Jeff Rearden
Graybar Electric > Dallas > St. Louisjeffrearden@gmail.com
The Match Score indicates how well the individual aligns with the job. The overall recommendation ranges from 0.5 to 5.0, despite possible label variations
The assessment evaluates traits and competencies to assess the individual's potential for success in a specific role. The Leading Strengths and Potential Weaknesses section summarizes the top 2 traits where the individual falls within or outside the ideal ranges. The blue range represents the ideal scoring range for each trait.
A green indicator represents a score within the ideal range while a yellow indicator refers to a score outside the range. The score line’s position reflects the individual’s score relative to the general population.
The match area (blue area) represents the ideal range for each attribute in the role. The match indicator reflects their natural inclination for each attribute. When within the match area, their natural tendencies are likely to be beneficial. Being outside the match area may limit your natural tendencies and require attention.
The individual scored below the match area
Tell me about a time when you had difficulty understanding exactly what the customer wanted. What did you do? How did you overcome the situation? What are the most important issues to address at the start of the customer relationship?
Listen for the individual's ability to clearly identify the specific needs of the prospect.
ANSWER
Fortune Favors the Bold! They prefer a competitive organization that emphasizes strength and decisiveness.
In work environments where employees are expected to quickly follow orders, with a very firm top-down structure, and where tradition is always respected.
With leaders who are strong and forceful, encourage competition, and reward employees who take decisive action.
With colleagues who are confident, thrive on healthy competition, and strive for personal rewards and recognition.
In work environments that value purpose over power, prefer kindness over competition, and seek to serve the world rather than control it.
With leaders who are more idealistic than practical, provide general guidelines instead of specific instructions, and favor group over individual rewards.
With colleagues who are more focused on the future than on the present reality, would rather act selflessly than competitively, and rely on emotions over facts.
Fortune Favors the Bold! They prefer a competitive organization that emphasizes strength and decisiveness.
In work environments where employees are expected to quickly follow orders, with a very firm top-down structure, and where tradition is always respected.
With leaders who are strong and forceful, encourage competition, and reward employees who take decisive action.
With colleagues who are confident, thrive on healthy competition, and strive for personal rewards and recognition.
In work environments that value purpose over power, prefer kindness over competition, and seek to serve the world rather than control it.
With leaders who are more idealistic than practical, provide general guidelines instead of specific instructions, and favor group over individual rewards.
With colleagues who are more focused on the future than on the present reality, would rather act selflessly than competitively, and rely on emotions over facts.
Drives Results! They prefer a performance-focused organization where employees strive to be the best.
In work environments that are competitive, goal-oriented, and focused on achieving outcomes above all else.
With leaders who are competitive, push their teams hard, and motivate employees through financial incentives.
With colleagues who are hard-working, driven by personal success and improvement, and focused on individual goals.
In work environments that prioritize relationships over results, require a lot of collaboration, and need consensus before finalizing a decision.
With leaders who are very focused on collaboration, make slower decisions because they wait to consult with others, and prioritize building alliances over getting results.
With colleagues who spend a lot of time socializing, prefer to work on teams instead of independently, and expect decisions to be made by consensus.
Stays Grounded! They prefer a rational and risk-conscious organization that values preparedness and caution.
In work environments that have clear rules and processes, avoid risky decisions, and where work is consistent and predictable.
With leaders who secure stability for their employees, look out for potential risks, and reward cautious and consistent performance.
With colleagues who like to plan and organize, who avoid taking on risk, and who think through details before acting.
In work environments where details are lost in the big picture, that require creative solutions, and that encourage experimentation over proven processes.
With leaders who are more imaginative than practical, seek changes that may disrupt stability, and expect employees to offer innovative ideas.
With colleagues who share big ideas without realistic implementation, seek unique perspectives over conventional ones, and discount established methods.
Interested in learning more? Interview Best Practices
Are you prepared to conduct an interview? Great interviews always include these three things: a structured format, specific work-related questions, and consistency in approach.
Use the structured interview questions below to gather additional insight on this person, and follow this process for other people being interviewed. This creates a level playing field, enabling you to compare people using the same standard.
The individual scored below the match area
Tell me about a time when you had difficulty understanding exactly what the customer wanted. What did you do? How did you overcome the situation? What are the most important issues to address at the start of the customer relationship?
Listen for the individual's ability to clearly identify the specific needs of the prospect.
ANSWER
Tell me about a time when you needed to adapt your communication style to meet the needs of a particular person or audience. What was your approach? What was the outcome?
ANSWER
Tell me about a time when you had a miscommunication with someone. What happened? How did you become aware of the miscommunication? What was the final outcome?
ANSWER
Tell me about a time when you were assigned an important task at work. How did you hold yourself accountable to ensure the task was completed on-time and up to standards? How did you approach the task? What was the result?
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Tell me about a time when you were assigned responsibility for a work project, and you did not achieve your desired objective. What was the project? What did you do to accomplish it? Why do you think the project was not completed or fell short?
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Describe a time when you had an important decision to make, but had several alternatives to choose from. What criteria went into your decision? What was the result?
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Tell me about a time when you implemented a solution to a problem and then discovered later that the problem was not fixed. What actions did you take? What was the result?
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Give me several examples of important business relationships you have developed with people from other parts of your organization or with people outside the organization that have helped you to meet your business objectives.
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What is your strategy for developing business relationships? How do you go about developing these relationships? What do you do to sustain and maintain them over time?
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Describe a stressful situation at work that you experienced. What was the situation? How did you react to it? How did this impact your work performance?
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Tell me about the last significant setback you had at work. What was the situation? What happened? How did you react?
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Tell me about a time when you handled a disagreement among coworkers. What were the opposing points of view? How did you approach the situation? What was the outcome?
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Tell me about a time when you disagreed with a direction or idea that your boss suggested. How did you approach the disagreement with your boss? What was the end result of the discussion?
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Have you ever had to persuade a coworker or manager to accept an idea that you knew they would not like? What was the issue? How did you go about convincing them? How successful were you in getting them to change their mind?
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Tell me about a recent work experience when you tried to persuade a colleague or customer of something and were unsuccessful. What was the situation? What did you do? What would you do differently next time?
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Tell me about a recent time when you had to plan a project or some work you had been assigned. What was the assignment or project? Describe your approach.
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Tell me about a project that you were responsible for planning that did not go as smoothly as you would have liked. What did you do? If you could redo the planning of the project, what would you do differently?
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