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Embed code for: TTI Trimetrix Coaching Report (12/31/14)
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TriMetrix® System 3.0 Coaching Report - Sales Version Mathew Laughlin Sales Trainer Independent Consultant 12-31-2014 The Brooks Group 3810 N. Elm Street, Suite 202 Greensboro, NC 27 455 Phone: 336-282-6303/Fax: 336-282-5707 Copyright© 2006-2014. Target Training International, Ltd. Mathew Laughlin VALUE TO THE ORGANIZATION This section of the report identifies the specific talents and behavior Mathew brings to the job. By looking at these statements, one can identify his role in the organization. The organization can then develop a system to capitalize on his particular value and make him an integral part of the team. • Builds confidence in others . • Team player . • Negotiates conflicts . • Big thinker . • People-oriented . • Pioneering . • Can support or oppose strongly . The Brooks Group Copyright© 2006-2014. Target Training International, Ltd. 6 Mathew Laughlin CHECKLIST FOR COMMUNICATING Most people are aware of and sensitive to the ways with which they prefer to be communicated. Many people find this section to be extremely accurate and important for enhanced interpersonal communication. This page provides other people with a list of things to DO when communicating with Mathew. Read each statement and identify the 3 or 4 statements which are most important to him. We recommend highlighting the most important "DO's" and provide a listing to those who communicate with Mathew most frequently. Do: • Confront when in disagreement. • Leave time for relating, socializing. • Be brief--be bright--be gone. • Understand his defiant nature. • Ask for his opinions/ideas regarding people. • Provide "yes" or "no" answers--not maybe. • Offer special, immediate and extra incentives for his willingness to take risks. • Use a balanced, objective and emotional approach. • Provide a warm and friendly environment. • Appeal to how he will benefit or be admired. • Provide solutions--not opinions. ! • Expect him to return to fight another day when he has received a no answer. • Use the carrot approach when appropriate. The Brooks Group Copyright© 2006-2014. Target Training International, Ltd. 7 Mathew Laughlin DON'TS ON COMMUNICATING This section of the report is a list of things NOT to do while communicating with Mathew. Review each statement with Mathew and identify those methods of communication that result in frustration or reduced performance. By sharing this information, both parties can negotiate a communication system that is mutually agreeable. Don't: • Hesitate when confronted. • Waste time trying to be impersonal, judgmental, or too task-oriented. • Ramble. • Be dogmatic. • Give him your opinion unless asked. • Let him overpower you with verbiage. • Kid around too much, or "stick to the agenda" too much. • Legislate or muffle--don't overcontrol the conversation. • Leave decisions hanging in the air. • Be curt, cold or tight-lipped. • Talk down to him. The Brooks Group Copyright© 2006-2014. Target Training International, Ltd. 8 Mathew Laughlin IDEAL ENVIRONMENT This section identifies the ideal work environment based on Mathew's basic style. People with limited flexibility will find themselves uncomfortable working in any job not described in this section. People with flexibility use intelligence to modify their behavior and can be comfortable in many environments. Use this section to identify specif ic duties and responsibilities that Mathew enjoys and also those that create frustration. • Freedom from control and detail. • Forum for his ideas to be heard. • Freedom of movement. • Tasks involving motivated groups and establishing a network of contacts. • Position with a tolerant sales manager. • Work with a results-oriented team. • Assignments with a high degree of people contacts. • Work tasks that change from time to time. • Democratic supervisor with whom he can associate. The Brooks Group Copyright© 2006-2014. Target Training International, Ltd. 10 Mathew Laughlin PERCEPTIONS A person's behavior and feelings may be quickly telegraphed to others. This section provides additional information on Mathew's self-perception and how, under certain conditions, others may perceive his behavior. Understanding this section will empower Mathew to project the image that will allow him to control the situation. "See Yourself As Others See You" SELF-PERCEPTION Mathew usually sees himself as being: Enthusiastic Charming Persuasive Outgoing Inspiring Optimistic OTHERS' PERCEPTION Under moderate pressure, tension, stress or fatigue, others may see him as being: Self-Promoting Overly Optimistic Glib Unrealistic And, under extreme pressure, stress or fatigue, others may see him as being: Overly Confident Poor Listener Talkative Self-Promoter The Brooks Group Copyright© 2006-2014. Target Training International, Ltd. 11 Mathew Laughlin NATURAL AND ADAPTED SELLING STYLE Mathew's natural selling style of dealing with problems, people, pace and procedures may not always fit the sales environment. This section is extremely important as it will identify if a salesperson's natural style or adapted style is correct for the current sales environment. Natural PROBLEMS - CHALLENGES Adapted Mathew is quite inquisitive and wants to be seen as an outwardly competitive person. He is results-oriented and likes to be innovative in his sales approach. He is not necessarily confrontal by nature, but will not turn down the opportunity for confrontation if the opportunity exists. Mathew sees the need to be somewhat conservative in his approach to the sales environment. He wants to accept the challenges but will be somewhat calculated in his response. Natural PEOPLE - CONTACTS Adapted Mathew's natural style is to use persuasion and emotion to the extreme. He is positive and seeks to win by the virtue of his oral skills. He will try to convince you that what he is saying is not only right, but is exactly what is needed. He displays enthusiasm for almost everything with every prospect. Mathew sees no need to change his approach to influencing others to his way of thinking. He sees his natural style to be what the environment is calling for. The Brooks Group Copyright© 2006-2014. Target Training International, Ltd. 13 Mathew Laughlin NATURAL AND ADAPTED SELLING STYLE Natural PACE -CONSISTENCY Adapted Mathew is comfortable in a sales environment that allows him mobility and movement. He feels comfortable with several proposals in the mill at the same time. He can move from one prospect to another with ease. Mathew feels that the sales environment doesn't require him to alter the way he deals with activity level and consistency. Natural PROCEDURES - CONSTRAINTS Adapted Mathew wants to be seen as his own person who is willing and capable of interpreting the company policies to ensure the best results and allow him creative and innovative methods of selling. He wants to be measured on his sales results, not how he achieved the results. Mathew sees the need to be his own person and may attempt to sidestep rules to achieve results. He feels a need to personalize his sales presentation to allow for creative selling techniques. The Brooks Group Copyright© 2006-2014. Target Training International, Ltd. 14 Mathew Laughlin KEYS TO MOTIVATING This section of the report was produced by analyzing Mathew's wants. People are motivated by the things they want; thus, wants that are satisfied no longer motivate. Review each statement produced in this section with Mathew and highlight those that are present "wants. " Mathew wants: • A manager who practices participative management. • Freedom to talk and participate in sales meetings. • Public recognition of his ideas and sales results. • Work assignments that provide opportunity for recognition. • Freedom from control and detail. • Rewards to support his dreams. • Flattery, praise, popularity and strokes. • More time in the day. • Working conditions with freedom to move and to talk to people. • A variety of products to sell. • Freedom from routine work. The Brooks Group Copyright © 2006-2014. Target Training International, Ltd. 16 Mathew Laughlin KEYS TO MANAGING In this section are some needs which must be met in order for Mathew to perform at an optimum level. Some needs can be met by himself, while management must provide for others. It is difficult for a person to enter a motivational environment when that person's basic management needs have not been fulfilled. Review the list with Mathew and identify 3 or 4 statements that are most important to him. This allows Mathew to participate in forming his own personal management plan. Mathew needs: • Documentation of expected sales results. • To maintain focus on results and not sacrifice productivity just to make everyone happy. • Restraints or program to calculate the risk involved by his decisions. • Opportunity to try the untried. • Recognition that limits and rules do exist (and why). • More logical presentations--less emotional. • Authority equal to responsibility. • More control of body language. • Objectivity when dealing with customers because of his high trust level. • Help on controlling time and setting priorities. • To mask emotions when appropriate. • People to work and associate with. • . Support in doing excessive detail work. The Brooks Group Copyright© 2006-2014. Target Training International, Ltd. 17 Mathew Laughlin AREAS FOR IMPROVEMENT In this area is a listing of possible limitations without regard to a specific job. Review with Mathew and cross out those limitations that do not apply. Highlight 1 to 3 limitations that are hindering his performance and develop an action plan to eliminate or reduce this hindrance. Mathew has a tendency to: • Be more concerned with popularity than sales results. • Have difficulty planning and controlling time. • Not answer objections completely, or tap dances around the objections. • "Oversell" or talk his way out of a sale by focusing on irrelevant things. • Give away products or services to make client happy. • Tell the complete story and miss closing opportunities. • Be careless and ramble in the sales presentation. • Not have all the necessary brochures and sales aids. The Brooks Group Copyright© 2006-2014. Target Training International, Ltd. 18 CORE SKILLS LIST For consulting and coaching Score Mean Description 9.6 7.6 Using Common Sense 9.3 7.6 Integrative Ability 8.8 8.0 Following Directions 8.8 8.0 Respect for Policies 8.8 7.8 Systems Judgment 8.7 8.2 Realistic Goal Setting for Others 8.7 8.1 Understanding Motivational Needs 8.6 7.7 Realistic Expectations 8.5 7.9 Emotional Control 8.4 8.1 Empathetic Outlook 8.4 8.0 Practical Thinking 8.2 7.3 Conceptual Thinking 8.2 7.5 Quality Orientation 8.2 7.9 Conveying Role Value 8.2 7.6 Long Range Planning 8.2 7.8 Persuading Others 8.1 7.6 Concrete Organization 8.1 8.0 Attention to Detail 8.1 7.9 Correcting Others 8.1 7.7 Evaluating What is Said 8.0 7.4 Project and Goal Focus 8.0 7.5 Problem Solving 8.0 7.9 Proactive Thinking 8.0 8.0 Material Pn~~o~~inn~ 7.9 7.9 Attitude Toward Others 7.9 7.8 Freedom from Prejudices 7.9 7.9 Leading Others 7.9 7.1 Role Confidence 7.9 7.9 Sensitivity to Others 7.9 7.8 Monitoring Others 1 7.9 8.1 Personal Relationships 7.8 7.3 Surrendering Control 7.7 8.3 Theoretical Problem Solving 7.7 7.6 Realistic Personal Goal Setting 7.7 7.3 Sense of Mission 7.7 · 7.4 Self Management 7.6 7.3 Consistency and Reliability 7.6 7.7 Evaluating Others 7.6 7.4 Handling Rejection 7.6 7.3 Job Ethic 7.5 7.3 Results Orientation 7.5 7.4 Self Confidence 7.5 7.4 Developing Others 7.4 7.3 Project Scheduling 7.4 7.8 Relating to Others 7.4 7.5 Sense of Timing 7.4 7.6 Status and Recognition 7.4 7.7 Sense of Belonging Mathew Laughlin Score Mean Description 7.4 8.1 Self Improvement 7.3 7.2 Personal Accountability 7.3 7.1 Personal Drive 7.3 6.9 Meeting Standards 7.3 7.2 Taking Responsibility 7.2 7.5 Accountability for Others 7.1 6.9 Initiative 6.9 7.2 Persistence 6.9 7.4 Enjoyment of the Job 6.8 7.0 Balanced Decision Making 6.8 6.9 Self Direction 6.7 7.0 Intuitive Decision Making 6.7 7.1 Gaining Commitment 6.4 7.3 Sense of Self 6.4 7.1 Role Awareness 6.3 7.1 Internal Self Control 5.8 7.0 Handling Stress 5.5 6.7 Self Assessment Copyright© 2004-2014. Target Training International, Ltd. and Dr. D. Mefford. 58 erform at an optimum