Situational Sales Leadership Final Fun Quiz

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Situational Sales Leadership Final Fun Quiz!

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1. The first question a Situational Sales Leader asks in assessing the development of a sales rep is:

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2. The two dynamics Situational Sales Leadership uses to assess the development of a sales rep are:

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3. Competence in Situational Sales Leadership is the assessment of a salesperson’s:

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4. Commitment in Situational Sales Leadership is the assessment of a salesperson’s:

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5. Mason doesn’t see any value in completing call reports in Sales Force. Although it’s easy for him to do, he doesn’t like doing it and feels that Big Brother is always watching him. On this task Mason is:

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6. Emma is super frustrated trying to put together a competitive analysis her manager asked her to complete. She’s never done one before, doesn’t know where to start, and can’t make sense of any of the information he sent her. She’s seriously thinking of giving up on the project. On this task Emma is:

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7. James is excited to begin tackling his call list. He’s never been in sales before, but based on a YouTube video he just watched, all he has to do is pick up the phone and start “dialing for dollars.” On this task James is:

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8. It is entirely possible for a salesperson to be at Development Level 1, 2, 3, and 4 all at the same time related to the various goals and tasks they need to complete.

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9. The two dynamics that Situational Sales Leadership uses to respond to various development levels are:

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10. Which of these activities is not providing direction:

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11. Support provides sales reps with:

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12. Which of the statements below is accurate?

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13. In a one-on-one with a new team member, Taylor is providing this salesperson with concrete examples of effective outbound phone prospecting. She’s also set up times where he can shadow the calls of other team members who excel at this task. Taylor is using:

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14. Oliver’s sales team is the top sales team in the company when it comes to lead generation. The head of sales wants them to assess a new outbound email marketing plan. Oliver has given the plan to the group, asked them to work on it together, and come to him with any questions. Oliver us using:

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15. Kyle is frustrated because another big deal he forecasted to close pushed to the next quarter. His manager let him vent his frustration but then worked with him on building close plans for key accounts in his pipeline. Kyle’s manager is using:

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16. Which of the leadership styles asks lots of questions and listens, helping a salesperson hear their own voice and find their own way?

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17. Which of the leadership styles has no margin for error? If you’re too directive, it doesn’t build a salesperson’s commitment. If you’re too supportive, it does doesn’t build a salesperson’s competence.

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18. Which of the leadership styles affirms the enthusiasm of someone new to a goal or task and then leans in, giving clear instructions and concrete examples?

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19. Which of the leadership styles pushes for little bit more—a stretch goal—so a more seasoned seller doesn’t get bored?

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20. Micromanagement isn’t providing direction when direction is needed. It’s continuing to provide direction when it’s no longer needed.

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21. Oliver is going over a form in Sales Force line by line by line with one of his sales team members who isn’t filling it out completely. This salesperson knows how to fill out the form, and has done it many times before, she just doesn’t think it’s important because no one uses the information she provides. Oliver is using:

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22. Taylor has asked one of her seasoned sellers to lead the next sales team meeting. He’s never led a sales team meeting before and is really excited to do it. But Taylor doesn’t want to be seen as a micromanager, so she’s letting him figure it out on his own with little input from her. Taylor is using:

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23. One of Henry’s sales team members has begun to go backwards in his development. In their weekly one-on-one, Henry asks a series of open-ended questions to find out what’s going on before drawing any conclusions or offering any advice. Henry is managing regression by using:

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24. One of Mia’s sales team members insists she’s at Development Level 4 when it comes to setting next steps with a buyer. Mia disagrees, but instead of arguing with this rep, she’s chosen to go with her assessment but checks in every other day or so about it. Mia is managing disagreement on development by:

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25. Situational Sales Leadership helps busy sales managers:

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