Frequently Asked Questions
Do the mindsets correlate with Dweck’s concept of fixed and growth mindsets?
The idea of fixed and growth mindsets was not used when developing the concept of mindsets for the FinxS Sales Competence Assessment.
We do not associate our mindsets with “abilities” or “skills”; those terms would be a closer fit with the sales competencies.
We see the mindsets more as “ways to succeed”, “ways to approach challenges”, maybe even as “ways to survive under pressure”. This way, even though not within the Extended DISC framework, the mindsets are closer to Profile II than Profile I (which we suggest Dweck’s Concepts may relate to better).
The fixed and growth mindset concept could be related in so far as we can to some extent define ourselves if we consider our mindsets as fixed or growth. It would be challenging to change them (in either direction), but we can choose to use them “blindly” or choose to develop skills to use them as situations arise.
What is the difference between sales competencies and sales mindsets?
Sales mindsets are your natural ways of approaching sales. They are more permanent, more spontaneous and likely to be emphasised when you are under pressure.
Sales competencies consist of one to three of your sales mindsets but are also affected by your experience in sales, attitudes to sales, your current sales environment and your sales skills. They are easier to develop and are likely to vary more in a shorter time.
Why is the language in the report quite direct?
The Sales Competence Assessment reports are not designed to be given to the respondent without a prior introduction to the model and the attendance of a facilitator. It is assumed that the person reading their report understands this is a description of how a person with this type of result is usually seen by a prospect/client (or in some cases, a supervisor).
The report is designed to focus on specific points, to help the respondent identify areas they are not using to their full potential and also areas they should be careful about. The report does not consider any result as a good or bad result. It reveals the possible strengths and challenges that every result can bring. For this reason, every respondent, no matter how happy they are with their scores, will be given warning signs (as we know that most weaknesses in a person’s behaviour are overused strengths).
I misunderstood the actual meaning of a competence because the word meant something else to me.
There is no one word in any language that would mean the same to everyone speaking that language as a native language.
For this reason, we always emphasise the importance of reading the descriptions of the sales competences (as well as of the sales mindsets) before drawing any conclusions.
The sales competence names are commonly used competences in sales; however, they may have different meanings in some industries, or if you do not have a background in sales.
Some of the sales competences seem very similar to me.
This is correct; some of the sales competences have a positive correlation with each other, whereas some correlate negatively. This DOES NOT mean they are the same and that every person getting a high score in one would get a high score in the other. The highest correlation between two competences is .47 and the lowest -.57.
Also, every sales competence has some unique features no other sales competence has. If you feel you cannot distinguish the difference between any two sales competences, we suggest you try to describe a salesperson who has a high score in one and a low score in the other, and vice versa. This exercise should help you identify the difference between the two competences.
Are the questions easy to manipulate?
Often, our first response to this question is to ask why someone would want to manipulate the questions. Motivation to answer dishonestly may be a sign that this person is willing to use non-acceptable shortcuts in other aspects of their work as well.
In our opinion, it is not easy to answer dishonestly. The nature of the forced-choice zero-sum questionnaire is that it does not allow you to edit one measured item without at the same time influencing another. If a person wants to say they are something they are not, at the same time they also have to say they are not something that they are. Most times people consider themselves to be “good people” and perceive their strengths as “good strengths”. They would have to say they are not good at something they consider to be a good thing in order to say they are something they are not.
It is doubtful whether a person could easily produce a completely different distribution of scores (even if, for some reason, they wanted to be dishonest). On the other hand, it is possible that a person might raise the score of a single competence (without affecting the scores of the other sales competences too much). This could happen in a situation when a person is convinced they need to have a strong score in a particular aspect of sales. The influence would be the same if the person had practised and focused strongly on developing a particular aspect of sales. If they feel they can do it, that feeling influences the score of that sales competence. Please keep in mind that the tool measures what the person currently feels their most significant strengths (and weaknesses) are in sales.
How was the questionnaire developed and the individual questions selected?
The key to developing the questionnaire was the selection and definition of the sales competences and sales mindsets. The sales competences needed to cover different aspects of sales and be unique enough. The sales mindsets needed to be more like instincts that are natural to some and not natural to others and at the same time relating to sales behaviour.
Once the sales competences and sales mindsets were selected and defined, it was time to develop the actual algorithms behind the questionnaire. The algorithms are classified information. We cannot describe them in more detail.
After the development of the algorithms, the construction of the actual questions could begin. The algorithm defined a “character” for each choice in the questionnaire; what sales mindset it would relate to, what sales competence it should filter into, whether it would be a real question, a fake question, an opposite question or an excuse question.
The final phase in the development of the questionnaire was the selection of the actual questions. The question text needed to correlate with the sales mindset and/or sales competence description it related to, not clearly relate to other sales mindset/sales competence combinations, be unique enough and (naturally) be understandable by a salesperson. We completed several rounds of iterations before the questionnaire was ready for the first round of live testing.
Why can I not get a high score in every sales competence?
We developed the Sales Competence Assessment with the belief that sales professionals can always improve and they are never “perfect”. Some instruments make people sound better than they are. We did not want to do that.
The underlying algorithms ensure that no one will be able to create perfect/very high scores in all 18 Sales Competences. When a respondent selects an option, they are also providing an answer with the choice they do not select. As a result, if a person tries to ‘cheat’ the questionnaire by elevating particular competence score(s), they are simultaneously lowering other(s).
If you score “low” on a particular item, it does NOT mean that you cannot succeed in that area. It could merely mean that right now you prefer to use other competences over this one. Also, you may score low on a competence that you’re good at, but which you don’t need to exercise at the moment (e.g., Prospecting – I’m good at it, not doing it now much though because it’s not required, not a priority).
Why is the sales competence score the same as the average of the sales mindsets (that relate to it)?
Even though the sales mindsets are the building blocks of the sales competences, the sales competence score is not a direct translation of the sales mindsets.
Firstly, each sales mindset is connected to multiple questions, but not all of the questions building the sales mindset relate to all of the sales competences that this sales mindset relates to. Only some of the questions “filter” through the sales mindset to a specific sales competence.
It may be, for example, that only questions that increase the sales mindset score relate to a certain sales competence. Therefore, the sales competence score is higher than the sales mindset score (as the questions lowering the sales mindset score do not relate to the sales competence).
Additionally, in the questionnaire, there are fake questions, opposite questions and excuse questions that relate directly to a sales competence and not at all to any sales mindset. Or conversely, there may be questions relating only to a sales mindset but not to any sales competence.
Why is the score on a particular competence different than I expected?
Typically, this question refers to a lower-than-expected score. Respondents rarely question “high” scores. Also, they may be comparing their scores to the results of other assessments that measure different items using different types of measurement scales.
Firstly, it is critical that the respondents clearly understand the specific definition of the competence. The definitions are included in the FinxS® Sales Competence Assessment. Every word of the definition is important. Very often respondents use their own definitions of the words (for example: “Prospecting” means this to me) and not what the tool is actually designed to measure.
Secondly, the tool measures the current level of the competence and how important it is to the respondent right now. The respondent may have excelled in this competence in the past, but does not perceive it as important to their sales success at the present time.
Finally, the FinxS® Sales Competence Assessment was developed with the philosophy that sales professionals can always improve; they are never “perfect” – there’s always room for development. The assessment is designed to clearly identify what sales professionals perceive to be their greatest strengths and in what sales competences they need the most development at the present time. As a result, the assessment will always identify competences that need development.
Can the competence scores be improved with training and development?
Yes. However, it is important to remember that once sales professionals begin to focus on developing a specific sales competence, they switch their focus away from other ones. It is not uncommon to see other competence scores become lower as these competences are not receiving as much focus, effort and practice.
How are the mindsets calculated?
The exact calculation is the intellectual property of the FinxS® Sales Competence Assessment. However, each mindset is divided into variables. The variables are the elements that create the mindsets. Each variable is measured by separate questions. Each sales competence consists of 1 to 3 mindsets. It is also important to remember that not all the elements of each mindset are included in the calculation of a competence score.
The Mindset Reading Guide makes interpretation easy. It also helps in developing a clear and specific action plan. If you do not have the Mindset Reading Guide, let us know and we will email you one.
Are mindsets trainable?
Yes, but the mindsets are part of one’s frame of mind, the way one thinks. They do not change very easily, especially over a short period of time.
The mindsets illustrate themselves in behaviour. One can learn the behaviours of the different mindsets, and therefore, one can make others perceive they have the mindsets. However, over time and without conscious effort and development, sales professionals are very likely to return to their natural mindsets. The same is likely to occur when the sales professional is under pressure or stress.
One can train the mindsets but it requires reinforcement.
What does a low competence score mean?
If a respondent scores “low” on a particular competence, it does NOT mean they cannot succeed in that area. It could simply mean that right now they prefer to use other sales competences to this specific one.
It can also mean that the person does not have experience in this competence and therefore is not aware of how to use it or does not recognise themselves using it.
What makes the FinxS® Sales Competence Assessment unique and different from other sales assessments?
The FinxS® Sales Competence Assessment and the DISC-based, FinxS® Sales 18, are designed to measure 18 competences of sales success. They make a clear connection between the hard-wired DISC-style and the learned sales competences to create a road map to sales success.
Beyond the competences, the FinxS® Sales Competence Assessment measures a sales professional’s mindsets to uncover self-defeating beliefs and attitudes that create obstacles to success in sales.
The concept of the Excuse Index also adds another dimension to interpret the results as it does not focus so much on if one has the competence, but more on how willing one is currently to commit to using the competences in sales.
Finally, the FinxS® Sales Competence Assessment and the FinxS® Sales 18 are intuitive, so sales professionals and sales managers can use the results with the help of a trained sales coach. As a result, instead of focusing on how to interpret the results, they can focus on how to use the results.
Can the Extended DISC® Behavioural Analysis results connect to the FinxS® Sales Competence Assessment?
Yes, seamlessly.
The FinxS® Sales 18 is specifically intended to be used with the FinxS® Sales Competence Assessment. It identifies a sales professional’s natural, hard-wired DISC behavioural tendencies in the same 18 competences of selling success. It also uncovers the similarities and differences between an individual’s natural behavioural style and their current level of competence.
Each of the 18 sales competences is deconstructed into individual behavioural competences to allow for a very clear identification of an individual’s unique sales strengths and development areas. In addition, the FinxS® Sales 18 very clearly identifies if sales professionals are performing better than their natural style predicts, or if they are not using their full potential.
There is also a correlation between many of the sales competences and certain behavioural styles measured by the Behavioural Analysis.
I completed the questionnaire twice and the score in some of the competences seems to be different.
First of all, if you come with experience of having used the Extended DISC Behavioural Analysis, you need to focus on shifting your thinking away from how the Behavioural Analysis works and what are considered to be the crucial validation elements of that instrument.
When we are measuring your NATURAL spontaneous response (DISC), it is assumed that something that is natural to you would not change very easily. When we are measuring your CURRENT BELIEF (SCA), it is more likely that there will be some variation between the results.
Another aspect is that the Behavioural Analysis only produces results if you are consistent with your answering, and producing some other results would require changing the answering logic in the whole questionnaire.
The Sales Competence Assessment (like all similar tools) measures a number of independent items, and unlike in the Behavioural Analysis, not all questions measure all items. Therefore, producing a different result in one measurable item (e.g., one sales competence) is much easier and much more likely to happen (you only need to answer differently in some of the questions, while still keeping the main answering logic the same).
Therefore, the instrument is defined to measure your current perception. (Normally, this should not be far from your natural, but there is an existing and distinct difference between these two concepts).
You could think of it in terms of the SCA measuring Profile I type information.
In addition to normal changes in the environment, skills development, improved self-esteem and so on, repeated answering is likely to produce slightly different results. We do not recommend people complete the questionnaire multiple times – without enough time or something significant happening in between. There is no mechanism that would encourage you to answer in the same way; it’s simply human nature that makes us answer differently in some aspects (nothing to do with honesty).
It is important to note that the instrument measures “your perception” and also to realise that what we measure can change. The results form a basis for discussion, be it in an interview during the recruitment process or in a coaching session with the purpose of development; the SCA is not a “stamp on official paper”. There is a reason why the person answered the way they answered, and the tool is designed to find the root cause for why you believe you are good in some aspects of selling and why you feel you are not good in some.