self 85 95 -10.0 62 80

Manager 65 90 -25.0 52 90Peer 78 94 -16.0 64 87

.

Understanding Account Dynamics

All Other 55 98 -42.5 53 84 qSelf 75 100 -25.0 60 81

Manager 50 100 -50.0 48 90Peer 60 95 -35.0 63 84

t Gains support of key executives in thecustomer organization

All Other 75 88 -12.5 49 90Self 75 100 -25.0 56 79

Manager 75 75 0.0 48 88Peer 75 100 -25.0 54 90

t Identifies individuals in the customerorganization with the formal authority tomake the buying decision

All Other 78 78 0.0 61 85 pSelf 100 100 0.0 60 77

Manager 75 75 0.0 58 88Peer 80 80 0.0 64 86

t Identifies individuals in the customerorganization who informally influence thebuying decision

All Other 70 100 -30.0 53 88Self 75 75 0.0 63 81

Manager 50 100 -50.0 50 94Peer 90 100 -10.0 71 88

t Uses knowledge of the customer's formalbuying process and criteria

All Other 80 98 -17.5 67 86Self 100 100 0.0 73 81

Manager 75 100 -25.0 58 90Peer 85 95 -10.0 70 88

t Takes into account the customer'sunstated buying criteria in determiningown sales approach




Current Target



ModerateExtent

GreatExtent


All Other 75 90 -15.0 50 88 pSelf 83 88 -4.2 58 81

Manager 71 88 -16.7 44 90Peer 80 93 -13.3 61 88

.

Closing the Business

All Other 63 98 -35.0 53 90 qSelf 100 75 25.0 69 83

Manager 50 100 -50.0 39 90Peer 75 95 -20.0 64 94

t Makes presentations that tie the offeringto the customer's specific needs

All Other 68 85 -17.5 54 88Self 75 75 0.0 54 75

Manager 75 75 0.0 41 92Peer 60 95 -35.0 62 87

t Aligns the offering with the customer'sgoals, critical success factors (CSFs), andstrategic vision

All Other 58 95 -37.5 48 92 qSelf 50 100 -50.0 60 81

Manager 50 100 -50.0 45 90Peer 65 90 -25.0 60 89

t Addresses the needs of each decisionmaker by customizing the content of salescommunications

All Other 80 83 -2.5 51 80 pSelf 75 100 -25.0 56 81

Manager 75 75 0.0 46 85Peer 85 90 -5.0 62 81

t Negotiates agreements that optimizeresults for both own organization andcustomer's organization

All Other 98 83 15.0 47 91 pSelf 100 75 25.0 50 87

Manager 100 75 25.0 54 92Peer 95 90 5.0 59 91

t Acts upon customers' buying signals withrelevant closing techniques

All Other 88 100 -12.5 47 88Self 100 100 0.0 58 79

Manager 75 100 -25.0 41 90Peer 100 100 0.0 59 86

t Responds to customer objections in amanner that addresses the customer'sconcerns




Current Target



ModerateExtent

GreatExtent


All Other 72 95 -22.1 68 87Self 80 95 -15.0 69 83

Manager 55 95 -40.0 64 93Peer 82 94 -11.9 75 87

Customer 80 74

.

Fostering Communication

All Other 62 100 -37.8 68 88 qSelf 75 100 -25.0 75 87

Manager 50 100 -50.0 68 95Peer 68 100 -32.1 68 90

Customer 69 72

t Ensures discussions stay focused oncritical issues

All Other 73 95 -22.2 70 86Self 75 100 -25.0 63 83

Manager 75 100 -25.0 61 93Peer 71 90 -18.6 80 87

Customer 72 74

t Keeps own communications focused onkey messages

All Other 74 100 -26.5 67 86Self 100 75 25.0 69 79

Manager 50 100 -50.0 64 86Peer 89 100 -10.7 74 87

Customer 81 72

t Expresses ideas clearly and concisely

All Other 84 83 1.3 67 87 pSelf 75 100 -25.0 65 83

Manager 75 75 0.0 59 95Peer 86 90 -4.3 79 87

Customer 91 78

t Explains technical or complex informationin a way others can understand




Current Target



ModerateExtent

GreatExtent


All Other 70 95 -25.4 70 86Self 75 100 -25.0 71 87

Manager 25 100 -75.0 66 96Peer 96 90 6.4 73 87

Customer 88 74

t Creates written documents that are bothcomplete and easy to read




Current Target



ModerateExtent

GreatExtent


All Other 69 93 -24.5 58 87 qSelf 90 95 -5.0 64 79

Manager 65 95 -30.0 53 91Peer 72 91 -19.0 63 86

.

Ensuring Personal Development

All Other 73 100 -27.5 59 92Self 75 75 0.0 58 79

Manager 75 100 -25.0 50 94Peer 70 100 -30.0 60 89

t Assesses personal strengths andweaknesses in anticipation of future skillrequirements

All Other 58 90 -32.5 51 83 qSelf 100 100 0.0 62 85

Manager 50 100 -50.0 46 88Peer 65 80 -15.0 57 83

t Sets goals for own personal development

All Other 55 85 -30.0 68 84Self 100 100 0.0 58 75

Manager 50 75 -25.0 60 85Peer 60 95 -35.0 64 86

t Seeks input on personal performanceand ways to improve

All Other 75 95 -20.0 52 90Self 75 100 -25.0 73 81

Manager 75 100 -25.0 50 96Peer 75 90 -15.0 65 87

t Develops own knowledge and skills onan ongoing basis

All Other 83 95 -12.5 58 87Self 100 100 0.0 69 77

Manager 75 100 -25.0 60 90Peer 90 90 0.0 69 86

t Stays current with trends anddevelopments in own industry




Current Target



ModerateExtent

GreatExtent


All Other 82 91 -8.7 57 88 pSelf 75 88 -12.5 63 80

Manager 81 88 -6.2 53 90Peer 83 94 -11.2 69 89

.

Driving for Results

All Other 68 85 -17.5 53 90Self 75 75 0.0 60 85

Manager 75 75 0.0 46 90Peer 60 95 -35.0 71 90

t Seeks out challenging assignments

All Other 78 93 -15.0 55 84Self 75 75 0.0 56 73

Manager 75 100 -25.0 50 88Peer 80 85 -5.0 59 89

t Sets high standards for own achievement

All Other 85 88 -2.5 54 92 pSelf 75 100 -25.0 67 83

Manager 75 75 0.0 58 88Peer 95 100 -5.0 71 89

t Maintains composure when faced withchallenges

All Other 98 98 0.0 66 84 pSelf 75 100 -25.0 69 81

Manager 100 100 0.0 58 92Peer 95 95 0.0 73 87

t Recovers quickly from setbacks




Current Target



ModerateExtent

GreatExtent


All Other 75 94 -19.3 62 87Self 75 94 -18.7 62 82

Manager 81 94 -12.5 54 92Peer 71 95 -23.6 69 89

Customer 73 68

.

Creating Innovative Approaches

All Other 63 98 -34.7 52 87 qSelf 75 100 -25.0 65 81

Manager 75 100 -25.0 44 95Peer 57 95 -37.9 63 90

Customer 56 60

t Seeks innovative alternatives for solvingproblems

All Other 68 98 -29.2 63 84Self 75 75 0.0 63 81

Manager 75 100 -25.0 62 88Peer 64 95 -30.7 65 88

Customer 66 64

t Generates creative solutions

All Other 82 85 -2.7 66 88 pSelf 75 100 -25.0 54 87

Manager 100 75 25.0 58 95Peer 75 95 -20.0 71 89

Customer 72 72

t Integrates different ideas to create newsolutions

All Other 87 98 -10.4 67 89Self 75 100 -25.0 65 81

Manager 75 100 -25.0 52 89Peer 89 95 -5.7 76 90

Customer 97 75

t Demonstrates willingness to takeappropriate risks to pursue uniquesolutions




Current Target



ModerateExtent

GreatExtent


All Other 74 92 -18.0 57 87Self 70 95 -25.0 60 83

Manager 85 95 -10.0 56 90Peer 63 89 -26.0 64 87

.

Developing Teamwork

All Other 70 93 -22.5 54 89Self 75 100 -25.0 62 87

Manager 75 100 -25.0 56 94Peer 65 85 -20.0 58 91

t Helps other salespeople develop newcapabilities

All Other 80 100 -20.0 61 89Self 75 100 -25.0 56 85

Manager 100 100 0.0 56 87Peer 60 100 -40.0 62 90

t Responds promptly to requests from salesteam members

All Other 70 75 -5.0 52 82Self 75 100 -25.0 60 79

Manager 75 75 0.0 54 85Peer 65 75 -10.0 65 84

t Shares information and expertise withsales team members

All Other 78 93 -15.0 59 91Self 50 75 -25.0 65 81

Manager 100 100 0.0 54 96Peer 55 85 -30.0 61 82

t Provides encouragement and assistanceto other salespeople

All Other 73 100 -27.5 61 85Self 75 100 -25.0 60 85

Manager 75 100 -25.0 62 88Peer 70 100 -30.0 72 88

t Contributes own time to group sales efforts




Current Target



ModerateExtent

GreatExtent


All Other 77 93 -15.5 55 87Self 70 90 -20.0 59 79

Manager 75 90 -15.0 51 90Peer 79 95 -16.0 62 87

.

Collaborating Cross-Functionally

All Other 68 100 -32.5 55 90 qSelf 50 75 -25.0 54 77

Manager 75 100 -25.0 48 88Peer 60 100 -40.0 58 89

t Gives others sufficient time to effectivelysupport sales efforts

All Other 58 85 -27.5 53 85Self 50 100 -50.0 58 77

Manager 50 75 -25.0 58 90Peer 65 95 -30.0 55 87

t Provides others with the informationneeded to effectively support sales efforts

All Other 78 83 -5.0 55 85Self 75 75 0.0 62 79

Manager 75 75 0.0 40 85Peer 80 90 -10.0 67 84

t Seeks assistance from key internalfunctions to support the sale

All Other 83 95 -12.5 51 91Self 75 100 -25.0 58 79

Manager 75 100 -25.0 54 96Peer 90 90 0.0 60 90

t Develops productive workingrelationships with other teams andfunctional areas

All Other 100 100 0.0 60 84 pSelf 100 100 0.0 65 85

Manager 100 100 0.0 54 92Peer 100 100 0.0 71 87

t Works with internal personnel to establishexpectations and timelines for salessupport




Current Target



ModerateExtent

GreatExtent


All Other 74 91 -17.2 68 88Self 80 90 -10.0 70 82

Manager 70 90 -20.0 62 89Peer 71 92 -21.3 74 91

Customer 81 74

.

Knowing Your Products

All Other 74 85 -10.6 69 89Self 100 100 0.0 71 87

Manager 75 75 0.0 60 85Peer 61 95 -34.3 71 90

Customer 88 75

t Maintains knowledge of the features andbenefits of own company offerings

All Other 67 85 -17.9 70 88Self 50 75 -25.0 62 77

Manager 75 75 0.0 65 90Peer 61 95 -34.3 73 91

Customer 66 74

t Stays current on the status of companyofferings

All Other 62 93 -30.6 66 91Self 75 75 0.0 73 81

Manager 50 100 -50.0 62 92Peer 61 85 -24.3 69 90

Customer 75 68

t Determines how company offerings canbe tailored to meet customers' specificneeds

All Other 81 95 -14.5 70 88Self 75 100 -25.0 73 83

Manager 75 100 -25.0 67 92Peer 82 90 -7.9 81 90

Customer 84 72

t Keeps current on how own products havebeen used in different customer businessapplications




Current Target



ModerateExtent

GreatExtent


All Other 85 98 -12.5 63 83Self 100 100 0.0 71 83

Manager 75 100 -25.0 58 85Peer 89 95 -5.7 74 92

Customer 91 78

t Utilizes knowledge of own company'sproduct or service philosophy




Current Target



ModerateExtent

GreatExtent


All Other 65 94 -29.5 56 88 qSelf 65 95 -30.0 63 83

Manager 65 95 -30.0 51 92Peer 64 93 -29.0 66 86

.

Applying Business Acumen

All Other 50 98 -47.5 53 90 qSelf 50 100 -50.0 60 83

Manager 50 100 -50.0 46 90Peer 50 95 -45.0 66 88

t Applies knowledge of business principlesto support sales efforts

All Other 68 95 -27.5 58 85Self 75 100 -25.0 54 87

Manager 75 100 -25.0 52 94Peer 60 90 -30.0 58 86

t Analyzes customer's businessperformance data to help develop ownsales strategy

All Other 70 83 -12.5 54 90Self 50 100 -50.0 63 81

Manager 75 75 0.0 48 90Peer 65 90 -25.0 67 87

t Uses a variety of financial reports to drawconclusions about a customer's financialhealth

All Other 75 95 -20.0 48 86Self 75 75 0.0 67 83

Manager 75 100 -25.0 48 92Peer 75 90 -15.0 64 87

t Uses knowledge of interrelationshipsamong customer business functions (e.g.,R&D, marketing) in own sales efforts

All Other 60 100 -40.0 67 90 qSelf 75 100 -25.0 73 83

Manager 50 100 -50.0 62 92Peer 70 100 -30.0 76 83

t Considers the customer's budgetingprocesses in determining own salesapproach




Current Target



ModerateExtent

GreatExtent


All Other 70 93 -22.7 63 87Self 85 95 -10.0 63 80

Manager 70 90 -20.0 58 92Peer 64 95 -30.7 69 86

Customer 75 67

.

Working with Technology

All Other 61 85 -24.3 62 88Self 75 100 -25.0 67 83

Manager 50 75 -25.0 55 92Peer 57 95 -37.9 68 90

Customer 75 66

t Selects tools/technologies based oncustomer preference or need

All Other 50 100 -50.4 60 89 qSelf 75 100 -25.0 60 83

Manager 50 100 -50.0 52 87Peer 39 100 -60.7 65 88

Customer 59 63

t Uses e-mail and voice mail effectively tofacilitate work

All Other 69 80 -10.8 65 86Self 100 75 25.0 65 81

Manager 75 75 0.0 61 94Peer 61 85 -24.3 68 80

Customer 72 62

t Uses electronic media to assist in buildingrelationships

All Other 80 100 -19.6 61 84Self 75 100 -25.0 52 79

Manager 75 100 -25.0 55 90Peer 79 100 -21.4 63 85

Customer 88 69

t Uses virtual meeting technology (e.g.,video or teleconferencing, Web meetings)to support own business efforts




Current Target



ModerateExtent

GreatExtent


All Other 89 98 -8.5 69 87Self 100 100 0.0 71 77

Manager 100 100 0.0 64 94Peer 86 95 -9.3 80 87

Customer 81 74

t Uses the company's salesforceautomation tools to enhance own saleseffectiveness



Development RecommendationsStrengths Summary

The following competencies represent your strengths as identified in this report.

Managing the Competitiont

Driving for Resultst

Closing the Businesst

Focusing time and energy on your strengths is as important as addressing your developmental opportunities. Strengths represent the skills in which you excel and often represent your uniquetalents. Your strengths are important assets to you and to your organization, and continued growth of your strengths is critical to your own and your organization's success. There are threeprimary approaches to growing your strengths: Develop, Leverage, and Share.

DevelopContinuing to develop your strengths will ensure that they become even more useful and valued. Keep in mind that strengths, when left alone, will atrophy and may eventually disappear.There are several actions you can take to develop your strengths.

First, look at your strengths as a whole and consider what they may indicate about your unique talents. In other words, what are the unique skills you bring to your group or organization?Create your own "Talent Statement." This is a document in which you describe what you believe are the unique and valuable contributions you make to the organization. Share this withothers, such as a peer, manager, or coach. Ask them if they agree with your statement or how they might modify it.Compare your Talent Statement to your current job or position.Are you frequently provided with opportunities to use your talents?If your talents are not currently being used, are there ways to modify your job or expand your position that would allow you to use your talents?Consider developing your talent into an expertise. For some skills, there is no limit to how much you can learn, and having a true expert in your area of talent could be of value to you andyour organization.Make a personal commitment to yourself to master a specific talent.Seek out information to continue to learn about and grow that talent.Find an existing expert and ask him or her to mentor you in growing that talent.



LeverageLeveraging a strength means finding new or different ways to use your talent to create greater value for your organization, your community, or yourself. Consider some of the actions below thatmight help you identify how to use a talent in new ways or in new situations.

Are there specific work responsibilities or projects that will allow you to apply your strengths in new ways? Ask your manager or coach whether there are new assignments orresponsibilities you could take on.Are there ways that other departments or groups in your organization might be able to use your talents? For example, if you have a talent for team building, are there ways for you toconsult with other departments on their teams? If you have a talent for writing, can you use, and expand, your talent by doing some writing for Marketing or for publication in tradejournals?Are there ways to use your talents in other parts of your life or in your community? Helping your neighborhood school, arts organization, or community group can both help you developyour talents faster and provide needed assistance to community or nonprofit organizations.

ShareEveryone who has ever taught knows that the best way to learn is by teaching. By sharing your talents with others, you not only help them grow and develop, you also help yourself improve.

The first step in teaching or coaching someone is clarifying for yourself how your talent was developed. Think about how you first started developing your talent. Break the talent downinto component skills before trying to coach others.Identify someone whose developmental need is the same as your area of strength, and offer to coach him or her in that area of need.Identify a newer or less-experienced employee whose performance could be enhanced by acquiring your talent. Offer to be a mentor to that person in developing that talent. Manyexperts believe that growing your talents is important for long-term career success. All championship athletes, renowned scientists, and accomplished professionals found something theywere good at and focused on growing that talent. It is no different for you-it is always valuable for you to focus energy and time on growing, improving, and expanding your talents ascompletely as possible.



Opportunities Summary

The following competencies represent your greatest developmental opportunities as identified in this report. You can improve your performance and your contributions to the success of theorganization by focusing your developmental activities on these competencies.

Discovering Needst

Applying Business Acument

Ensuring Personal Developmentt

The remaining pages of this report provide a description of each opportunity and specific developmental recommendations for improving these skills. Recommendations are in the form ofon-the-job activities you can perform as well as books, seminars, and other resources that may help you acquire or improve upon these competencies.



Discovering Needs

An effective consultant focuses first and foremost on identifying customer needs rather than on promoting his or her own products and services. The salesperson follows a customer-focused process for determining the customer's business needs and buying motives. Effective consultants are able to ask questions that draw customers to discuss important business issues, as well as company goals and strategies. Furthermore, they include in their discovery process individuals from multiple functions and multiple levels in the organization, including executives. Discovering Needs involves:

Being able to deliver effectively a standard set of discovery questionsAsking discovery questions that address facts and information as well as expectations, desires, and feelings about the current situationIdentifying the customer's need and the solution being sought. This is necessary before an appropriate product can be presented. Whether you refer to this as discovery, diagnosis, or questioning, it is an important step in establishing the sales opportunity.Having an understanding of how far and deep a complete discovery needs to go. Depending on the complexity of the client need and the solution, discovery may need to go deeper and broader. Discovery may take several sessions and involve a number of people.Recognizing that executive level discovery focuses on business strategy and critical success factors, not product needs and expectationsConfirming your understanding of needs and expectations throughout the discovery process



Taking Action

Determining the real needs and underlying issues in all related parts of the customer organization is critical before moving to the stage of recommending solutions. If you have strong discovering skills, your customers will see you as competent and credible. They will see you as a resource and a consultant who understands their business well enough to recommend an appropriate solution. In order to evolve your skills in terms of discovering needs, consider the following activities.

Recognize that executives' interests will vary at different phases of the sales and implementation process. Initially, the focus is on their own marketplace, strategies, and initiatives; later, the focus is on leveraging the investment, measurable results, and new business opportunities. Structure your discovery discussion to the appropriate stage in this cycle.As you listen, pay attention at several levels: information, intent, and emphasis. Listen for subtle clues that a particular issue is of greater importance, and probe those issues more fully.Use your discovery meetings with executives to anticipate change and their preparations for the future business environment. Discovery with executives should be about both the current opportunity and preparing them, and yourself, for the next phase of the customer's business development.Practice your discovery sessions and presentations with executives in your own organization. Seek their feedback and input as to how well you address executive-level concerns.

Learning Resources

Consultative Selling:The Hanan Formula for High-Margin Sales at High Levels. AMACOM. (Book)By: Mack Hanan

http://www.amazon.com/dp/081447215X/?tag=wilsonlearnin-20

Visionary Selling:How to Get to Top Executives - And How to Sell Them When You're There. Simon & Schuster. (Book)By: Barbara Geraghty

http://www.amazon.com/dp/1416578382/?tag=wilsonlearnin-20

Customer Power:How to Grow Sales and Profits in a Customer-Driven Marketplace. Wellington Press. (Book)By: David C. Swaddling and Charles Miller




http://www.amazon.com/dp/081447215X/?tag=wilsonlearnin-20



Creating Competitive Business Solutions (Workshop)Wilson Learning Corporation

Creating Competitive Business Solutions helps sales people analyze customers' business issues and their competitive environment to create solutions that help improve customers' business performance and expand opportunities for growth. This point of view moves beyond the interpersonal focus of traditional sales training and encourages sales people to adopt a business-oriented, customer-driven marketing style. Creating Competitive Business Solutions provides a variety of processes and tools that help sales teams understand customers as businesses and provide solutions for enhanced performance.

www.wilsonlearning.com



http://www.wilsonlearning.com/

Applying Business Acumen

Fulfilling the Strategist and Consultant roles requires an understanding of how businesses operate, how they create value for customers, and their common issues. Applying Business Acumen includes:

Applying knowledge of business principles to support sales effortsAnalyzing customers' business performance data to help develop own sales strategyUsing a variety of financial reports to draw conclusions about a customer's financial healthUsing knowledge of interrelationships among customer business functions (e.g., R & D, Marketing) in own sales effortsConsidering the customer's budgeting processes in determining sales approach

Taking Action

Effective salespeople have a good understanding of business operations and processes. They also understand and can apply strategic business processes to increase their success. Here are some practices that can improve Applying Business Acumen skills.

Join or start a business literature discussion group. Have each member of the group read one of the major business publications (Fortune, Harvard Business Review, etc.) and discuss business strategy issues and implications of changes in the economy.Work toward an advanced degree in business, such as an MBA.

Learning Resources

Essentials of Strategic Management (4th Edition). Prentice Hall. (Book)By: J.David Hunger and Tom Wheelen


The Strategy and Tactics of Pricing:A Guide to Growing More Profitably (4th Edition). Prentice Hall. (Book)By: Thomas T. Nagle and John Hogan






Competitive Advantage:Creating and Sustaining Superior Performance. Free Press. (Book)By: Michael E. Porter


The Business Analyzer and Planner:The Unique Process for Solving Problems, Finding Opportunities, and Making Better Decisions Every Day. American Management Association. (Book)By: Michael S. Zambruski






Ensuring Personal Development

Developing your own core competencies-the practices and skills that make you effective and successful in your sales work-is absolutely necessary in the current work environment where the only constant is change. Individuals must accept responsibility for their own performance and learning in this rapidly changing business environment. Sales career success depends on growing and acquiring a broader set of talents that ultimately creates value for your customers. Ensuring Personal Development involves:

Assessing personal strengths and weaknesses in anticipation of future skill requirements. By paying attention to external signals of change, you can create a development plan that reflects your vision of your sales future. This plan can help determine the specific skills and behaviors necessary to achieve your sales goals.Setting goals for personal development. Identifying the sales skills that you need most to develop and the steps you must take to achieve those skills sets you on a path toward personal development. Cognizant of the skills you want to improve, you will be able to identify learning opportunities as they arise during day-to-day work activities.Seeking input on personal performance and ways to improve. Talking with others, going through a multi-rater process, or undergoing an assessment all provide insights about your strengths and development opportunities. When combined, this information creates a fuller, clearer picture that you can analyze to identify patterns and trends you hadn't noticed before, clarify issues that you don't fully understand, or confirm what you already know. It is important to diagnose your strengths and opportunities for development in order to accurately target your development efforts as a salesperson.Developing one's knowledge and skills on an ongoing basis. You know yourself better than anyone. A periodic, honest, and objective look at your sales knowledge, skills, characteristics, and practices can provide the most valuable information about how the things you do affect the outcomes of your sales activities.Staying current with trends and developments in the sales markets in which one works. Changes, both internal and external to your industry specialties, impact the strategy and goals of your sales organization and may require you to modify your practices in response. Staying attuned to changing requirements and advancing current skills or acquiring new sales skills enables you to respond to change efficiently and effectively.



Taking Action

Ensuring personal readiness requires a commitment to a process of continuous learning--a process of examining your sales capabilities and your ideas and then challenging yourself to achieve your goals without minimizing what you have already accomplished. Consider the following activities to increase your openness to change and promote development of your sales capabilities.

Take on additional sales activities that will help you develop a new expertise. Look at the long-term consequences that assuming additional responsibility is likely to bring (e.g., working on more interesting and challenging accounts, broadening your sales skill base).Leverage others' feedback and observations of your sales performance. Identify a job or role that you would like to have in the future. Ask others to provide feedback on how your current performance matches the future requirements. Ask them for specific instances of what was and was not effective and why. Ask for specific input on how to develop sales capabilities. Examine your response to others' feedback (e.g., do you listen and ask for specific information, or do you defend your actions?). Address any personal issues you may have. Think through and practice others' suggestions.Develop a personal "bank" of sales successes. List development goals you wish to attain each month or year. Determine how you will know you have attained each goal (i.e., how you will measure success). Identify rewards that motivate you (e.g., flex-time schedule for one week, lunch at a special restaurant). Record your successes in a journal. Be specific: what you did, why it was difficult, what the result was. Reward yourself for successfully attaining difficult goals or for making improvements.Increase your involvement in activities that leverage your expertise. For example, if you have specific skills that others want to learn, offer to teach at a college or technical school. Volunteer your leadership or other skills within a professional association.

Learning Resources

Don't Waste Your Talent:The 8 Critical Steps to Discovering What You Do Best. The Highlands Company. (Book)By: Bob D. McDonald, Ph.D. and Don Hutcheson


The 5 Patterns of Extraordinary Careers:The Guide for Achieving Success and Satisfaction. Random House. (Book)By: James M. Citrin and Richard A. Smith

http://www.amazon.com/dp/B000AXRTTW/?tag=wilsonlearnin-20




http://www.amazon.com/dp/B000AXRTTW/?tag=wilsonlearnin-20

Leading from Within (Workshop)Wilson Learning Corporation

Leading from Within® is a unique one-day workshop that explores the challenges of leadership. As a discovery process that helps participants define who they are as leaders, it provides participants with the tools and strategies to enhance their personal effectiveness, examine their leadership approach, share their leadership philosophy, develop a personal vision for leadership, and create a map to track their leadership integrity.

www.wilsonlearning.com

The Value-Added Employee:31 Competencies to Make Yourself Irresistible to Any Company. Butterworth-Heinemann. (Book)By: Edward J. Cripe and Richard S. Mansfield


Manage Your Own Career:Make It a SNAPP. It's How LLC Publishing. (Book)By: Donald J. Hanratty, Ron Biagi, and Tresa Eyres


Passion and Purpose:How to Identify and Leverage the Powerful Patterns that Shape Your Work/Life. Marlys Hanson & Associates. (Book)By: Marlys Hanson


Failing Forward:Turning Mistakes into Stepping Stones for Success. Thomas Nelson Publishing. (Book)By: John C. Maxwell




http://www.wilsonlearning.com/





Using This ReportUsing This Report will help you understand and learn from the information in this report. In this section you will find the following categories:

What information is in this report?How do I use this report to plan my development?A list of Frequently Asked QuestionsGlossary of terms

Before reviewing this section, please consider the following important points regarding your results in general:Feel free to just explore this report using the embedded links.Most of the terms used in this report are linked to definitions in the Glossary.All scores in the report are based on a 0- to 100-point scale. This scale makes score differences clearer and eliminates the need to work with decimal point scores. The best way to thinkabout your scores is as percent of effectiveness. That is, a score of 80 indicates that you are 80% effective. If you want to know how your score compares to the survey ratings, the scaleconversion used is as follows:

12345

Survey RatingScale

0255075100

ReportScale

The Behavior Detail section of this report shows separate results for each rater group. These groups can include your manager, peers, direct reports, customers, and your self-ratings.These results are shown separately so that you can better identify differences in how these groups perceive your performance. To preserve confidentiality, these separate scores for peers,direct reports, or customers are provided ONLY if there are two or more completed surveys in that group.You may also see a rater group called "Unclassified." There are two reasons why you may see this rater group in your report:

1. You may have used this category to ask for feedback from individuals who do not fit into the other rater groups (i.e., Manager, Peers, Direct Reports, or Customers).2. If you did not assign any raters to the Unclassified group, yet still see it in your report, this means that you did not have at least two raters in one or more of the other rater groups

(i.e., Peers, Direct Reports, or Customers). For example, if you received only one completed Peer survey, that survey is reassigned as Unclassified. Then, if there are two or moreUnclassified surveys, those surveys are reported as Unclassified in the report.



What information is in this report?

This report contains the information you need to begin identifying opportunities to become more successful in your role and to create your development plan. The report is organized into thesemain sections:

1. Overall Summary - a single-page, high-level overview of your feedback results2. Strength & Opportunity Summary - a review of the competencies that were identified as your top strengths and your top development opportunities3. Behavior Summary - an overview of those individual behaviors that were identified as your strengths and development opportunities4. Open-Ended Comments - verbatim responses to open-ended questions about your strengths and opportunities5. Behavior Detail - a reference section containing detailed feedback results for each competency and behavior6. Development Recommendations - suggested development activities, business books, and training courses for your specific development opportunities



Overall Summary

This section of your report provides you with a high-level "executive overview" of your feedback results.

How do I read this section?The long bars indicate your overall current performance rating for each competency. This is the level of performance that your feedback providers feel you are currently exhibiting.These performance ratings are based on the average rating of all your rater groups, but excludes your self-ratings.The small white bars show the target performance for each competency. This is the level of performance that should be exhibited by you in order to be the most successful. Again, thisvalue is based on the average target rating of all your rater groups, but excludes your self-ratings.The greatest strengths and opportunities are determined by the size of the gap between your current and target performance. To calculate gap, the target score is subtracted from thecurrent score. Positive gap scores indicate that the current exceeds the target. Negative gap scores indicate that the target exceeds the current. Most gaps will be negative.Colors show which competencies are your strengths (green bars) and which competencies are your development opportunities (red bars).Each competency label is linked to more detailed information on that competency in the Behavior Detail section of this report.



Strength & Opportunity Summary

The results presented in this section address only the competencies identified as your greatest strengths and your greatest development opportunities.

How do I read this section?The greatest strengths and opportunities are determined by the size of the gap between your current and target performance. To calculate gap, the target score is subtracted from thecurrent score. Positive gap scores indicate that the current exceeds the target. Negative gap scores indicate that the target exceeds the current. Most gaps will be negative.Strengths are the competencies with the smallest negative gap (or largest positive gap) scores. Development opportunities are the competencies with the largest negative gaps.This summary compares your self-ratings to the average combined ratings of all rater groups.Each competency label is linked to more detailed information on that competency in the Behavior Detail section of this report.Selecting the link in the Indicator column will take you to a list of development resources -- such as books, classes, and on-the-job activity recommendations -- that can help youdevelop that competency.

How do I use this section?The purpose of this section is to provide you with a clear view of your individual strengths and development opportunities. If your primary purpose for completing this assessment is to quicklyidentify skills that will help improve your job performance, then you should concentrate on this Strength and Opportunity Summary. To use this section:

Focus first on your strengths to identify the competencies in which you are currently excelling. Select the link to examine the Behavior Detail section of your strengths to determinewhether there are specific behaviors that need some additional attention. Then select the Indicator link to examine recommendations for how you can leverage your strengths.Next, examine your development opportunities. Select the link to the Behavior Detail section for more specific information regarding these competencies. Then select the Indicator linkto identify specific activities for improving in these competency areas.



Behavior Summary

This section provides an alternative way of looking at your strengths and development opportunities. Rather than showing the broad competencies, this section shows individual survey items,or behaviors, that were identified as strengths or opportunities.

How do I read this section?The greatest strengths and opportunities are determined by the size of the gap between your current and target performance. To calculate gap, the target score is subtracted from thecurrent score. Positive gap scores indicate that the current exceeds the target. Negative gap scores indicate that the target exceeds the current. Most gaps will be negative.Strengths are the behaviors with the smallest negative gap (or largest positive gap) scores. Development opportunities are the behaviors with the largest negative gaps.This summary compares your self-ratings to the average combined ratings of all rater groups.Each behavior label is linked to the detailed information on that behavior in the Behavior Detail section of the report. In the Behavior Detail section, you will see the separate averagesfor all people who responded to your survey.This section also identifies the competency associated with each behavior. Thus, a competency can be listed more than once if several behaviors in that competency are identified asstrengths or opportunities.

How do I use this section?The purpose of this section is to provide you with a way to more specifically examine your strengths and opportunities. Sometimes a close review of individual behaviors tells a different storyabout your strengths and opportunities than does a review of competencies alone.

First, determine whether most of the behaviors in this section are associated with either your strength or development opportunity competencies. If so, this confirms that thosecompetencies are an accurate reflection of how people see your skills, and that your development efforts should focus on those competencies.If most of the behaviors listed in this section are associated with competencies other than the identified strength and opportunity competencies, examine those additional competencies.Are your gap scores for those competencies similar to your gap scores for the strength and development opportunity competencies identified in the Strength and Opportunity Summarysection? If so, you might consider making one or more of these additional competencies part of your development plan.Finally, examine the pattern of all of the behaviors and competencies identified as strengths and opportunities in this section. Does the pattern tell you something new about yourprimary strengths and opportunities?



Open-Ended Comments

This section contains responses to open-ended questions. This information can provide you with some greater insight into your scores because it allows individuals to express, in their ownwords, what they observe in your behavior.

How do I read this section?The name of the person making each comment is not provided. Your feedback providers were promised confidentiality in order to encourage open, honest comments.3 open-ended questions were asked about what others see as your greatest strength, greatest area for improvement, and suggestions for improvement.All comments are included, and are reported exactly as written.

How do I use this section?It is easy to over-interpret written comments. Because these comments can reference specific actions or convey a lot of emotion, people have a natural tendency to give the comments moresignificance than the comments deserve.

Remember that a comment is written by one person at one specific point in time. On another day, that person may not have written that comment.Look specifically for comments that are related to your strengths and development opportunities. Do the comments help you interpret the meaning of your scores?If a comment is inconsistent with your scores (for example, you have a strength in a particular competency, but you receive a comment that is very critical of that competency), do notignore the comment, but do keep it in perspective. Your score indicates that most of your feedback providers saw that competency as a strength.Overall, examine the tone of the comments. Are the comments written in a tone that expresses a desire to help and support your development, or are they expressing frustration (oreven anger)? This is most important to consider as you prepare to share your results with others and ask for their support and help in making changes.



Behavior Detail

This section is considered to be the reference section of your report. It is unlikely that you will ever need to review this entire section because it contains all of the detail regarding all of thecompetencies and behaviors included in the survey.

How do I read this section?This section shows separate results for each rater group. These groups can include your manager, peers, direct reports, customers, and your self-ratings. These results are shownseparately so that you can better identify differences in how these groups perceive your performance. To preserve confidentiality, separate scores for peers, direct reports, orcustomers are provided ONLY if there are two or more completed surveys in that group.You may also see a rater group called "Unclassified." There are two reasons why you may see this rater group in your report:

1. You may have used this category to ask for feedback from individuals who do not fit into the other rater groups (i.e., Manager, Peers, Direct Reports, or Customers).2. If you did not assign any raters to the Unclassified group, yet still see it in your report, this means that you did not have at least two raters in one or more of the other rater groups

(i.e., Peers, Direct Reports, or Customers). For example, if you received only one completed Peer survey, that survey is reassigned as Unclassified. Then, if there are two ormore Unclassified surveys, those surveys are reported as Unclassified in the report.

If a competency or a behavior was an identified strength or development opportunity, there is an indicator in the far-right column. For such competencies, this indicator is linked to theDevelopment Recommendations section of the report. Selecting that link will take you to the development activities and resources recommended for that particular competency.The greatest strengths and opportunities are determined by the size of the gap between your current and target performance. To calculate gap, the target score is subtracted from thecurrent score. Positive gap scores indicate that the current exceeds the target. Negative gap scores indicate that the target exceeds the current. Most gaps will be negative.Strengths are the competencies or behaviors with the smallest negative gap (or largest positive gap) scores. Development opportunities are the competencies or behaviors with thelargest negative gaps.

How do I use this section?The detail in this section allows you to look more specifically at your results.

If there are results that surprise you (for example, you find a gap score that is significantly higher or lower than you had expected), the behavior detail may provide you with greaterinsight; perhaps it was a single behavior in a competency that caused the surprising result.At a minimum, it is useful to examine the detail of your strengths and development opportunities so you have a complete picture of these results.



Development Recommendations

This section provides you with specific information and resources to help you create and implement your development plan.

How do I read this section?There are two parts to this section: one addressing your strength competencies and one addressing your development opportunity competencies.For your strengths, you are provided with some general guidelines for how to develop and leverage your strengths.For your development opportunities, you are provided with competency-specific on-the-job activities and development resources lists that include books, courses, etc.

How do I use this section?The purpose of this Navigator is to help you grow and change in your role; the information in this section is vital to helping you put together a development plan that will drive that growth andchange. There are many ways to use this information; however, we suggest the following process:

1. First, review the other sections of this report and identify the competency or competencies on which you want to focus your development planning. We suggest focusing on at leastone competency, and no more than three competencies in your development planning.

2. Review the Development Recommendations for those competencies that you wish to develop. Read through the suggested on-the-job activities. Highlight activities that you thinkcould be of help to you. You may want to review those activities with your coach or manager, then add them to your development plan.

3. Review the resources. Think about your own preferences for learning. For example, do you prefer to read books on your own, or do you prefer a more structured learning activity?Do you prefer learning in a group, or do you prefer learning on your own?

4. Select some development resources that match your development needs and your preferred learning style. You may want to review those resources with your coach or manager, thenadd them to your development plan.

5. Complete your development plan and take action!



How do I use this report to plan my development?

The ultimate goal of the Navigator is to help you improve your skills. Therefore, it is important that you take the feedback results here and turn them into an action plan. While there are manyways to use this report, below is one suggested process for moving quickly from data to action:

Start with the Overall Summary section and ask yourself questions, such as:What does the overall pattern of results suggest about my job performance?Am I stronger in some areas than in others?Do my strengths cluster around one specific topic? What about my weaknesses?

Make some notes about your conclusions and any unanswered questions you have.

Then go to the Strength and Opportunity Summary. Again ask yourself:Do the identified strengths and development opportunities support my conclusions from the Overall Summary?Are there large gaps between others' ratings and my self-ratings? What might this suggest?How do my results compare to the organization's overall results? Are my strengths and opportunities shared by others, or are they unique to me?

Again, make notes about your conclusions and any open questions.

Review the Behavior Detail for each competency in your Strength and Opportunity Summary.For your development opportunities, do all of the behaviors in the competency have large gaps, or only some of the behaviors?For your strengths, do all of the behaviors in the competency have small gaps, or only some?What conclusions can you draw from the patterns?

Again, make some notes.



How do I use this report to plan my development? (cont.)

Go to the Behavior Summary to see the individual behaviors that have the largest and smallest gap scores.Are most of these behaviors associated with competencies identified as your strengths and development opportunities?For those behaviors not associated with your strength and development opportunity competencies, are there patterns that suggest other, additional competencies are alsoimportant?Examine the Behavior Detail of these additional competencies by selecting the title link and going to the Behavior Detail section.

Make notes as needed.

Identify the competency or competencies you want to work on improving. We recommend focusing on at least one and no more than three competencies at a time. You may want toreview your choices with a coach or mentor.

Go to the Development Recommendations section of the report.Review the activities and resources recommended.Select those activities and resources that you think will most positively impact your abilities.

Put all of this information -- the competencies, behaviors, and the actions you will take -- into a development plan and then take action!



Frequently Asked Questions

What is the best way to share my results with others?What is the fastest way to find what competencies I should work on?Why don't all of my scores show up in the report?What if a competency is not labeled as a strength or development opportunity?If I get more surveys completed by my raters, can I have the report updated?How many surveys are needed to score my results?

What is the best way to share my results with others?The Overall Summary is the best section to print and copy for sharing with others. As a one- to two-page overview of the results, it is easy for people to read and provides a good "at-a-glance"picture of your overall capabilities.

What is the fastest way to find what competencies I should work on?The fastest way is to go to the Strength and Opportunity Summary section and look at the development opportunity that has the largest gap. Select the link to the Behavior Detail to see whichspecific behaviors are of most concern.While this is the quickest way, this also leads to some danger of missing important details that might influence your performance. That is why it is valuable to examine both your Overall Summaryand the Behavior Summary in creating your development plan.

Why don't all of my scores show up in the report?Occasionally a single response form will not show up on the report in order to preserve the confidentiality of the person completing the form.To preserve confidentiality, separate scores for Peers, Direct Reports, or Customers are provided ONLY if there are two or more completed surveys in that group.You may also see a rater group called "Unclassified." There are two reasons why you may see this rater group in your report:

You may have used this category to ask for feedback from individuals who do not fit into the other rater groups (i.e., Manager, Peers, Direct Reports, or Customers).If you did not assign any raters to the Unclassified group, yet still see it in your report, this means that you did not have at least two raters in one or more of the other rater groups (i.e.,Peers, Direct Reports, or Customers). For example, if you received only one completed Peer survey, that survey is reassigned as Unclassified. Then, if there are two or moreUnclassified surveys, those surveys are reported as Unclassified in the report.



What if a competency is not labeled as a strength or development opportunity?Strengths and development opportunities are the competencies with the highest and lowest gap scores, respectively. Any competencies not labeled as either a strength or a developmentopportunity had gap scores that fell somewhere between the highest and lowest gap scores. While you will want to focus your analysis on your strengths and development opportunities, thisdoes not mean you should completely ignore the competencies in between. Keep in mind that a strength or development opportunity may be separated from an "in-between" competency byonly a point or two.

If I get more surveys completed by my raters, can I have the report updated?If a specific rater group (such as your Direct Reports) was not scored because there were not enough surveys completed, then it is often useful to reproduce the report if more surveys arecompleted within that rater group. Check with your organization's coordinator, as there is sometimes an additional charge for re-scoring a report.

How many surveys are needed to score my results?The number of surveys needed for scoring is tied to the different groups of raters. For the self and manager categories, only one completed survey each is needed for scoring. However, withpeers, direct reports, customers, and unclassified rater groups, two or more surveys are needed. With this approach, the confidentiality of the results is preserved for those groups.



Glossary

Term/Phrase DefinitionAll Other Average ratings of your performance across all raters except Self.

Behavior A behavior is a specific and discrete action or activity that addresses an important aspect of job performance.

Competency A competency is a collection of related important behaviors that describe a skill or ability required for effective job performance.

Current Bar(Overall Summary)

The Current Bar shows the average current performance rating from all of your raters except Self. Current performance is anindication of what your raters believe is the actual level of performance you are currently exhibiting.

Current Bar (All other sections)

The All Other Current Bar shows the average current performance rating from all of your raters except Self. The remainingCurrent Bars show the current performance rating from that particular rater group. Current performance is an indication of whatyour raters believe is the actual level of performance you are currently exhibiting.

Customer The rows labeled Customer show the average of the ratings assigned by your customers or clients.

Gap: Current-Target This column shows the gap between your Current and Target performance ratings. Negative gap values indicate that yourCurrent performance is below your Target performance level. Positive gap values indicate that your Current performanceexceeds your Target performance level.

Indicator This column shows if a competency or behavior is considered a strength (p ) or a development opportunity (q ), based on thegaps between your All Other Current and All Other Target performance ratings.

Limited Extent, Moderate Extent,Great Extent

Each behavior in the feedback survey is rated on a scale of 1 (Limited Extent) to 5 (GreatExtent). However, data in this feedback report tables are presented on a 0- to 100-point scale inorder to eliminate the need to deal with decimal points. The scale conversion used is asfollows:

Survey12345

Report0255075100



Term/Phrase DefinitionManager The rows labeled Manager show the ratings given by your manager.

Organization Norm: Current This column shows the average Current performance rating across all participants' scores within your organization.

Organization Norm: Target This column shows the average Target performance rating across all participants' scores within your organization.

Peer The rows labeled Peer show the average ratings given by your co-workers or peers.

Raters Each behavior was rated by multiple individuals with whom you work. The graphs provide results for each of these rater groups.

Role(Overall Summary)

The Roles describe the broad combinations of competencies that each participant must fulfill in order to be effective.

Self The rows labeled Self show your own rating of your performance.

Target Bar(Overall Summary)

The Target Bar shows the average target performance rating from all of your raters except Self. Target performance is anindication of what your raters believe is the level of performance you should exhibit to be successful.

Target Bar (All other sections)

The All Other Target Bar shows the average target performance rating from all of your raters except Self. The remaining TargetBars show the target performance rating from that particular rater group. Target performance is an indication of what your ratersbelieve is the level of performance you should exhibit to be successful.

Your Score: Current(All other sections)

The All Other Current score shows the average current performance rating from all of your raters except Self. The remainingCurrent scores show the current performance rating from that particular rater group. Current performance is an indication of whatyour raters believe is the actual level of performance you are currently exhibiting.

Your Score: Current(Overall Summary)

The Current Column shows the average current performance rating from all of your raters except Self. Current performance is anindication of what your raters believe is the actual level of performance you are currently exhibiting.

Your Score: Target(Overall Summary)

The Target Column shows the average target performance rating from all of your raters except Self. Target performance is anindication of what your raters believe is the level of performance you should exhibit to be successful.



Term/Phrase DefinitionYour Score: Target (All other sections)

The All Other Target score shows the average target performance rating from all of your raters except Self. The remaining Targetscores show the target performance rating from that particular rater group. Target performance is an indication of what your ratersbelieve is the level of performance you should exhibit to be successful.



Salesperson Navigator Individual Feedback Report …learn.wilsonlearning.com/Presale/Reports/INENGSPN20_P.pdf · Supporting the Customer 19 Acquiring & Qualifying Business 20 Managing

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