Graham🐝 Edwards

8 years ago · 1 minutes of reading · ~10 ·

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Moments — build and develop...

Moments — build and develop...

) ARC AL es Fr 1 4"I need you to hire 15 people and fill this room."

"How long do I have?"

"Three months."

"OK"

Three months later bums were in seats; then 24 months later (after some course corrections) viability was proven  — the team, as well as its expanded future iterations, became part of the sales channel strategy.


I only think of this because recently I came upon the Inside Sales Development Program manual I created as part of the ongoing development of the Inside Sales channel — I smiled as I thumbed through the manual not only because of the memories but also because of the reminder that once you have built something there is an ongoing need to keep developing it.

Constant development begets constant building.
An iterative process designed to foster a culture of continued improvement The assessment process focuses on the behaviors which make up the 8 competencies for Inside Sales. “Behaviors are assessed through the 151 and IS2 levels as part of a competency progression using the assessment grid “Behaviors are either demonstrated or they are not; they can not be partially demonstrated. “Competencies can be partially demonstrated based on the number of behaviors demonstrated. “Assessment occurs formally no less than every three months and informally where appropriate. “Assessment is the primary responsibility of the ISM with support from the IS rep and other designated coaches. Assessment H Planning Hl Implementation and Rhythm -- The Planning process focuses on creating action plans to develop behaviors and competencies within Inside Sales. “Two types of planning templates serve as 100s to focus on either General or Specific competency development - all new Inside Sales AMs begin with the General competency plan. The templates have been formatted to produce SMART objectives and focus. “The planning process is developed between the Inside Sales Manager and the Inside Sales AM and reflects the developmental needs highlighted in the assessment. “The planning process may take a number of sessions to ensure focus, granularity and to develop planning skills. “The implementation and management of the development plan is owned by the Inside Sales AM (in conjunction with the manager and coaches). “Monthly “coaching and development” operating mechanisms are established to ensure progression of the Development Plan within defined timelines. ‘Depending on the Development Plan additional rhythms may be established to progress the activities. Plans are completed and reviewed to ensure that objectives, activities and timeframes were met. ‘Re-assess to determine change in behaviors of the focus competency areas.

Ironically, this development program was never used by its intended audience but did become the core for another initiative and team I helped built — and with it, I became a better strategic thinker, tactical executer, and people leader.

Build and develop... build and develop...

There is no other way.

iamgpe


""
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