Sales Management - Hogan Assessments · Sales Management NAME Sales Management DESCRIPTION OVERVIEW...

Sales Management

This document is highly confidential and contains sensitive information on the individuals assessed. It isentrusted to the organization or group of individuals named on the cover with the understanding that it be kept ina secure location with restricted access. Should the relationship between the group and the organization cease,this report should be either stored securely or destroyed.

CONFIDENTIALITY

ABOUT THIS REPORT

In order to hit the ground running, teams and their leaders need to answer questions like: What is the right mix ofskills for this team to be successful? Who will work together best? What are the core motivations and values weshare? What problems might emerge for the team and how do we address these? Teams also need to resolveproblems when performance is poor or unity between members breaks down. Based on detailed measures ofindividual personalities, this report provides insights and actions to assist teams towards high performance.

INTRODUCTION

TABLE OF CONTENTSOVERVIEWAn overview of team members, and a snapshot of the team at its best and worst.

TEAM ROLESIn addition to their official positions, people commonly adopt informal roles in a team. For example, somepeople are more concerned with maintaining harmony and ensuring the team gets along and is cohesive.Others might be more inclined to drive the team towards achieving goals. There are a number of informal rolesthat need to be filled for a team to be successful: Results, Relationships, Process, Innovation, Pragmatism.

TEAM DERAILERSAll teams have weaknesses that inhibit their ability to be effective. In the initial stages of team formation theserarely emerge, doing so when members are under pressure, or when personality differences have exposedteam member ‘dark sides’. This section highlights the types of behavior that might be seenfor the team, and provides suggestions for prevention.

TEAM CULTUREGood teams are composed of individuals who have a diversity of expertise and skills, but some similarity ofvalues. Since values form the basis for team norms, culture, and decision making, having shared values canadvance team development. We show team anchors, where the team have a similarity of values.

APPENDIX I: INDIVIDUAL PERSPECTIVESThis section provides a detailed view of the similarity between each person and the rest of theindividuals in the group, allowing for a more detailed understanding of individuals and group dynamics. Usethis section to understand overall similarity between individuals and their team members.

INDIVIDUAL PROFILESA summary graphic of the individual assessment profiles for each member of the team. This chart allows forcomparison of individuals at a scale level (e.g. specific behavior) to understand differences in style, derailers,and values.

2011 HOGAN ASSESSMENT SYSTEMS, INC. 25/14/2012 12:00:00 AM

MEMBERSAmanda VermonAustin WoodsClaire DownsClint DittmanJamie WayJennifer HilltopperJill HilltopperJosh GoodmanJustin Lost

Sales ManagementNAME

Sales ManagementDESCRIPTION

OVERVIEW

AT BEST

AT WORST

Lack sense of urgencyCompete with each otherTalk over top of each otherConflict avoidantRigid and lack flexibilityLow patience for routine tasksFavor strategy over applicationOverly dramatic and expressiveIgnore boring or uninteresting tasksToo casual and informalParalysis by analysis

Resilient and calmConfident and dynamicTalkative and social approachDiplomatic and friendlyOrganized and efficientCurious, big pictured approachUp to date with industry developmentsFun and informal cultureValues informality and innovationAnalytical approach to decisions

The following snapshot is an outline of the team as it may appear at its best and at its worst. This is based on an analysis of common styles, derailers, or values in the team. When more members share particularcharacteristics, this can often enhance team performance but may pose some risk depending on the environment in which the team operates. More detailed analysis and narrative are provided in the pages that follow.

SNAPSHOT


People who are concerned about how team members feel and how well they get along. They are often upbeat, attuned to people's feelings and good at buildingcohesion and positive relationships.

100% of Team

People who organize work, clarify roles, coordinate effort, and provide direction for others. They will want to guide work for others and are comfortable taking charge and are very active in the attainment of results.

67% of Team

People who anticipate problems, recognize when conditions have changed and when the team needs to adapt. They spot trends and patterns quickly, enjoy solving problems, and generate creative solutions.

67% of Team

People who are concerned with implementation, the details of execution, and the use of process and systems to complete tasks. People who have this focus are reliable, organized, and conscientious aboutfollowing procedures.

67% of Team

People who are practical, hard-headed challengers of ideas and theories. They promote pragmatic approaches and won't be easily swayed by the need to preserveharmony. Direct and grounded in reality.

0% of Team

Low Focus Alert

TIP

Look for balance across the roles

(i.e. similar proportions),

and pay particular

attention to any unfilled roles, or

a significant imbalance

between roles.

If you see this symbol it reflects a low proportion

of team members in the role.

Team members play two distinct roles. The first concerns their functional role and is defined by their jobdescription. The second is the informal, or psychological, role that they play in the life of the team.Both types of roles are equally important for team success, and individuals vary on the extent towhich they fulfill them. For example, some individuals turn out to be focused on team connection andits social life. Others may turn out to be especially good at making sure the team pays attention todetail and quality.

TEAM ROLES


Ensure that the strong results orientation for this team is balanced by the ability to manage relationships, both inside the team and with stakeholders outside. Sometimes a strong results focus can drive a short-term vision. Make sure that results are placed in perspective, and are aligned with longer term direction.

Austin WoodsClint DittmanJamie WayJennifer HilltopperJill HilltopperJustin Lost

This team should be warm and supportive; but it may be too soft. Members may spend more time being nice to each than getting the job done. Review the team's achievements objectively and make public the team's performance. Practice giving each other clear feedback. Ask for, and provide, measurable commitments.

Amanda VermonAustin WoodsClaire DownsClint DittmanJamie WayJennifer HilltopperJill HilltopperJosh GoodmanJustin Lost

Below are listed the people whose behavior is likely to place them into one or more of the informal team roles.These people can be expected to display the characteristics described and to champion issues related to thatinformal role. Some team members may not fit with any role, but this does not mean they don't contribute tothe team - in fact, these individuals may well provide a vital technical or specialist function, but may typicallyplay less of a dominant role in the day-to-day dynamics of the team.

HIGH PERFORMANCE GUIDELINES

This team should be creative and good at developing a vision. Be careful to balance the time spent discussing ideas with implementation and action. Ensure that the group's creativity is matched with good plans. Ground the team's thinking against the organization's needs; don't be so blue skies that no one can see where you are going.

Amanda VermonClaire DownsClint DittmanJamie WayJennifer HilltopperJill Hilltopper

Although great at detail, this team may focus on operational issues and lack tactical agility when required. Discuss the application of the 80/20 rule to reprioritize the team's activities. The team should remind itself that sometimes it is okay to shortcut process to deliver greater value or do things faster. Practice your skill at this by using scenarios in which the time or resources available are halved - what would the team let go of?

Amanda VermonAustin WoodsClaire DownsClint DittmanJennifer HilltopperJosh Goodman

Because few team members play this role, seemingly great ideas or decisions may go unchallenged by other team members concerning the realistic ability to implement effectively. Ensure systems and members present the team with a real world view. Develop and practice routines for ensuring pragmatic solutions and grounded ideas.


Team members will have certain characteristics that could derail their individual performance under pressure.These behaviors can be assessed by the unique taxonomy of 11 derailers in the Hogan Development Survey(HDS). Only if a majority of team members show the same specific tendency, will this amplify thatdysfunctional behavior within the group and become a team derailer or possible blind spot. Derailers riskundermining the team's ability to move into high performance mode. Typically, they emerge either when theteam is under pressure or when members are feeling overly complacent.

TEAM DERAILERS

Ideal if there are no team derailers, but many teams exhibit one or

more. Pay particular

attention to several team derailers that all appear in

the same zone.

TIP

People who display behaviors including: arrogance or excessive self-confidence; impulsive actions; drawing attention; seeking excitement, breaking rules and limit testing.

People who display behaviors including: excessive attention to detail;perfectionism; reluctance to takeunauthorized risk or chances;reluctance to deviate from the plan.

People who display behaviorsincluding: moodiness; hypersensitivityto betrayal and threat; fear of making mistakes; withdraw and grow distant; losing enthusiasm for people or projects.


Below are listed the people whose behavior contributes to one or more of the emergent derailers forthe team. These people can be expected to display the general characteristics described for eachderailer category. Individuals on the team may well have other derailers, but unless this contributes to ateam derailer it is ignored here.


Austin WoodsClaire DownsClint DittmanJamie WayJustin Lost

Colorful Under pressure the team should regroup and come back to basics. Keep clear priorities and consciously check the impulse to chase exciting, but low value, pieces of work. The team should discipline itself to knuckle down and deliver the basics when the pressure mounts.


Team members all have their own individual values and drivers that guide self-focus and priorities. These values can be measured using the Hogan Motives, Values, Preferences Inventory (MVPI). When a majority of team members all share the same value, either high or low, the team bonds more easily. Team values are very powerful for uniting and driving the team as a whole toward attainment of perceived priorities. Therefore, when team values are in line with defined business strategy or objectives, a high degree of fit will be observed for the team and the context in which it operates.

TEAM CULTURE

Look for at least one to

two team values,

indicating shared

direction and focus. If no team values

exist, the team may struggle to agree on priorities.

Equally, too many team values may

lead to 'group think'.

TIP

People concerned with standingout from the crowd and beingnoticed; for achievements,progression and status.

People concerned with a focuson people, and who aregregarious and/or altruistic andhave expectations of how tobehave toward each other.

People concerned with how toprioritize commercial issues,seeking stability or maximizingfinancial gain.

People who prefer ideas, styleand presentation, and/or focuson data and analysis for makingdecisions.


Below are listed the people whose values contribute to one or more of the emergent cultural anchors for theteam. These people can be expected to drive focus around each cultural theme. Individuals on the team maywell have other values but unless this contributes to a team cultural anchor it is ignored here.


Claire DownsClint DittmanJamie WayJennifer HilltopperJill HilltopperJosh GoodmanJustin Lost

Hedonism High Hedonism teams are fun and less formal in style. They ensure that people are enjoying what they do, and as a result a "work hard, play hard" attitude is often prevalent. Focus may sometimes suffer as the team can be impulsive about enjoying themselves, and seem easily distracted if there is an opportunity to have fun. They create a work environment with opportunities to have a good time, and this may appear to others that they emphasize enjoyment over results.

Amanda VermonAustin WoodsJamie WayJennifer HilltopperJosh GoodmanJustin Lost

Tradition Low Tradition teams are unconventional, independent, and prepared to challenge established procedures. Staff may be frustrated as they change directions quickly and value change at the expense of continuity. They create an environment that appreciates diverse viewpoints and appears modern, dynamic, and flexible. These teams are willing to take risks.

Amanda VermonAustin WoodsClaire DownsJamie WayJennifer HilltopperJill HilltopperJosh GoodmanJustin Lost

Science High Science teams are curious, analytical, and rational in their approach. They enjoy analyzing problems, understanding how things work, and getting below the surface noise to get to the truth. This causes the team to get lost in the detail and not respond quickly. Also, these teams are often made up of technical experts, which can lead to disharmony or turf-wars. These individuals are knowledgeable, but may focus on information-based management rather than true leadership. The team creates an environment characterized by rationality and analysis, but may seem fractious or argumentative to outsiders.


HOGAN PERSONALITY INVENTORY

HOGAN DEVELOPMENT SURVEY

HOGAN MOTIVES VALUES AND PREFERENCES

INDIVIDUAL PROFILES


APPENDIX I: INDIVIDUAL PERSPECTIVES

The following section provides a more detailed view of the similarity between each person and the rest of thegroup. The slider shows overall similarity to the rest of the group. Larger bubbles closer to the center indicateincreasing similarity. Any group members who are significantly similar or different to the individual are detailed

alongside.


average similarity with teamdifferent similar

Austin WoodsClaire DownsJosh GoodmanClint DittmanJill HilltopperJennifer HilltopperJamie WayJustin Lost

Similar to:Different from:

Amanda VermonBEHAVIOR SIMILARITY


Jill HilltopperClint DittmanJosh Goodman


Amanda VermonDERAILMENT SIMILARITY


Jennifer HilltopperAustin Woods


Amanda VermonVALUES SIMILARITY



Amanda VermonClint DittmanJill HilltopperJennifer HilltopperJustin LostJamie WayJosh Goodman


Austin WoodsBEHAVIOR SIMILARITY


Claire DownsJill Hilltopper


Austin WoodsDERAILMENT SIMILARITY


Josh GoodmanJustin LostJill HilltopperClint DittmanJamie WayAmanda Vermon


Austin WoodsVALUES SIMILARITY



Jamie WayAmanda VermonJill HilltopperJennifer HilltopperJustin LostJosh GoodmanClint Dittman


Claire DownsBEHAVIOR SIMILARITY


Justin LostAustin WoodsJill HilltopperJosh Goodman


Claire DownsDERAILMENT SIMILARITY


Jill Hilltopper


Claire DownsVALUES SIMILARITY



Jill HilltopperJamie WayAmanda VermonAustin WoodsJosh GoodmanJennifer HilltopperJustin LostClaire Downs


Clint DittmanBEHAVIOR SIMILARITY


Jill HilltopperJennifer HilltopperAmanda VermonJamie Way


Clint DittmanDERAILMENT SIMILARITY


Austin Woods


Clint DittmanVALUES SIMILARITY



Jill HilltopperJustin LostClaire DownsJennifer HilltopperClint DittmanAmanda VermonAustin Woods


Jamie WayBEHAVIOR SIMILARITY


Jill HilltopperClint DittmanJosh Goodman


Jamie WayDERAILMENT SIMILARITY


Jill HilltopperJennifer HilltopperAustin Woods


Jamie WayVALUES SIMILARITY



Jamie WayClaire DownsAmanda VermonJill HilltopperClint DittmanAustin Woods


Jennifer HilltopperBEHAVIOR SIMILARITY


Clint DittmanJill Hilltopper


Jennifer HilltopperDERAILMENT SIMILARITY


Jamie WayAmanda Vermon


Jennifer HilltopperVALUES SIMILARITY



Jamie WayJustin LostClint DittmanClaire DownsAmanda VermonJennifer HilltopperAustin Woods


Jill HilltopperBEHAVIOR SIMILARITY


Clint DittmanAmanda VermonJamie WayJustin LostJosh GoodmanAustin WoodsClaire DownsJennifer Hilltopper


Jill HilltopperDERAILMENT SIMILARITY


Jamie WayJustin LostAustin WoodsClaire DownsJosh Goodman


Jill HilltopperVALUES SIMILARITY



Amanda VermonClaire DownsClint DittmanAustin Woods


Josh GoodmanBEHAVIOR SIMILARITY


Justin LostJill HilltopperAmanda VermonJamie WayClaire Downs


Josh GoodmanDERAILMENT SIMILARITY


Austin WoodsJustin LostJill Hilltopper


Josh GoodmanVALUES SIMILARITY



Jill HilltopperJamie WayClaire DownsClint DittmanAmanda VermonAustin Woods


Justin LostBEHAVIOR SIMILARITY


Josh GoodmanClaire DownsJill Hilltopper


Justin LostDERAILMENT SIMILARITY


Austin WoodsJill HilltopperJosh Goodman


Justin LostVALUES SIMILARITY


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