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Talogy-Sandler Assessment Cheat Sheet Rev 2 Cheat Sheet (DRAFT) by

Used for Sandler Training franchisees as they learn and launch the Talogy assessment platform.

This is a draft cheat sheet. It is a work in progress and is not finished yet.

Basic Knowledge

Talogy measures hardwiring (innate abilities) and what comes natural to an indivi­dual. The best perfor­mance in people comes from what they're natural at.
Talogy name comes from Talent + Technology + Psychology
Used by 15,000 organi­zation including Verizon, Microsoft, Citi
ADA and EEOC Compliant
Talogy is designed to identify what comes more natural to people and those skills make it easier to do certain tasks.
The cognitive section is to determine problem solving.

Selling Talogy / Talk Tracks

Managers are 2X likely to hire a seller in the top 25% by using Talogy
When Talogy recommends a candidate they have a 70% of being successful
15,000 Companies using it
Around for 15+ years = Trusted
ADA and EEOC Compliant
The system repeats questions to catch "­Fak­abi­lit­y"
21 "Norm Groups­" with culture, nation­ality and language adaption. Test doesn't bias due to culture or language.
Time objection: "You want it to take time so that 1) you know it's accurate and 2) people don't fake it out.
After hired, manager gets cheatsheet on how to coach them.

Pain Statements

HIRING
INDIVI­VIDUALS
TEAMS
Bad hires
Not reaching goal
Don't know where to start
High turnover
Lack of self awareness
Unclear team strengths
Low perfor­mance
Training issues
Group skill gaps
High admin burden
Incons­istant conver­sations
Retention
Ineffi­cient processes
Coacha­bility challenges
Known ineffi­ciences
Hiring / Develop. discon­nected
Employee engagement
Trouble ID high pots.
Compliance challenges
Leaders are ineffe­ctive
Unbalanced team dynamics

Instru­ction to Deliver Assessment

"Just because they're not high doesn't mean they can't do it. Just means it takes more energy."
They talk 50%+ of the time. Often ask them, "What do you think about this?"
Explain basic principles at the start.
Measures what they are hardwired to do.
If they don't agree, don't fight it.
Confid­ential - do not share it.
They see it before you meet.
"­He/She might be able to perform well, but could they be on a path to burnou­t?"

Instru­ction To Take Assessment

Take when you are not under stress and won't be interr­upted. Take it in one sitting.
Plan on 45=60 minutes of uninte­rrupted time. There is no time limit.
It will be frustr­ating at times. Be patient and know it will be worth it.
Good for 5+ years. Don't take it often. Your natural interests don't change much.
Based on 'force choice' so sometimes you will like/d­islike things equally.
 

Terms

Job Profiles
Compet­encies make up Job Profiles like 'Account Manager'
Compet­encies
Higher level, concep­tual, harder to specificly coach. 6-8 Compet­encies make up a profile.
Workplace Behaviors
Observable in the workplace. Coachable. Behaviors make up Compet­encies.
Traits
The most core. Traits make up behaviors.
Prefered Style
Similar to DISC style
Key Findings
Relates to behaviors.
Traits­->B­eha­vio­rs-­>Co­mpe­tencies

Job Model Alignment

Traits Part 1

1. Abstract Reasoning Ability - Potential to solve problems and understand the logical relati­onships among concepts. People who show a high level of Abstract Reasoning Ability should be capable of unders­tanding complex issues. Indivi­duals with low levels tend to be most effective when handling issues that have straig­htf­orward solutions.
2. Accomm­odation - Desire to help others. Indivi­duals who have high scores on this trait tend to be motivated to help people. Those with low scores might be uninte­rested in providing assist­ance.
3. Aggres­siv­eness - Inclin­ation to push forcef­ully. People who have high scores in Aggres­siv­eness tend to be forceful when defending their ideas or actions. Indivi­duals with low scores would be unlikely to take a firm approach.
4. Assert­iveness - Potential to commun­icate inform­ation and ideas in a direct manner. Indivi­duals scoring high on this quality should be willing to commun­icate their ideas and opinions. People with low Assert­iveness scores may be uncomf­ortable expressing their viewpo­ints.
5. Cautio­usness - Inclin­ation to make decisions carefully and think through relevant facts and altern­atives. High scorers tend to be careful when delibe­rating options and calcul­ating outcomes. By contrast, low scores on this trait suggest a tendency to act without thinking things through.
6. Ego Drive - Degree of satisf­action gained from persuading others. Highly ego-driven indivi­duals should be motivated to win others’ commit­ment. People with low scores on this trait are unlikely to invest much effort in gaining consensus.
7. Ego Strength - Capacity to handle rejection and criticism. Indivi­duals with high scores on Ego-St­rength tend to be unconc­erned by setbacks. On the other hand, people who score low on this scale may be sensitive to criticism or rejection.
8. Empathy - Potential to perceive others’ feelings and read social cues. An empathic individual is likely to be perceptive of people’s feelings and capable of reading social cues. Low scorers may misint­erpret or be inatte­ntive to others’ needs or feelings.
9. Energy - Potential to sustain a high level of activity over extended periods. People who score high on this trait tend to be active in the workplace, while indivi­duals with low scores might be unener­getic in their work approach.
10. External Structure - Degree to which a person is sensitive to existing rules. Indivi­duals who show a high level of External Structure are likely to be receptive to a structured enviro­nment with rules. People with low scores could be unresp­onsive to authority.
11. Flexib­ility - Willin­gness to modify an approach and to adapt to changing circum­sta­nces. Indivi­duals who score high on this measure should be adaptable to change. Those who show low scores are likely to be reluctant to change their approach.
 

By The Numbers

56
Standard Job Models (Mgt, Sales, Service)
280
Workplace Behaviors
11
Sales Roles
8
Primary Sales Roles
6-9
Compet­encies make up a role
27
Languages
15
Years of research
56
Compet­encies

Types of Job Profiles

MANAGEMENT
SALES
Manager
Acct Develo­pment*
Mid-Level Mgr
Acct Service Special*
HR Leader
Agency Recruiter
Marketing Leader
Consul­tative Selling*
Corporate Supervisor
Corporate Recruiter
Marketing mgr
New Biz Develo­pment*
Ops Manager
Producer
Project Manager
Sales - Hunter*
Remote Manager
Strategic Selling*
Sales Manager *
Technical Sales*
* Are basic Sandler job roles. Many other roles exist.

Traits Part 2

10. External Structure - Degree to which a person is sensitive to existing rules. Indivi­duals who show a high level of External Structure are likely to be receptive to a structured enviro­nment with rules. People with low scores could be unresp­onsive to authority.
11. Flexib­ility - Willin­gness to modify an approach and to adapt to changing circum­sta­nces. Indivi­duals who score high on this measure should be adaptable to change. Those who show low scores are likely to be reluctant to change their approach.
12. Gregar­iou­sness - Comfort with meeting new people and initiating conver­sat­ions. Highly gregarious people are likely to be comfor­table establ­ishing contact and networ­king. Those who have low scores on this trait may be uneasy about taking the initiative in social situat­ions.
13. Idea Orient­ation - Preference for thinking creatively and generating new ways to solve problems. Indivi­duals with high idea Orient­ation are likely to be motivated to develop creative, original solutions, while low scorers are inclined to use well-e­sta­blished methods.
14. LevelH­ead­edness - The potential to remain calm and to maintain a steady dispos­ition in everyday situat­ions. People scoring high on this scale should be capable of remaining composed. Those who score low are inclined to respond emotio­nally.
15. Openesss - Recept­iveness to new or altern­ative ideas. People who show high scores on Openness should be willing to consider others’ input. Those who have low scores tend to be focused on their own way of doing things.
16. Risk Taking - Willin­gness to take chances. Indivi­duals scoring high on this trait are likely to take chances on untested initia­tives. People with low scores tend to be reluctant to risk failure.
17. Self Structure - Preference for indepe­ndently determ­ining work methods. Indivi­duals with high scores are apt to be motivated to indepe­ndently determine their work approach, while those who show low Self-S­tru­cture scores are unlikely to define their own work methods.
18. Skepticism - Inclin­ation to doubt or question others’ motives. Highly skeptical indivi­duals tend to be guarded and wary of others’ intent­ions. People with low levels on this scale are likely to be trusting and willing to give others the benefit of the doubt.
19. Sociab­ility - The enjoyment of being around people and working with others. Indivi­duals who score high on Sociab­ility are likely to be motivated to interact with others. Low scorers on this trait could be uninte­rested in having frequent social intera­ction.
20. Thorou­ghness - The tendency to pay attention to detail. Indivi­duals who show high scores on this trait are apt to be consci­entious when handling detail­-in­tensive tasks. Those who score low may be uninte­rested in focusing on fine points.
21. Urgency - The motivation to take quick action in order to obtain immediate results. High scorers on this trait tend to be driven to act quickly. Indivi­duals with low levels of Urgency are inclined to take their time when handling tasks.