Posts Tagged ‘Innermetrix’

Do These Limitations Unknowingly Restrict Your Sales Success?

In sales, there are many limitations to sustainable sales success. What I have discovered through years of experience reinforced by actual data from the Attribute Index, there are four somewhat hidden limitations that restrict sales success as well as in life in general.

Sales Success Limitations

Self Esteem (Self-Acceptance) – How do you appreciate your own unique self worth? Additionally one bases these feelings on “internal factors, as opposed to external ones.  This internal feeling of value allows them to appreciate themselves based not on what they do, what role they occupy or what success they attain, but rather how they judge themselves based on who they know themselves to be inside.” (Source: Innermetrix)

Remember Sally Field when accepting the Academy Award said “you really like me.”  She was revealing her own self-esteem with those four words.

Role AwarenessHow aware are you of your role in the world? Each role has specific expectations.  If someone does not understand those expectations, they may have further lack of clarity as to what he or she should be doing.

Self Direction How well are you excelling in your chosen career path? People who set personal goals, operate with a passion in this endeavors, be open to change and have a strong sense of duty to their own ideals and goals do not experience this limitation.

Possibly you have heard the statement “realizing your potential?”  When there is a lack of clarity with self-direction, potential is not realized.

Internal Temperament What is your degree of optimism or pessimism?  Our internal temperament is how we tend to view our lives either overly positive or overly negative through our biases.  Some individuals have no biases and are neutral.  I have come to call this potential limitation our “internal passion indicator.” 

Until we have absolute, clear, crystal clarity, we will continue to face our own internal limitations.  Now is not the time to meet the enemy and discover the enemy, the one keeping you from sustainable sales success is you.

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Sales Leadership Requires You Know What You Do Well

Over the last 10 years, I have discovered this startling fact among those in sales leadership roles:

98.7% do not know what they truly do well!

The irony, if you want to call it that, is 95.4% of these same salespeople know what they don’t do well.

Sales Leadership Question

Why do winning sales teams win?

  • Answer A) Because of the weaknesses of their salespeople
  • Answer B) Because of the strengths or talents of their salespeople


Most sales managers, SMB owners and salespeople respond with “B, of course.” So if that is true, then why do so few salespeople know what they truly do well?

Through one if not the most accurate psychometric assessments in the marketplace, the Attribute Index, salespeople and other professionals learn how they make decisions externally and internally along with 78 core talents that can be separated into:

  • Interpersonal – talents used when making external decisions
  • Intrapersonal – talents used when making internal decisions

Some of the intrapersonal talents begin with this word of “self” as in self confidence, self direction, self esteem, self management or self starting ability. The interpersonal talents include accountability for others, realistic goal setting for others and relating to others.

When people do not know what they do well and focus their efforts on what they think they do well, numerous opportunities are missed.

What is even worse, people through conditioned behavior continue to prioritize fixing their weaknesses even though knowing full well sales success comes through one’s strengths.

Isn’t it time for those in sales leadership roles to truly know by having crystal, clear clarity what they do well?

Benjamin Franklin understood the power in having clarity around our strengths, our talents when he said:

“Wasted strengths are like sundials in the shade.”

Can you afford not to know what you do well? Learn what you do well along with what motivates you and how you communicate through this SPECIAL OFFER. (until 2/28/2017)

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The Source of Your Sales Frustration Maybe…

With the end of the year quickly coming to a close, my sense is for many salespeople, sales frustration is growing.  Sales goals, sales quotas and sales revenues are still short.  Sales management and executives continue to push sales teams. All of this pushing is not helping to increase sales, but truly limiting sales results.



Some believe frustration is because of a lack of a sales process, misalignment, unrealistic sales goals to even poor strategic planning from the top. Yet maybe the source of sales frustration is much closer to home?

What I know to be true, is most people do not know what they do well. I have debriefed over 500 Attribute Indexes as published by Innermetrix and can say nearly 98% (97.8%) of these individuals do not know what they do well.  Conversely, they have know with nearly the same percentage (98.2%) what they do not do well.

Think about what these results are saying?

Do they make sense?

When we fail to know what we do well, our talents, we miss sales opportunities. Many of these missed sales sales opportunities can be directly linked to failures in earning the sale.

Additionally, when we focus on what we don’t do well, all that negative conditioning from childhood rears its ugly head.  This is like treading water and making no progress to the finish line of a “closed sale.”

Frustration has physical manifestations from the tone of our voice to our overall body language.  I also believe sales frustration can be sensed by the sales leads.  For some this is called desperation which is the outward manifestation of frustration.

Stress is another outward manifestation of frustration.  Salespeople end up focusing on what they cannot control instead of thinking about how to use their talents to bring a situation under their influence and ultimate control.

If you think you know what you do well, congratulations! However for many, they are surprised by the ranking of 78 key talents. If you are willing to be surprised, you may wish to learn more about this talent assessment or click here to schedule a conversation to learn more.

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How Handling Rejection Reflects Your Emotional Intelligence

Very few people enjoyed being told no, less alone being told no on a regular basis.  In sales, how we deal with being told no is called “handling rejection.” What many sales training programs and even sales coaches fail to realize that there is a direct connection between the handling rejection and emotional intelligence.

handling-rejectionWithin the Innermetrix Attribute Index, handling rejection is defined as:

“The ability to handle rejection on a personal level is based almost solely on the individual’s self-esteem, the ability of a person to see themselves as valuable, separate and apart from their role or position in life.”

In simpler terms, handling rejection is all about not taking the rejection personally.

There are several almost clinical definitions of emotional intelligence as it is a combination of both inter-intelligence and intra-intelligence.  I believe in keeping definitions as simple as possible. Over the years, I have come to define emotional intelligence as “the ability to recognize and understand the feelings of someone else (inter-intelligence); to recognize and understand your own feelings (intra-intelligence) and then to manage them both.”

When we are rejected, there is an almost instantaneous emotional response. In this window of time, there is a natural tendency to become far more reactive than proactive. Our first reaction might be to respond negatively as we are emotionally “righting this wrongful hurt.”  We feel we must strengthen our self-esteem that has suffered this perceived attack.

However, this is when we need to step back, to begin to apply emotional intelligence to the situation. We have already recognized and understood our own feelings in a limited manner. Now is the time to step away from those feelings to recognize and understand the feelings of the other person. Once we have begun to synthesis this information, we then can better manage both sets of feelings.

I truly wish more sales training programs as well as sales coaches would bring emotional intelligence into this skill set of handling rejection. My sense is there would far less negative, emotional reactions and ultimately increase sales success.

If you want to know how well you handle rejection, then learn more about the Innermetrix Attribute Index.

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Leanne Hoagland-Smith is THE People and Process Problem Solver. She supports forward thinking leaders in bridging the gaps between the two problems restricting strategic business growth – people and processes. Leanne can be reached at 219.508.2859 central time USA.  Follow her on Twitter or check out her profile on LinkedIn.


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What Sales Attitudes Do You Seek When Hiring?

You want top sales performers. From your own past selling experience, you know top sales performers have the right sales attitudes reinforced by certain sales skills.

Yet, how do you find if those sales skills really exist beyond the standard hiring interview?  And more importantly, how accurate is the assessment or assessments you may have given to determine those sales attitudes?


Credit Gratisography

Attitude Defined

Years ago I read in one of Zig Ziglar’s books this definition of attitude:

An attitude is a habit of thought.

This definition is simple and quite on target.  Our repetitive thoughts are our attitudes. A combination of those attitudes turn into the beliefs we have about people and life in general.

Additionally it is also important to note that the majority of our 20,00 to 50,000 daily thoughts are subconscious.  Even though these thoughts are hidden, they are involved in our decision making process.

Sales Attitudes Are Talents

Sales attitudes are talents because the talents are the observations by others of the attitudes.  For example, top sales performers relate well to people because people buy from people.  This relating well may also extend into having an “empathetic attitude.”

Would you consider these as attitudes or sales talents or both?

  • Handling rejection
  • Persistence
  • Persuading Others
  • Self Confidence
  • Self-Starting Ability

Attitudes Reflect Temperament


Credit: Gratisography

People have two types of temperament:

  • External – How one views the outside world
  • Internal – How one views oneself and one’s life

Both temperaments can have one of these three biases:

  • Positive – Optimistic
  • Negative – Pessimistic
  • Neutral

What is interesting according to the Attribute Index (published by Innermetrix based on the works of Dr. Hartman and the science of Axiology) is these biases can also be defined through the three dimensions of thought within each temperament.

What Is Missing In Many Sales Hiring Assessments

When hiring assessments fail to separate the external from the internal decision making process as well as not recognize the impact of biases, these assessments miss key attitudes and consequently key behaviors needed for top sales performers. This lack of clarity dramatically impacts performance as it relates to sales attitudes.

Another critical missing element is statistical reliability and validity.There are very few hiring assessments that are constructed from an objective, deductive perspective.  The Attribute Index is one of those and why as trained and degreed instructional designer I have chosen this particular assessment after reviewing well over 100 other hiring assessments.  Most of those other sales hiring assessments are constructed from a subjective, inductive perspective.  What all this means boils down to this question:

Would you prefer a sales hiring assessment with a .92 statistical co-efficient (meaning out of 100 people you will miss read 8 people) or one with a .85 statistical co-efficient (meaning out of 100 people you will miss read 15 people)?

Actually have delivering hundreds of these “sales attitudes” assessments, I can report that 98.6% state the accuracy is at least an eight on a scale of one to 10 with one being low and 10 being high.

If you truly want to confirm you have hired for the right sales attitude, then invest the time to confirm that knowledge and provide a solid foundation from which to further develop those top sales performers.

The Attribute Index is the best hiring and talent assessment because in less than 12 minutes, you will know the following:

  • External and internal decision making styles
  • Basic motivation
  • Preferred work environment (external only)
  • External and internal temperaments
  • External and internal biases
  • 78 Key Talents

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Leanne Hoagland-Smith supports forward thinking leaders in bridging the gaps between today’s results and tomorrow’s goals in the key areas of strategic growth, people development and process improvement. She speaks and writes specifically to small businesses under 50 employees whose challenges are more unique and resources more limited. Leanne can be reached at 219.508.2859 central time.  Follow her on Twitter or check out her profile on LinkedIn.


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Sales Leadership Temperament of Flexible Part 39

This sales leadership temperament of flexible is another one I have yet to encounter. Actually in reviewing the hundreds of Attribute Index Profiles I have delivered, no one thus far has demonstrated this specific internal temperament. Those who have this temperament exhibit the following:


With the neutral self-esteem, these individuals are:

  • Easy going
  • Flexible

Additionally, they “accept themselves for who they are” and have a clear sense of their own abilities. Even though these folks are “pretty comfortable” with themselves in general, they will seek and choose roles to enhance their self-esteem. (Source: Innermetrix Attribute Index)

Having a neutral role awareness suggests, those with this sales leadership temperament are good at what they do.    (Source: Innermetrix Attribute Index)

As with other sales leadership temperaments, the negative self direction indicates some confusion about the future and doubt “as to the best way to proceed or which direction to go in the future.”  This confusion may also create challenges specific to sticking to schedules and making deadlines.  (Source: Innermetrix Attribute Index)

Possibly the reason for not encountering anyone with this temperament is because of the neutrality expressed within two of the three dimensions. Having one neutral basis even though preferred is not common less along having two neutral biases.

If you want to make 2015 even better than 2014, then have 100% clarity as to:

  • What you do well (your talents, all 78 of them)
  • How you make decisions (externally and internally)
  • Your temperament (externally and internally)

The Innermetrix Attribute Index is a proven talent assessment that will give your clarity and begin to build a stronger foundation as to your own talents and strengths.  Note:  A special savings of over $100 until 1/31/2015. New opportunities presented monthly.


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Is How to Challenge the Status Quo Your Barrier to Success?

The status quo is probably our greatest barrier to success that being where we want to be. How to challenge the status quo becomes potentially the second greatest barrier.


Yes I know or I think I know what the status quo is. Yet the how to challenge it probably becomes the real problem.

What I have discovered is the how to challenge the status quo requires several different strategies and talents.

The Strategy of Reflection

When we take time to reflect, to think about the events of the day, we become more adverse to the reactionary behavior that perpetuates the current status quo.

The Strategy of Positive Core Values

For those with clearly articulated core vales (personal and business ethics), their awareness about the current status quo and whether it needs to be challenged or not is far more crystallized.


The Strategy of Goal Driven Action Plan

Once individuals have engaged in reflection and have identified their positive core values they can begin to craft a goal driven action plan. This action plan also included their vision of where they want to be and how through the goals they will get there.

The talents in the ongoing quest of how to challenge the status quo are varied. However, these ten talents are a good start.

The Talent of  Conceptual Thinking

“The ability to identify and evaluate resources and plan for their utilization throughout the execution of comprehensive, long-range plans.  This capacity is much more abstract than concrete organization; it deals with the ability to allocate resources in a mental scenario, and accurately visualize outcomes.”  (Source:  Innermetrix Attribute Index)

Visualization of the desired results is very much part of challenging and changing the stats quo.

The Talent of Human Awareness Skills

The ability to be conscious of the feelings and opinions of others; to value others as people instead of just their organizational role or value.  This ability would include seeing employees in their life roles as well as in their professional roles. (Source:  Innermetrix Attribute Index)

Human beings are usually part of the how to challenge the status quo and hence why this talent is essential.


The Talent of Personal Commitment

The capacity to focus and stay committed to a task.  It is the measure of a person’s internal personal commitment, without any external influences or pressures.  This commitment can also be directed at their goals and ambitions, and will be reflected in their focus toward a goal or task. (Source:  Innermetrix Attribute Index)

One’s internal commitment is directly tied to one’s positive core values.

The Talent of Personal Drive

This is a measurement of how strongly a person feels the need to achieve, accomplish or complete something.  This “drive” can take many forms (e.g., tasks, knowledge, career, physical, etc.), but it involves the level of personal motivation a person is capable of bringing to bear on any given task which they feel is important. (Source:  Innermetrix Attribute Index)

If one is not personally driven to challenge and change the status quo, the status quo will remain the status quo.

The Talent of Practical Thinking

The ability to make practical, common sense decisions; to see and understand what is happening in a common sense way.  To realistically identify problems and solutions in practical terms, rather than in theoretical or conceptual terms. (Source:  Innermetrix Attribute Index)

Practical thinking is all about getting it done and in the case of how to challenge the status quo this translates into specific, results driven actions using common sense.

The Talent of Problem/Situation Analysis

The ability to identify the elements of a problem situation and to understand which components are critical.  The ability to identify critical activities in a process, to be able to break down the process into its component activities.  Based partially on a person’s “Integrative Ability.” (Source:  Innermetrix Attribute Index)

Recognizing how to challenge the status quo is the  problem, this talent brings together other talents such as conceptual thinking and practical thinking to correctly determine how to challenge the status quo.


The Talent of Problem Solving

The ability to identify alternative solutions to a problem and to select the best option.  This basically means to be able to identify the system component that is causing the error, as well as the options available for resolving it and completing the task. (Source:  Innermetrix Attribute Index)

Sometimes in challenging the status quo, the first solution may not work and hence another solution may be required.

The Talent of Realistic Personal Goal Setting

The ability to set goals for one’s self that can be achieved using available resources and operating within a projected time frame.  Whereas setting realistic goals for others involves the ability to evaluate others strengths and weaknesses, this capacity deals with a person’s ability to accurately evaluate their own strengths and weaknesses, and to use this information to set achievable goals for themselves. (Source:  Innermetrix Attribute Index)

Consistent personal goal achievement requires this talent and is probably the greatest untapped talent residing within all human beings.



The Talent of Self Discipline

This is a measure of the strength one has in the norms with which they rule their own conduct.  They feel a need to be consistent and true to themselves in their actions.  It is the compulsion that one feels to be true to the ideals they have set for themselves. (Source:  Innermetrix Attribute Index)

The adherence to one’s positive core values does require self discipline reinforced by personal commitment.

The Talent of Self Starting Ability

The ability to find one’s own motivation for accomplishing a task, and the degree to which a person will maintain that course in the face of adversity.  This capacity is somewhat dependent on a person’s level of persistence, focus and initiative.  (Source:  Innermetrix Attribute Index)

Until one is motivated internally in how to challenge the status quo, the status quo will remain where it is.

Yes both strategies and talents are involved in how to challenge the status quo.  If you have not been successful in the how, then it may make sense to determine if your efforts lacked some of these strategies and talents.

P.S. If you find these talents interesting, the consider this talent assessment that identifies 68 other key talents and take advantage of a special offer for the month of November, 2014.


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Sales Leadership Temperament of Dedicated Part 31

As much as small business owners to sales managers would like to have their team demonstrating this sales leadership temperament of being dedicated, we know that is not reality.  In reviewing my collected data from hundreds of small business professionals I found very few with this internal temperament.  As far as top sales performers, none demonstrated this specific temperament instead all top sales performers had compulsive as an internal sales leadership temperament.

sales-leadershipThose who are dedicated display these biases:

What this means it the positive self-esteem indicates these individuals have clarity about who they are as individuals and are accepting of their true limitations and strengths. For the most part, they are “realistic” about themselves. (Source Innermetrix Attribute Index)

The negative role awareness suggests these individuals tend to view their “job or major life roles as something that they could never truly fulfill as individuals.”  Consequently their jobs or major life roles are seen “as merely as means to an end that allows” them “to meet other more internal needs for self expression.” (Source Innermetrix Attribute Index)

Having a positive self direction keeps those with this temperament of dedicated from becoming “burned out in a job” or from over “sacrificing” themselves. If this person was in a sales leadership role, the job would never get to him or her and the job would never come first. (Source Innermetrix Attribute Index)

Curious about your sales leadership talents and temperaments?  Your curiosity could be settled in under 12 minutes through this talent assessment published by Innermetrix.


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Sales Leadership Temperament of Centered Part 30

In today’s business world, sales leadership is essential.  This internal temperament of “Centered” probably works for many in sales because of the positive self-esteem. The previous sales leadership temperament of  introspective with its negative self-esteem can work to the detriment of the sales professional in that he or she may be continually second guessing himself or herself creating a lack of self-confidence.


Credit www.gratisography

With the positive self-esteem, these individuals have an “acute awareness” of their own “self worth.” They tend to value “that aspect” of themselves more than how well they do their jobs. (Source Innermetrix Attribute Index)

The negative role awareness may have these individuals feeling that others don’t give them “enough credit” or are appreciative of their input. This feelings may create some sales team conflict. (Source Innermetrix Attribute Index)

Even if conflict does arise, those with this sales leadership temperament will tend to “remain in control” of themselves. They know “when to be assertive and when to remain reserved.”  These two behaviors are essential in earning the sale.

Sales professionals or other individuals with this internal sales leadership temperament tend to believe completely in what they believe in. Believing in yourself as well as what you are doing from sales to leading is also essential. Very few people will buy from phonies.  The downside to this aspect of their temperament is they may become too passionate about what they believe and this may also turn away potential customers.

When we have clarity surrounding our decision making styles, our temperaments and our talents we then can move forward in our sales leadership roles. It is the lack of clarity that creates many of the challenges that we witness and personally experience.  Maybe now is the time to stop walking in a fog and gain the clarity that would benefit you and your sales team through this quick (10-12 minutes) affordable talent assessment.

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Sales Leadership Temperament of Reluctant Part 27

In the hundreds of Innermetrix Attribute Index talent assessments I have delivered this internal temperament has surfaced only two times.  What is interesting to note, both individuals did not want to be in sales less alone any sales leadership role. Their current positions were choices of necessity.



Individuals with this internal temperament of reluctant have these biases:

What this suggests these individuals are potentially in a state of confusion or uncertainty due to their negative self esteem. They are attempting to determine “who they are, how they are.” This confusion currently has them holding a less than positive viewpoint of themselves. (Source: Innermetrix Attribute Index)

The neutral bias in role awareness suggests they do not identify themselves too much with their primary social or work roles in life. This reluctance keeps these individuals from fully engaging in their chosen role or career; hence why any sales leadership role is probably not a good fit for such persons. (Source: Innermetrix Attribute Index)

Finally, the negative self-direction is because of the neutral role awareness. There is a lack of “personal achievement” from the individual’s career. In sales leadership, success is centered around personal career achievement. (Source: Innermetrix Attribute Index)

By understanding these internal biases before the job is offered helps any firm to avoid miss hires and all the costs associates with a bad hire. For small businesses, hiring the wrong person in sales can be a profit disaster and one that can be avoid through this talent assessment.

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