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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