TM

CALIPER
essentials
Individual Developmental Guide
Sales

Maggie Sattler
For Wealth Analyst Program
With Truist (LDP)

July 16, 2021

Assessment Date: July 16, 2021

Caliper Management,
500 Alexander Park Drive,
Suite 200,
Princeton, NJ 08540-6687
Tel. 609 524 1400
info@calipercorp.com

CALIPER
 essentials
CALIPER Developmental Guide Maggie Sattler

ABOUT THIS REPORT

To find out more about how to interpret, understand, and apply the information in this report and to download a
development plan template, we invite you to visit the Caliper Essentials Individual Developmental Guide landing page.

If you have additional questions about this report or how to apply these results, please feel free to reach out directly to
your Caliper Account Team or call Tel. 609 524 1400.

JOB-FOCUSED BEHAVIORS: NATURAL STRENGTHS AND DEVELOPMENTAL

OPPORTUNITIES
This section of the report highlights specific behaviors related to Sales roles that are likely to be natural strengths for
you or that you should investigate, as they may pose developmental opportunities.

Natural Strengths
Demonstrates an eagerness to help others
Why this is likely to be a strength

You are likely to look for ways to contribute to a shared effort or to support the needs of customers or contacts. You
seem quick to offer assistance when asked, and you are apt to give others the benefit of the doubt when they request
your help.

Building on this strength

Don't wait to be approached for assistance. Proactively volunteer your support and contributions when possible. Let
others know you are available to help and try to set an example for going above and beyond to support customers or
team members.

Points for consideration and discussion

● What does being eager to help others mean to you in relation to your role? How do you exhibit this behavior in
your day-to-day work tasks? Discuss with your manager how it contributes to success in your position and how
you might leverage this area.
● Think about a time when you had to provide top-notch service to an internal or external customer. What was the
situation, and what was the final outcome? How did your actions contribute positively to the result? How might
you be able to improve your performance in this area?

Copyright ©2021 Caliper Management. All rights reserved. 1

CALIPER Essentials Scoring Norms: US
 essentials
CALIPER Developmental Guide Maggie Sattler

Develops new contacts and initiates relationships

Why this is likely to be a strength

You tend to welcome the opportunity to engage with others and seek contact with colleagues and contacts. You
seem comfortable taking the lead to network and introduce yourself to others, even in unfamiliar social situations.

Building on this strength

Rather than reach out to establish connections in a less systematic fashion, make an effort to determine the key
contacts you should be engaging as part of your role. When possible, be strategic about your networking in order to
ensure you are making the most of your interactions and meeting with the individuals who are able to add value to
your professional objectives.

Points for consideration and discussion

● What does initiating relationships mean to you in your role? How are you currently exhibiting this behavior in
your work? Discuss with your manager what specific projects or goals would best help you leverage this area.
● Reflect on a time when it was particularly important to quickly establish rapport with a new individual or group.
Who was involved, and why was it so important? Specifically, what methods did you use to initiate the
relationship(s) and build rapport? What techniques were most effective? What additional steps could you take
to further the development of positive relationships?

Asks insightful questions of others in order to gain deeper understanding of issues

Why this is likely to be a strength

When interacting with others to gather information, explore needs, or flesh out specifications, you are likely to tune
into their subtle cues and reactions. Doing so should enable you to formulate insightful questions that add
momentum and interest to the conversation and allow you to gain a deep understanding of their issues and opinions.

Building on this strength

It is likely that not all of your colleagues and contacts share your ability to ask the right questions to solicit the
necessary insights when addressing more complex matters. Be sure to share the awareness you've gained with those
who would benefit from the additional knowledge.

Points for consideration and discussion

● How do you define insightful questions relative to your role? In what ways do you display this behavior in your
everyday work tasks? Discuss with your manager how it factors into your performance and what you can do to
utilize this strength in your role.
● Reflect on an experience when it was particularly difficult to determine a client’s needs. Why was it difficult?
What did you do to ensure that you ultimately understood and met the client’s requirements? What might you
have done to meet those needs more efficiently?

Copyright ©2021 Caliper Management. All rights reserved. 2

CALIPER Essentials Scoring Norms: US
 essentials
CALIPER Developmental Guide Maggie Sattler

Reviews all work to ensure completeness and accuracy

Why this is likely to be a strength

You appear motivated to meet the expectations for quality that the organization provides, and regardless of pressures
to be timely, you are likely to take the added step to review your work.

Building on this strength

You may be able to expand your visibility and value in the workplace by offering to quality control or edit others' work.
Your attention to detail should ensure accuracy even when you are working beyond your specific area of expertise.
Gaining exposure to new knowledge will increase your versatility and opportunities for growth in the workplace.

Points for consideration and discussion

● What does reviewing work to ensure completeness and accuracy mean to you in your role? How are you
currently exhibiting it in your work? Discuss with your manager what specific projects or goals would best help
you develop in this area.
● Think about the methods you use to ensure that your work is complete and accurate before moving forward.
Provide an example of how you have used this method that demonstrates why it was effective. What could you
do to enhance your productivity in this area?

Copyright ©2021 Caliper Management. All rights reserved. 3

CALIPER Essentials Scoring Norms: US
 essentials
CALIPER Developmental Guide Maggie Sattler

Developmental Opportunities

May take setbacks personally and lose self-confidence as a result

Why this might be a developmental opportunity

You tend to take setbacks or rejections personally and could struggle to recover. You might have difficulty conducting
an objective analysis of the situation and what went wrong, which could lead you to internalize the disappointment
rather than learn from it.

This could be a challenge for you...

When you experience So, instead of Consider

● Others rejecting your idea or
proposal
● Criticism of work or ideas you feel
personally invested in
● Feeling excluded or marginalized
from meaningful work discussion
Viewing setbacks or rejection as a
defeat and worrying that the other
party does not like you or has lost
confidence in your abilities
Remembering that successful
individuals experience as many
setbacks as anyone else; they
simply view them as opportunities
for improvement and learn from
them

Developmental suggestions

● Instead of viewing rejection as a judgment of you as a person, consider it an indication that you need to conduct
more research, qualify your colleague’s or customer’s requirements more fully, or refine your message and
delivery. Remember that a “no” today could be a “yes” tomorrow, provided you have taken the right corrective
actions in your approach. We all have room to grow, and rejection is a way to identify where you could improve.
● You might find it easier to cope with rejection by reviewing the specific loss within the larger context of your
overall job performance. Remember to use setbacks as learning experiences. Give yourself affirmation on what
you do well and strategize on how to remedy any outstanding issues from the recent setback.

With your manager

● What does coping with rejection mean to you, and how does it affect your success in this role? With your
manager, discuss what might help you to leverage this behavior.
● Reflect on a situation in which your self-confidence was affected due to a failure or setback. What was the
situation? How did you handle it? What was the outcome? What did you learn from the experience?

Copyright ©2021 Caliper Management. All rights reserved. 4

CALIPER Essentials Scoring Norms: US
 essentials
CALIPER Developmental Guide Maggie Sattler

Might make decisions based on emotion or instinct rather than deliberate analysis of
outcomes
Why this might be a developmental opportunity

Your recommendations may not reflect both immediate and long-term needs. You might either respond in the
moment without assessing impact over time, or focus on the big picture at the expense of addressing the
practicalities in front of you. You might find that you end up reassessing and changing your course of action because
you had not fully considered the viability of your solutions.

This could be a challenge for you...

When you experience So, instead of Consider

● Urgent business issues
● Problems or issues impacting
many different people
● High-stakes decisions
Merely troubleshooting a pressing
issue and moving ahead with a
convenient solution
Taking a step back to look at the
pros and cons of your decision in
two phases: at first focusing on
immediate impact and then on
projecting long-term implications

Developmental suggestions

● When evaluating implications of your decisions, it may help to split the process into two parts. First, think about
the immediate effects; you might need to consider how to allocate resources to ensure a successful
implementation and how that will affect workflow and other processes. Identifying the long-term impacts is
likely to be a more abstract endeavor; while you cannot make projections with absolute certainty, you can gather
data to make informed predictions about the likely effects.
● When making key work decisions, think through and list both the possible short-term and long-term implications
of your actions. Identify the pros and cons of decisions and determine whether any short-term gains would be
worth it, given the likely long-range consequences. Likewise, ensure you look beyond just the short-term
implications so as to determine whether, in the long term, the decision will have a positive impact.

With your manager

● What does evaluating the implications of short- and long-range decisions mean to you in your role? How are you
currently exhibiting it in your work? Discuss with your manager what specific projects or goals would best help
you develop in this area.
● Reflect on a time when you had to balance short-term and long-term priorities when making a decision. What
was your thought process and how did you determine what action to take? How successful were your efforts?
What could you have done better?

Copyright ©2021 Caliper Management. All rights reserved. 5

CALIPER Essentials Scoring Norms: US
 essentials
CALIPER Developmental Guide Maggie Sattler

Could either adapt to changing priorities effectively or struggle to let go of a predetermined

agenda, depending on level of agreement with the new expectations
Why this might be a developmental opportunity

You may prefer to stick with your game plan when managing your workflow. However, you might not leave open time
in your day, which could limit your ability to adapt your schedule to efficiently address changing needs or priorities.

This could be a challenge for you...

When you experience So, instead of Consider

● An unstructured, dynamic, or
spontaneous work culture
● A desire to fully complete one task
before starting the next
● Frequent incoming requests that
make you jump from task to task
Overscheduling your day to the point Proactively setting aside time in your
where you have no available room schedule for unplanned work so that
on your calendar to respond to you can respond to emerging or
changing priorities unexpected issues

Developmental suggestions

● The risk of becoming too stringent when managing your tasks is that you leave yourself little room to adapt to
shifting demands and unexpected issues. Create a list that functions as an overview on upcoming assignments
and due dates, and share it with your manager. With this list, a manager can now keep track of your efforts
along with you to provide you oversight or assistance so that there are no loose ends.
● Plan empty blocks of time throughout the workday and workweek to allow for new and emerging demands or
assigned tasks. If nothing critical emerges, you can use this time to bring closure to open-ended tasks or to
work on long-term, strategic objectives.

With your manager

● What does managing your time so as to respond to shifting demands mean to you, and how does it affect your
success in this role? With your manager, discuss what might help you exhibit this behavior more consistently.
● Reflect on a situation in which you had to shift your priorities in response to a changing business need. What did
you do to balance your personal priorities with this new need? What might you do to facilitate your development
in this area?

Copyright ©2021 Caliper Management. All rights reserved. 6

CALIPER Essentials Scoring Norms: US
 essentials
CALIPER Developmental Guide Maggie Sattler

May independently set goals for oneself, but may check in with external resources for
confirmation of priorities
Why this might be a developmental opportunity

You are likely to find that your progress on certain assignments is tied to the availability of a manager or mentor to
provide you with instructions. Your tendency to wait for direction or clarification on an assignment could lead to
unproductive time throughout the day.

This could be a challenge for you...

When you experience So, instead of Consider

● A free-form, fast-paced
environment
● Competing priorities or tasks
● A hands-off manager
Waiting to be given specific tasks
and instructions and feeling uneasy
if you see a great deal of work to be
done but no clear guidelines for how
to approach it
Proactively seeking out clarification
and input from your manager or a
more senior colleague and
potentially supplementing this by
forming some initial thoughts on
what steps you should take

Developmental suggestions

● Adhering to company best practices is important, but don’t be so dependent on direction that you can’t move
forward without it. Use available software or even a notepad to write down your project objectives or tasks and
realistic steps and timelines for getting there, and set reminders. Also, model yourself after someone who is
effective at sorting priorities or seek a mentor for guidance on how to better set your own goals.
● Write down goals and objectives at the start of each project or measurable time frame. Recording intended
plans will encourage greater accountability and allow for easier tracking. It will also allow for more detailed and
productive reflection during performance reviews.

With your manager

● What does independently setting goals and priorities mean to you in your role? How are you currently exhibiting
it in your work? Discuss with your manager what specific projects or goals could best help you leverage this
behavior.
● Think about a project that required you to set your own goals and priorities. How did you determine what course
of action to take? What was the result? What would you do differently if faced with a similar scenario?

Copyright ©2021 Caliper Management. All rights reserved. 7

CALIPER Essentials Scoring Norms: US
 essentials
CALIPER Developmental Guide Maggie Sattler

LEVERAGING YOUR WORK STYLES

The previous portion of your report targeted behaviors specifically related to your job. Here, we will help you make the
most of your natural work styles in different situations.

COMMUNICATION

Your Communication Style

• Preferred Communication Approach • Potential Communication Stress Reactions
Understanding others' feelings and needs Relying on friendliness and safe topics rather than
substance and backing away from personal goals to
prevent conflict

• Communication Strengths • When you notice yourself reacting to stress, try the
following:
Offering support, responsiveness, and a willingness to
listen Be brief, stay focused on your objective, and state your
opinion in a clear, direct way

Tips to build your Communication skills

• Take time to evaluate an issue and identify the key information needed before asking others for their insights.

• When experiencing conflict with another person, be careful to not view them as right or wrong. Instead, think about
their feedback as concerns, questions, or doubts.

Strengths to leverage to improve your Communications with others

• Take the time to acknowledge, appreciate, and reward contributions.

• Be thoughtful and kind when providing critical feedback.

Tips for working with your manager to develop your Communication skills
• Not all communication is positive. Tough feedback and hard conversations may cause discomfort for you. Ask your
manager for assistance on how to provide direct feedback in a compassionate way.

• Work with your manager to help you understand, and avoid being overly influenced by, others' opinions when
making decisions.

Copyright ©2021 Caliper Management. All rights reserved. 8

CALIPER Essentials Scoring Norms: US
 essentials
CALIPER Developmental Guide Maggie Sattler

INTERPERSONAL DYNAMICS

Your Interpersonal Style

• Preferred Interpersonal Approach • Potential Interpersonal Stress Reactions
Leveraging relationships and/or personal influence in Becoming argumentative or controlling; Seeking
frequent interactions; Developing rapport and support and advice
meaningful connections with others

• Interpersonal Strengths
Bringing a sense of direction and a drive toward
results; Offering emotional awareness and
acceptance to others
• When you notice yourself reacting to stress, try the
following:
Check in with a calming influence who can help you
step back and look at things from different
perspectives; Keep the ultimate, rather than immediate,
goal in mind

Tips to build your Interpersonal skills

• It can be easy for others to get lost in the details in a group meeting. Take time to explore the big picture as well as
any context issues to help the group move forward.

• You seem to understand when and how to involve others in decision making. This helps people feel uniquely
valuable to the team. Leverage this tendency to build understanding and consensus when there is a lack of clarity
among team members.

Strengths to leverage to improve your interactions with others

• Your pragmatic style can help influence others to move from theoretical ideas to practical application.

• Leverage your tendency to involve others in order to inspire them to accomplish a united vision.

Tips for working with your manager to develop your Interpersonal skills
• If you are facing highly emotional situations, work with your manager on how to manage and respond to the
emotions of others.

• You appear to want to partner with others to achieve goals. With your manager, discuss methods for how you can
be mindful that you don't overuse this tendency and spend too much time seeking approval from others.

Copyright ©2021 Caliper Management. All rights reserved. 9

CALIPER Essentials Scoring Norms: US
 essentials
CALIPER Developmental Guide Maggie Sattler

PROBLEM SOLVING AND DECISION MAKING

Your Problem-Solving Style

• Preferred Decision-Making Approach • Potential Decision-Making Stress Reactions
Recognizing the emotional impact of a decision on Deferring a decision, asking for permission, or
self and others; Avoiding mistakes searching for reassurance; Making decisions based on
intuition

• Decision-Making Strengths
Minimizing the negative impact of decisions;
Accounting for the emotional side of a situation
• When you notice yourself reacting to stress, try the
following:
Make a "what if" plan before moving forward; Take a
step back to remain calm and check in with a resource
who can help you stay objective

Tips to build your Decision-Making skills

• Recognize when a difficult or risky decision may be necessary in order to move forward. Weigh the pros and cons
and mitigate risks as much as possible by creating contingency plans.

• Ask others to help to define logical consequences of major decisions and for recommendations on what to pay
extra attention to when exploring alternatives.

Strengths to leverage to improve your Decision Making

• Share your thoughts throughout the decision-making process to ensure that the team isn't making changes for
change's sake. The current approach may not be exciting, but it may still be the best. This can be overlooked when
there is a desire for something new.

• Leverage your strengths to identify the social benefits of a decision. Others can leverage this information to help
influence people for quicker adoption.

Tips for working with your manager to develop your Decision-Making skills
• If you feel hesitant to make tough decisions, ask your manager to provide examples of how tough decisions
ultimately helped others in the long-term.

• Ask for assistance from your manager to help you define realistic, win/win strategies.

Copyright ©2021 Caliper Management. All rights reserved. 10

CALIPER Essentials Scoring Norms: US
 essentials
CALIPER Developmental Guide Maggie Sattler

PERSONAL ORGANIZATION AND TIME MANAGEMENT

Your Prioritization Style

• Preferred Prioritization Approach • Potential Prioritization Stress Reactions
Thinking through all of the steps in a process without Getting stuck in the details to the point of inaction;
overlooking details; Demonstrating an eagerness to Taking on more than they can handle
help and to come through for others

• Prioritization Strengths
Reviewing work for correctness and providing detailed
analysis of options or ideas; Welcoming requests and
positioning self as an available resource
• When you notice yourself reacting to stress, try the
following:
Request clarification on where to focus your efforts
when working under tight deadlines or on multiple
projects concurrently; Ask for permission to say 'no' to
requests and for additional resources and support
when feeling overextended

Tips to build your Prioritization skills

• Be careful to not get too involved with details that you lose focus or don’t recognize the overarching threats or
needs.

• Address conflict or difficult conversations in a timely and direct manner. Be mindful that if you try to appease
everyone, it can negatively impact the overall goals.

Strengths to leverage to improve your Prioritization skills

• Continue to help the team explore in detail the options and ideas that are in front of them. Your insights will enable
others to make the most informed decision possible.

• You are collaborative and supportive of others, which encourages people to share their needs and ideas with you.

Tips for working with your manager to develop your Prioritization skills
• When prioritizing work, partner with your manager to realistically describe concrete, practical issues that the team
is facing and how best to confront these issues sooner than later.

• Your manager may be able to provide tips on how to prioritize your schedule. Otherwise, you might take on many
requests and end up in a situation where there isn’t enough time to complete all tasks thoroughly.

Copyright ©2021 Caliper Management. All rights reserved. 11

CALIPER Essentials Scoring Norms: US
 essentials
CALIPER Developmental Guide Maggie Sattler

JOINT ACTION PLAN

Now that you have feedback from a coach, mentor, or manager and ideas for development, work together to create an
action plan for the behavioral changes you would like to make.

For more information about filling out your Joint Action plan and to get an interactive PDF copy, please visit the
Caliper Essentials Individual Developmental Guide landing page.

Here is an example of how a Joint Action Plan might look.

Please click here to download your interactive Joint Action Plan.

Copyright ©2021 Caliper Management. All rights reserved. 12

CALIPER Essentials Scoring Norms: US