Welcome to the March 23, 2005 issue of The Total View

Your resource for cutting-edge news, tips, and tools to help you hire, manage, and motivate top-performing employees.

If you are receiving this issue as a forward, and want your own subscription, visit
http://www.chrysaliscorporation.com/cgi-bin/arp3/arp3-t.pl?l=11&c=292

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In This Issue
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1. For More Sales, Match The Salesperson To The Customer.
2. Perfect Labor Storm Alerts #366 to #370.
3. How Can You Put Your Hiring Process on Auto Pilot?
4. Complimentary Mini-DISC Online Profile.
5. Screen Entry-Level Candidates Easily Without Breaking The Bank.
6. Checklist for Setting Performance Objectives.

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The Total View is written and published each Wednesday by Ira S. Wolfe, founder of Success Performance Solutions. (Yes, Ira writes every article, every week!) and is distributed with permission by The Chrysalis Corporation.

Ira S. Wolfe 2005 - All Rights Reserved. Reprints and other distribution by permission only.

To learn more about The Chrysalis Corporation or to read back issues of The Total View, visit our web site at
http://www.chrysaliscorporation.com/cgi-bin/arp3/arp3-t.pl?l=12&c=292

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1. For More Sales, Match The Salesperson To The Customer.
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Several years ago a client retained our services to guide the expansion of their local sales team of three into to a national sales force with 35 salespeople and half-dozen managers.

After just a few months Paul, one of the first hires, was missing all his monthly targets. Each salesperson had a $2.4 million annual sales goal or $200,000 monthly. Paul hadn't made a single sale. He however was "working on several big proposals."

The Vice-President of Sales began to question if Paul should be replaced. He wanted people who would "hit the ground running" and never look back. He also didn't care if they stayed with the company or not. He wanted results fast and believed a two-year tenure was the most you could expect from an A-Player.

Upon our recommendation, Paul completed several sales personality assessments. Compared to his fellow salespeople, Paul's selling style was very different. He was more laid back than any other salespeople on the force. He also was more team-oriented than 90 percent of his colleagues. These behaviors were interpreted by his managers as a "lack of competitive drive". That wasn't all. While the rest of the A-Players were more than happy to just "shoot from the hip" when meeting clients, Paul insisted on preparation - dotting all the "i"s and crossing all the "t"s. He never wanted to be caught off-guard.

What management failed to recognize was that Paul's customers were government agencies and healthcare organizations. These industries traditionally have long selling cycles with comprehensive, even cumbersome, proposal processes. Key decision makers aren't owners and entrepreneurs but employees in non-profit organizations. The price tags were big but the sales process required patience and exactness. Paul was perfect for the job.

Persuading the V.P. to be patient with Paul, especially if healthcare and government agencies were to be part of their client portfolio, required me to put my head on the block. Paul just didn't look like the typical salesperson and the V.P. was having a very tough time accepting him. But that was okay - Paul's clients weren't typical clients for this business either.

Month after month Paul closed no sales. His V.P. was becoming increasingly impatient. The year-end passed. He didn't bring in a single sale but insisted two of his ten proposals would be signed "any day now".

Paul was right. In the first quarter of his second year, Paul closed two deals worth $3.1 million. Within the next six months, he closed another $1.9 million in new business. Paul was the right guy for these clients, but only because management was willing to match the right salespeople to the right customer. That year Paul was the most successful salesperson in the company. Sure he had lots of zeros in his monthly columns but he did manage to reel in the big ones where it counted - the bottom line.

His success was good news….and bad. Paul was identified as an A-Player and another manager needed his help. Paul relocated to another division. The division was performing so poorly that they needed immediate results. Unfortunately, Paul failed miserably. Management wasn't willing to wait around for Paul to make a sale in twelve to eighteen months. The bottom line was bleeding red and Paul just wasn't a turnaround guy. Not only did Paul not make it in his new position, he left the company to work for a business whose niches are …you guessed it: Healthcare and Government. The company had the right player in the right seat on the bus, but decided to transfer him to another bus and change the seating chart. Not only did the company lose Paul but it lost all its business. Its doors closed in 2003. Paul on the other hand is still selling….and his clients are buying….sloooooowly.

Understanding the type of salespeople who can sell to your customers is a critical first step in hiring top performing salespeople. But like most good things, the "magic bullet" is a little more complicated than just understanding your customer.

How effectively salespeople will sell is affected by the following factors:

1. Personality
2. Interests
3. Cognitive abilities
4. Business Motivators
5. Behavioral Style

To determine which of these factors were most important for your business, complete a complimentary job description worksheet and we'll send you a F>EE Sales Profile. Follow this link:
http://www.chrysaliscorporation.com/cgi-bin/arp3/arp3-t.pl?l=30&c=292

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2. Perfect Labor Storm Alerts #366 to #370.
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Fact #366: The East South Central region in the U.S. has the most content workers. Close to 59% of residents in these states claim they are satisfied with their jobs. (Source: The Conference Board, 2005)

Fact #367: 40% of workers feel disconnected from their employers. (Source: TNS, 2005)

Fact #368: Two out of every three workers do not identify with or feel motivated to drive their employer's business goals and objectives. (Source: TNS, 2005)

Fact #369: 25% of employees are just 'showing up to collect a paycheck.' (Source: TNS, 2005)

Fact #370: Less than one-third of all supervisors and managers are perceived to be strong leaders. (Source: TNS, 2005)

Don't be caught in storm without all the facts. "The Perfect Labor Storm Fact Book: Why Worker Shortages Won't Go Away" is a must-read leading edge forecast that predicts workforce trends for decades to come. Get a copy today - $7.95 includes shipping. Follow this link to learn more:
http://www.chrysaliscorporation.com/cgi-bin/arp3/arp3-t.pl?l=7&c=292

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3. How Can You Put Your Hiring Process on Auto Pilot?
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The Resu-mess is back! If piles of resumes and crowded e-mail in-boxes have got you frustrated, you NEED to preview Total APS in action.

What is Total APS? It is an applicant tracking and assessment system that puts your recruiting and selection efforts on auto pilot. Total APS even provides you assess to the TotalView assessment (see the first article in this newsletter).

Total APS frees up your time to communicate with only QUALIFIED candidates and helps you ensure a good job fit between a person and the job. Total APS can save your company is to experience the system in action. View our online7-minute, no-obligation video demonstration of the Total APS system here:
http://www.chrysaliscorporation.com/cgi-bin/arp3/arp3-t.pl?l=26&c=292

Can't view it online? Contact us today for a Free CD-ROM on How to Screen and Interview Candidates Online. Follow this link and type APS in the comment box:
http://www.chrysaliscorporation.com/cgi-bin/arp3/arp3-t.pl?l=18&c=292

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4. Complimentary Mini-DISC Online Profile.
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We often get requests from our readers asking if we have a "quick and dirty" complimentary behavioral profile that they and their co-workers can experience -- WE DO! Follow the following link and respond to our mini DISC based profile. It will take you less than 30 seconds to respond, and the accuracy will amaze you. Feel free to forward this link and newsletter to your coworkers, associates, and even your boss.

Here's the link:
http://www.chrysaliscorporation.com/cgi-bin/arp3/arp3-t.pl?l=19&c=292

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5. Screen Entry-Level Candidates Easily Without Breaking The Bank.
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FirstView Job Fit Indicator is the newest generation of pre-employment personality tests which includes an optional cognitive section. FirstView requires only 15 minutes to complete and reports are available immediately. FirstView is the perfect solution to screen large candidate groups for 15 entry level positions in retail sales, hospitality, persuasive sales, administrative positions, drivers, IT positions, telemarketing, customer service, drivers, health care and more.

Each report includes job specific interview questions. FirstView evaluates a candidate's preferences in the following areas:

--Rules - consistency, ability to deal with change, need for structure, ability to follow rules and policies
--Extroversion - need to work with others, communication of enthusiasm, ability to talk or listen
--Assertiveness - decision making, selling and closing abilities, ability to handle confrontation, willingness to take direction from others
--Teaming - teamwork, collaboration with others, competitiveness
--Sensitivity - emotional stability, handling of criticism and feedback, dealing with stress
--Organization - planning, spontaneity, time management attitudes, ability to handle details
--Social Desirability - an internal validity scale to determine if the candidate is being frank with their answers
--Cognitive Ability - an overall aggregate measure of cognitive skills

To learn more about FirstView and to view sample reports, follow this link:
http://www.chrysaliscorporation.com/cgi-bin/arp3/arp3-t.pl?l=5&c=292

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6. Checklist for Setting Performance Objectives.
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Setting performance objectives can be a tricky endeavor. If objectives are incorrectly formulated, results will be minuscule at best. Follow the link below for a checklist to assist managers setting performance objectives.

"Checklist for Setting Performance Objectives" is just one of hundreds of pages of reproducible facts, tips and sample evaluation forms included in Janus Performance Management System Volume 2.

For additional about the Janus Performance Management System, follow this link: http://www.chrysaliscorporation.com/cgi-bin/arp3/arp3-t.pl?l=14&c=292 or contact The Chrysalis Corporation at 229-257-0665 or e-mail us at: info@chrysaliscorporation.com

Begin to improve your employee appraisal process today with the Janus Performance Management System. Order Volume 1, 2 and 3 and save $200.

Follow the link below to to download "Checklist for Setting Performance Objectives", a one page excerpt from the Janus Performance Management System:
http://www.chrysaliscorporation.com/cgi-bin/arp3/arp3-t.pl?l=29&c=292

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Contact Information:

The Chrysalis Corporation
2001 Hammock Drive
Valdosta, GA 31602
229-257-0665