The Situation

A 48 year-old Chicago area graphic arts company generating almost $30 million in annual revenues was experiencing a downward trend in sales. The company's sales organization consisted three sales teams, each with a Sales Manager and 5 to 6 sales persons.

A Sales Manager approached RAJ Associates with a request for help. A talented, conscientious, and hard working saleswoman with proven results had been slumping for some time. Eight years with the company, he did not want to risk losing a proven performer. But increasingly, her behavior was erratic, her emotional swings wider, and she was losing her connections and support from her sales peers and inside support team. She appeared to have quit on herself, and was headed out the door.

The Help

After a consultation and with the approval of the Sales Manager, the saleswoman was asked to take the Self Development Survey from RAJ Associates. She complied, and along with her associates on the sales team, the survey was processed, scored and analyzed. The findings were consistent and straightforward. This emotionally uneven employee was in need of constructive feedback from her Sales Manager. She needed to build up her self-confidence, and become significantly more aware of her interactions with staff inside the company. Driven and attentive to her customers, she was rude, insensitive, and alienating to her co- workers. Unaware of why she was driving people away, her own morale and self-confidence plummeted, along with her sales results.

The Results

Through the intervention of the Self Development Survey, and the ensuing three sessions with Robal Johnson (of RAJ Associates), this saleswoman became aware of how she was perceived by her peers and her sales manager. With coaching and direction from Robal, she began to calm down and remained alert to how she was interacting with co-workers. As her behavior began to change and relations with her associates improved, her self-confidence re-emerged, and so did her sales performance.

Once headed out the door, the Sales Development Survey and the insights that followed from it, helped salvage what could have been a career in peril. Within six months, this woman increased her sales by 25%, regained the trust and confidence of her co-workers, and felt better about her self. Key to this dramatic turn-around was the ongoing involvement, feedback, and encouragement of her Sales Manager. Bottom line results: the saleswoman stayed and performed well, her relations with co-workers improved, and her employer benefited mightily from her increase in sales.

Method

The person desiring feedback is given 15 SDS forms (with attached envelopes addressed to us). They distribute these forms to those people in the work setting who know them best, be they supervisors, peers, subordinates or others, preferably as many subordinates as possible. They must distribute 8-12 forms. Each person fills out the SDS on the individual being evaluated (as does the individual on themselves) and the completed forms are mailed directly to us (this ensures confidentiality). The individual indicates others .by writing self and the number he/she passes out so we can track them.

Results

The data is integrated into a summary report that prints out the Percentage Positive and Percent in each Scale Division for every Category and every Item on the SDS forms. His analysis includes intellectual, interpersonal, intrapersonal and management traits.

A Management Consultant writes a qualitative report based on the results. This comprehensive report covers each Category and all relevant Items on the SDS. See sample.

The report also compares the individual's self-perception in all the areas as compared with the perception others have of the individual.

Finally, the report makes recommendations to the individual on constructive behavioral changes that would enhance their effectiveness in the work setting. (Individual consultations are available on request.)

The data and report are sent only to the individual being evaluated (although they are encouraged to share some parts with their manager if they so desire). Counseling with a Human Resource Professional is also available.

Confidentiality

Since at least 10 respondents are required, no single person's responses will be clearly delineated, thus ensuring confidentiality. The participants send all responses directly to us. The final assessment report is sent directly to, and only to, the person being evaluated.

All these factors encourage the highest level of honest, relevant feedback to the individual, feedback, which encourages constructive behavioral change that is profitable to everyone in the organization.