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Successful sales organizations attract customers and provide world-class service. In order to become a high performance sales organization you must start with the hiring process. Our sales assessments ensure you identify the candidates with the behaviors necessary to fulfill the needs of the role. Understanding someone’s decision making process, their aptitude for meeting the demands of your sales role, and providing them the training necessary for success is vital to building a successful sales organization.

Advanced Pro Technologies utilizes behavior based assessments backed by 40 years of scientific research and over 2 million participants to give you insight like you have never seen before. However, we don’t stop at the recruiting process because once the right team is in place you must continually develop their skills to meet the growing demands of your customers. Our comprehensive coaching programs, sales workshops, and sales seminars ensure that you stay ahead of the curve and achieve the best results from your sales team.

Call Reluctance® Needs Indicator For Sales Managers

Is call reluctance® affecting your sales team’s ability to prospect?  If you are in corporate sales management, check the statements, that in your judgment, apply to your overall sales force.  Answer as quickly and candidly as possible.  Then scroll down the page over to determine your score:

  1. Some of my salespeople spend extra time getting ready to prospect and not enough time actually prospecting.
  2. Some of my salespeople are uncomfortable using the telephone for the purpose of promoting our products and services.
  3. Some of my salespeople pass up opportunities to ask for referrals.
  4. Some of my salespeople are uneasy when they prospect because they feel that consistently promoting yourself or your products is not very respectable or proper.
  5. Some individuals on my sales team feel like they are intruding on others when they prospect.
  6. Some of my salespeople feel that it is unprofessional to contact family or friends for the purpose of networking to expand their source of prospects.
  7. Some of my salespeople are more at ease when they are engaged in building relationships with potential customers than when they are trying to close a sale.
  8. Some of my salespeople feel intimidated when they are promoting products or services to upmarket and/or highly influential clientele.
  9. Some of my salespeople don’t prospect as much as they could because they don’t seem to want to.
  10. Some of my salespeople could prospect more if they didn’t spend so much time on other less productive activities.

Scoring Your Sales Team

To see how your sales team stacks up, total your selections. Then read the section below that corresponds to the total number that you marked.

Phase One: Questions 1-8

1-2 Checks: If you checked only 1 or 2 of the questions numbered 1-8, there are some issues, but the issues should be comparatively easy to correct by tweaking your sales selection or training practices. This presumes your answers were candid.

3-4 Checks: If you checked 3 or 4 of the questions numbered 1-8, you have manageable issues that should be addressed soon, if not, they can easily escalate and spread throughout your sales organization.

5-6 Checks: If you checked 5 or 6 of the questions numbered 1-8, you have an undercurrent of sales-related issues which management needs to counteract now. Failure to take effective action is likely to result in a toxic sales environment, which can affect not only your current sales efforts, but also the quality of future sales candidates. “Inside information” about under-performing sales organizations reaches the street quickly.

7 or more checks: If you checked 7 or more of the questions numbered 1-8, serious sales issues exist which require crisis-level attention from management.

  • Step One: Your sales selection process may be seriously flawed, and need to be fixed. Ignore the repute of the selection procedures you use and the egos of the managers who champion their use. Review all sales recruiting, selection and training policies, practices, procedures and personnel.
  • Step Two: Decontaminate your current sales force. Remedial efforts should be implemented for your present salespeople, including veteran producers. If you ignore step two, you risk improving the quality of new recruits you acquire only to have them deteriorate because you failed to disinfect the sales culture you’re recruiting them into.

Phase Two: Questions 9-10

Question 9: If you checked question 9, your sales force may be under-motivated. This suggests your current sales test may be measuring “motivation” in general, but not accurately assessing the motivation to sell. Energy-demanding sales activities, such as prospecting, require adequately motivated salespeople. Failure to measure this psychological construct correctly can either result in sales people who are insufficiently motivated to prospect at acceptable levels, or salespeople who are sporadically motivated to prospect at acceptable levels, but unable to sustain the energy required for consistent prospecting.

Question 10: If you checked question 10, your sales force may be motivated to sell and committed to their sales career, however, they may also be equally motivated and committed to a variety of other activities, each competing for their time and energy, Dudley & Goodson have named this phenomenon “goal diffusion”. It easily confounds overall measures of motivation. These measures are unable to differentiate total motivation from scattered motivational energy, which is no longer available to support focused sales activities, like prospecting.

Call Reluctance® Needs Indicator For Sales People

Is sales call reluctance® placing an artificial limit on your earning ability? To find out, read the following statements.  Keep a count for questions that are true for you.  Count the total number of answers, then scroll down the page over to see your score.

  1. I feel that it is important for me to spend extra time gathering information before I contact a potential customer so that I am able to answer any questions that may arise.
  2. I get really uncomfortable when I have to phone someone I don’t know to persuade them to buy something they may not want to buy
  3. I find myself hesitating when it is time to ask for a referral from an existing client.
  4. I tend to feel uneasy when I prospect because deep down I think that consistently promoting yourself or your products if not very respectable or proper.
  5. I often feel like I might be intruding on people when I prospect.
  6. I could make more sales calls if I really wanted to. But sometimes I just prefer to avoid initiating contact with prospective customers who may not be interested in what I sell.
  7. I am more at easy when I’m engaged in building relationships with potential customers than when I’m trying to close a sale.
  8. I sometimes feel intimidated when I am promoting products or services to people who are upmarket and/or highly influential clientele.
  9. I feel that it is unprofessional to contact family or friends for the purpose of networking to expand my source of prospects
  10. I could prospect more if I had more time. However, there are many activities that require my time and attention at work.


Total your answers from the front page, then find the number which corresponds to the total answers you marked.

1-2 Preventable

Indicates one of two conditions. Either you are experiencing no emotional difficulty associated with prospecting (self-promotion) at the present time or you are experiencing distress, but are hesitant to reveal how much. Preventative steps are desirable to arrest the problem and prevent further development.

3-4 Manageable

Indicates that you are like most other salespeople. The fear of self-promotion is present, but only in low, non-toxic amounts. It may be occasionally annoying, but it is not likely to be serious if it remains at this level. It should be manageable simply by emphasizing the markets and prospecting techniques you are most comfortable with and voiding those which are the most tender. Sales activity improvement measures would be helpful.

5-6 Low Toxic

You may have moderate levels of call reluctance at the present time. One or more forms of the fear of self-promotion are currently limiting your prospecting to a level below your ability. Your prospecting is probably out of sync with market potential. Sales activity, relative to market opportunities, is sufficiently deficient to warrant immediate corrective steps.

7-8 Highly Toxic

Your answers indicate a considerable amount of call reluctance at the present time. Your prospecting is probably only a shadow of what it could or should be. But don’t despair. Instead, fasten your seat belt and get ready for some serious self-confrontation. Corrective steps should be immediately implemented.

9-10 Severely Toxic

This could be enough call reluctance to stop a small sales force. If your answers are truly indicative of your attitudes toward prospecting and self-promotion, then you should consider taking immediate corrective steps. Honestly discuss the problem with your manager or sales trainer if he or she does not already know about it. That’s important. Consult “The Psychology of Sales Call Reluctance”, and be certain to follow the instructions carefully for each of the procedures.