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Sales District Manager Baseline Capability
Assessment
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Employee Name:
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Self Assessment (Yes, No):
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(Select one)
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Title:
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Manager Assessment (Yes, No):
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District:
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Manager’s Name:
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I.
Strategic Capability Assessment
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Rating (Stage 1 to IV)
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Stage
I
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Stage
II
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Stage
III
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Stage
IV
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Comments
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1. Leadership
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1.1. Leads implementation of sales strategy and tactics
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Provides
direction to representatives regarding what work activities are important
(e.g., communicates district standards to representatives).
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Ensures
representatives are following through on work activities that need to be
executed in the territory.
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Ensures
that representatives understand how their activities affect district,
regional, state, and Company objectives (e.g., regularly reviews territory,
district, and regional results to reinforce line-of-sight)
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Works
with District and Regional members to clearly define outcomes based on what
is best for the Customer and Company and develops innovative approaches that
are adopted across lines-of-businesses.
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1.2. Leverages internal/external relationships to deliver value
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Often focuses on individual
contributors but is beginning to encourage a team approach
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Recognizes and
encourages a team approach to achieving results
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Works
seamlessly with copromote partners. Regularly engages in activities to
strengthen copromote relationships to maximize their benefits
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Identifies
opportunities where a pooling of resources will increase the likelihood of
success, matches up field force members who would benefit from collaboration
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1.3. Raises performance in the field and develops highperforming
teams
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Holds self to
the same standards as representative (e.g., is always punctual, files reports
on time, willingly performs details, etc.).
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Leads
by example— personally demonstrates the core behaviors, skills, knowledge,
and traits that representatives need to be successful.
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Raises
performance of representatives by setting high performance standards that are
perceived by representatives as being challenging but achievable.
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Raises
performance of the field beyond division, district, and regional lines.
Sought out by peers for advice on developing high-performing teams.
Recognized by representatives, peers, RM, and Sales VP as a situational
leadership role model as measured by 360 Degrees, and Situational Leadership
surveys.
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1.4. Manages conflicts and makes tough decisions to position the
district for success
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Learning
to surface and manage conflicts when dealing with individual representatives.
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Does
not wait until problems arise before addressing performance issues (e.g.,
addresses significant work activity performance shortfalls early).
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Makes
tough decisions within an appropriate time frame and with the appropriate
documentation (e.g., places a representative on final probation after several
performance discussions and demonstrates to the representative how to correct
his/her behaviors).
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Sought
out by peers, Headquarters, and sales leadership for advice, counsel, and
assistance regarding business, customer, market, and people issues (e.g., is
recommended by RM or Sales VP for various advisory panels).
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1.5. Capitalizes on the benefits of diversity (field force and
customers)
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Understands
that representatives and customers have individual needs and styles and
respects these differences.
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Hires
diverse candidates to complement the current work force (e.g., works with
minority recruiters to select top talent)
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Utilizes
a diverse set of skills and perspectives to enhance the overall effectiveness
of the team.
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Is
considered to be a role model by representatives, peers, and RM for his/her
commitment to using diversity to increase effectiveness (e.g., helps others
develop relationships with minority recruiting centers).
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2. Recruiting and Selection
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2.1. Plans for hiring needs
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Begins
to interview candidates for the representative role as positions open up.
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Builds
an active file of candidates for the representative position.
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Anticipates
hiring needs and takes a proactive approach to recruiting.
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Effectively
anticipates vacant positions within the district and acts to ensure minimal
elapsed time to fill vacancies (e.g., anticipates turnover and minimizes the
learning curve for new hires).
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2.2. Sources highcaliber and diverse candidates
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Is
beginning to establish a system for sourcing candidates.
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Uses
personnel and employee referrals, and also identifies external resources to
source qualified candidates for the representative position.
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Cultivates
strong relationships with key candidate sources (e.g., universities, military
bases, recruitment sources for diverse candidates, etc.).
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Cultivates
relationships with individuals who identify and recommend high-caliber
candidates (e.g., business school deans, reputable professors, recruiters, etc.).
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2.3. Fills positions efficiently
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Is
generally aware of what capabilities he/she is looking for when selecting top
candidates.
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Is
decisive when selecting individuals from a pool of candidates (e.g., is clear
on the capability profile he/she is selecting for and identifies which
candidates fit this profile).
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Displays
a sense of urgency in filling vacant positions with highly qualified
candidates and sells company's brand during the
interview process.
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Convinces
highly sought-after candidates that the company is the employer of choice
(e.g., makes compelling cases to persuade top candidates to join th company
over other organizations using a variety of resources such as career
development, the career ladder, and training).
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2.4. Selects candidates based upon predictors of success
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May
focus initially on personality and intuition but is beginning to key into
predictors of success when selecting candidates.
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Assesses
candidates’ abilities to succeed based on capability profiles for successful
representatives and screens out unqualified candidates.
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Selects
candidates that have complementary capabilities with current representatives.
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Analyzes
the requirements for success in individual territories and recruits and
selects based on this knowledge.
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2.5. Complies with Company policies and practices Draws on
others’ experiences
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Follows
U.S. Industry policies and practices when recruiting candidates for the
representative position.
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Draws
on experience of Regional Managers and District Managerss from own division
and other divisions to aid the recruitment process.
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Draws
on HR recruiting resources as well as RM/DM experience in the recruitment
process (e.g., participates in school recruiting fairs).
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Assists
other DMs in their selection processes (e.g., shares candidates within the
district, and/or region).
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3. People Development
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3.1. Provides coaching, training, and other opportunities to help
individuals grow.
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Coaches
representatives as needs arise (e.g., initiates coaching based on an
identified need and suggests trainings, self-education, and onthe-
job activities).
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Uses
representatives’ business plan and/or previously identified goals as a
coaching tool when in the field.
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Works
with representatives on an ongoing basis to identify opportunities for
learning that address their immediate and longer-term individual development
needs (e.g., suggests tapes, Company University courses, Mentoring, etc.).
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Works
with RMs and Headquarters to develop new learning tools and activities to
help representatives and DMs acquire the skills they need to be successful.
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3.2. Manages performance based on capabilities and results
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Performance
feedback may focus primarily on revenue results but is beginning to include
other aspects of performance (e.g., capabilities) as well.
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Focuses
on both capabilities and results in measuring representative performance.
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Effectively
and routinely communicates capability and results requirements (and the
implications of exceeding or not meeting them) to representatives
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Helps
representatives identify and capitalize on opportunities to exceed
expectations.
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3.3. Encourages sponsorships and mentor relationships
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Supports
sponsorships or mentor relationships.
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Facilitates
and initiates representative-representative mentor relationships within the
district and across divisions (e.g., encourages and
supports representatives coaching one another).
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Helps
representatives identify role models (e.g., DMs, experienced/ successful
representatives, etc.) to learn from (e.g., identifies specific mentors for
different capability development needs).
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Emerges
as a mentor to other DMs and representatives outside of his/her divisional
responsibility.
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4. Strategic Perspective
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4.1. Evaluates customer landscape, and develops a business plan
to optimize field force effectiveness.
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Keeps
up-to-date with changes in the customer landscape (e.g., reviews internal
sales reports, local business journals, etc.).
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Recognizes
the implications of changes in the customer landscape for selling strategies.
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Involves
representatives in developing district business plans, drawing on their
knowledge of specific accounts and customers.
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Leads
representatives’, and Industry understanding of the long-term impact of
various customer segments and their influence on long-term market and sales
potential for the company.
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4.2. Develops selling skills and presentations for high customer
impact.
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Ensures
that representatives’ selling presentations support POS strategies and convey
accurate information.
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Helps
representatives develop standardized sales presentations for standard
customer situations (e.g., reviews all sales presentations and identifies
inconsistencies/areas for improvement, etc.).
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Helps
representatives build customized selling presentations for strategic accounts
that focus on meeting specific customer needs (e.g.,
targeted account selling).
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Asks
the right questions to encourage representatives to identify situations where
increased selling expertise may be required in the selling process.
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4.3. Targets influential contacts in customer organizations and
cultivates key relationships to build influence.
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Understands
the necessity and value of developing strong relationships with key players
in customer organizations.
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Draws
on personal contacts in customer organizations and creates opportunities for
representatives to build relationships with these contacts (e.g., introduces
representatives to his/her personal network of key influencers).
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Works
with representatives to identify whom to target in accounts that are critical
to the success of the district.
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Sought
after by peers and RM as a reliable source for innovative selling strategies.
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4.4. Analyzes data to build knowledge and identify market
opportunities.
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Reviews
key sales reports.
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Analyzes
therapeutic class and sales detail reports to understand the market and
customer landscape (e.g., interprets trends in market data to syndicate
throughout the district).
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Keeps
up to date with local, regional, and national trends (e.g., subscribes to
local business journals, consumer advocacy publications, etc.) and uses this
knowledge to anticipate and plan for changes in the district.
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Works
closely with volunteer organizations to continue to build a strong, positive
image for the company (e.g., serves on the Board of Directors or
advisory panels).
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4.5. Allocates resources for the highest impact.
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Is
generally aware of return on investment when allocating resources to the
field.
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Establishes
appropriate criteria for allocating resources and funds that ensure
sufficient return on investment.
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Combines
past experience, knowledge of market dynamics, representative input, and
analysis of all available data to develop effective resource
allocation methods.
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Develops
and implements strategies to make the best use of combined resources.
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II. Core
Behaviors Assessment
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Description
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Rating
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Comments
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1.
Planning & Organizing
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Plans and
organizes activities and projects in a manner which will help achieve or
exceed established goals.
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2. Impact
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Makes
a strong, professional impression. Projects an air of confidence that
commands respect/attention and inspires trust.
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3. Job Knowledge
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Demonstrates
a strong understanding of how to fulfill all aspects of the District Managers
role in a manner that will support longterm district success.
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4. Problem Analysis
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Uses
a logical approach in identifying issues and evaluating possible solutions.
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5. Communication Ability
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Listens
and responds appropriately to various individuals’ needs and social styles in
a logical, coherent, and articulate manner.
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6. Facilitation Skills
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Effectively
leads a group through a process or meeting.
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7. Judgment
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Makes
thoughtful and fair decisions based on relevant information.
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8. Flexibility
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Willingly
recognizes the need for change and modifies behavior to accommodate changing
conditions and plans.
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9. Political Savvy/Protocol
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Fulfills
responsibilities in a manner that is consistent with U.S. Industry’ chain of
command and helps foster strong Headquarters/field relations.
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10.Sensitivity
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Behaves
in a manner that will enhance interpersonal relationships and optimize the
productivity of the employees and/or group.
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11.Teamwork
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Demonstrates
the ability and willingness to work well with others and to draw upon others’
resources and experience.
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