1. 360 Feedback
Jim Bentler
Division Vice President
Terminix International
This document is based on data-gathering interviews, standardized
self-development questionnaires and information supplied directly by
Jim and his work colleagues at Terminix to provide a foundation for
growth and development. All information was collected and
interpreted by Jeremy Robinson, Executive Coach, Robinson Capital
Corp.
Strengths
 In depth understanding of the business…”Probably the best
operator from a procedures, systems and standards point of view,
that we have in the company…” (Note: quotes taken from Executive
Assessment from Jim’s co-workers, conducted by Executive Coach
on his behalf).
 From a management standpoint, “he knows what aspects of this
business need to be managed to achieve the results he needs. He
knows the Xs and Os better than everybody.”
 Understands the business. “Understands the levers that need to be
pulled to create the outputs desired. Very engaged and involved
with the business. He doesn’t just sit at a high level and manage
with a ivory tower mentality- he is mentally and physically in the
trenches to get the job done.”

2.  Knows what to look for in a P & L. “Jim is gifted in the ability to
mange with a P & L in understanding what category should be as
what percentage and then understanding how to drive or create the
necessary adjustments to those categories that are off.”
 Excellent troubleshooter; can spot problems in a branch.
 He is intuitive towards the business. “He’s got the ability to analyze
facts, figures, and he is very driven. Going along with driven is he
has definite plans. He knows what he wants to do and he is going to
push to get to that goal. An intelligent person. Some givens: he
understands the business, the pest control industry.”
 Driven, accountable; committed to delivering results; gets things
done.
 High standards for self and others to produce results.
 Concise communication; gets to the point quickly. Very clear about
what he wants.
 Returns call promptly and doesn’t leave anyone hanging. Gives
others a sense that they can count on him.
 Charismatic. Can be very engaging and fun to be around.
Executive Assessment for Jim Bentler, Terminix
Selected Respondents: Direct Reports, Part 2
Executive Coach: Jeremy Robinson
1.What business is Jim in and what is his key role in it?
# 1: VP of Terminix in NE Division.

3. # 2: Jim’s role is DVP of NE and my mentor and coach and everything
else that goes along with it. Jim is responsible for driving revenue in
his regions. Giving all the region managers- 12 or 13- the tools and the
guidance to achieve our individual numbers. Mentor and coach to help
me achieve my goals.
# 3: Pest control business. DVP.
# 4: Operations management, people development and his key role is
leadership, planning and execution.
# 5: Jim is in coaching and development. His key role is coaching-
talking me off the ledge and making sure I am seeing the big picture.
2. What are Jim’s strengths as a leader and manager?
# 1: His straight-forwardness. Always upfront, honest, fair, you know
where you stand. He lays out the expectation. Good at getting
commitment, motivating and follow-through. Consistent.
# 2: Overall vision of his plan.
# 3: Mentoring, coaching. Really knows the business very well. He
helps me with my decision-making.
# 4: Sales focus. He understands the sell side and the buying dynamics.
He also has the ability to lay that over the operations. Strengths are
sales and operations.
# 5: Diligence. Adheres to basics. Problem-solving. Forecasting. Plan
implementation and follow-up.
3. Please provide an example of when you saw Jim using one of his
strengths?
# 1: Working through a new conversion of a pay plan, Jim forecasted
our expenses and what we would need to do to offset.
# 2: I’ll call him- I had a proposed bird job and it got real ugly. He
gave me advice about what kind of letters to send out so we could limit
our losses. We ended up getting out of it.

4. # 3: When I made the transfer from one area to another. He gave me
some guidance about what the people were looking for and he gave me
the autonomy to go out and do that. Two months later, it’s happening.
# 4: During the conversion process, he was pretty clear on the correct
way to get the actual conversions done correctly without impacting the
P & L. He had good foresight into the program.
# 5: Wrapped up in trying to fix an operation. He listens and he really
is digesting what you are saying to him. He doesn’t belittle you or beat
you up over the minutiae. He lets you keep talking and you are able to
talk yourself into a solution. And he returns his phone call promptly.
4. On a scale of one to ten, with ten being the highest rating, how good
a fit is this job for Jim (1-10 scale)?
# 1: Eight point five.
# 2: Eight.
# 3: Nine.
# 4: Eight.
# 5: Nine plus. Very good at his job.
5.What makes it easier for you to work for him?
# 1: He lets me manage and make my own decisions. When I need him,
he gets back to me. I think he does a really good job there.
# 2: He does allow you to run your region without micromanaging. He
empowers you to do so.
# 3: I believe there is a mutual respect. I can speak my mind and he
can speak his mind - neither takes offense to it.
# 4: I find it very easy to talk to Jim and discuss problems and arrive at
solutions. He’s not judgmental. He’s been there. He gave some good
insights into how to solve the problem.
# 5: I understand his management style.

5. 6.What does Jim value in a Direct Report?
# 1: Accuracy.
# 2: Ability to do the job. It’s about getting the job done.
# 3: Results, that’s first and foremost. Consistent. Fair and honest
with him. Tell if there is difficulty. Ask for help if you need it. Get
reports in on time. Don’t surprise him with anything and I think you
will do well.
# 4: Honesty.
# 5: Compliance. Response to what he asks done. He likes to see
accuracy and action once he advises you of the issues.
7. How would you describe his management style?
# 1: He lets you manage your business. He’s there for support. If he
sees something, he will step in. He has let me go and make my own
decisions.
# 2: Result-driven management style. We’ve got a job to do and he
expects the results to be there. Drive the business and turn that into
profits. Definitely a numbers driven guy.
# 3: To the point. Very detailed outline of what he expects.
# 4: He confronts problems and brings them to the forefront. All
performance driven. If you are not performing, you will hear from Jim.
# 5: It’s changed. One of the things I can see about Jim- he may come
across as hard-core but when you sit down and talk with him, he does
support input. He shares leadership. It is not a dictatorship. He will
take the time. He’ll give you feedback. Sometimes he will talk over
your head and I can’t get him to break it down into details. It is not
Jim’s short-fall, it is my short-fall.
8. How does he develop people?

6. # 1: Pretty much lets you manage your business. If it is something he
sees when he is looking at the business, he will call you and let you
know. He won’t let you collapse and make bad business decisions.
# 2: He will require you to self-manage and look at certain reports and
hear where you should be going and what are you doing to fix it. He’ll
give you direction and leadership and ask you to get back to him to
discuss it.
# 3: He allows me to develop and grow by making sure I’ve got enough
challenges. There’s definitely some challenges that aren’t normal in
the Terminix world. Always making sure that there will be a plan of
action for after we hang up. He’s a “conservative out of the box”. He
lets you run your business based on your demographics.
# 4: Looks for areas of opportunity though conversations. He identifies
those and shares his experience. Or challenges you to get outside your
comfort zone. Kind of does it by example. How he deals with us. He can
be hands on or hands off. Depending on our results. Coaching from
that line. He’s always there. Once a day. Checking in to see how things
are going. He is more than willing to give guidance or do it himself.
# 5: Empowering them and letting them learn from their mistakes.
Explaining what they did wrong and how to prevent it in the future.
9. How does he relate to Leaders? Customers?
# 1: That’s his strength. Very customer service oriented. He doesn’t
tolerate anybody who doesn’t provide good customer service.
# 2: He’s in a tight-knit group there. He always preaches, put the
customer first in setting out his business model. Which is good- he gets
us back focused on the customer.
# 3: Very customer-focused. A non-negotiable item with him.
Customer wins. He relates very well with the powers that be. Well-
respected.
# 4: Very well.
# 5: Not sure how he relates to customers. Never seen that. Relations
with leaders through meetings, I think he does extremely well. He puts
himself in your shoes as just one of the guys. You never feel he is

7. ruling by intimidation or the power. He is counting on you to get it
done and you are willing to fight that war for him.