In an ideal world, you’d have “A” players in every role. But let’s face it. You have limited time and budget to contend with. And some roles are more important than others to insert top-performers into.



Put top talent in these three key roles for better revenue results in 2016

To grow your revenue in 2016, these three “A” players are pivotal:


  • CMO
  • CSO
  • Head of product development


Attracting top talent into these roles is easier said than done, though. An effective talent strategy is one key to making this happen. The other key, of course, is aligning talent strategy with the other functional strategies.


In our 2016 report, we detailed seven steps to an aligned, top-rate talent strategy. For a quick recap, check out this post. To place top talent in these three roles, however, the first two steps are crucial. So let’s hit those steps a little harder here…


Step 1: Profiles

Your leadership team might not be able to agree on what defines an “A” player. But you have to set the standard in order to create a sustainable process.


Sit down with your HR team and the key stakeholders to complete each profile. Consider the following:


  • Competencies
  • Accountabilities
  • Compensation package


Step 2: Assessments

Figure out where the gaps are by assessing the current state.


  • Are the right people in the right roles?
  • Is each individual hitting their goals?
  • If they’re hitting their goals, are the goals aggressive enough?
  • What about their teams? Are their teams hitting aggressive goals?


Once you’ve assessed your current strengths and weaknesses, you can identify the gaps. Your ideal CSO, CMO and head of product development should address those gaps.


Outline Expectations for the Role

Now that you’ve created a candidate profile and assessed the gaps, outline expectations. Get granular, here. How will your ideal candidate, your “A” player, address the following?


  • New products
  • Functional strategy
  • Reporting
  • Decision making
  • Establishing best practices
  • Evolution of the organization
  • Winning against the competition


Don’t be afraid to get detailed, here. Nail down expectations for the year, the quarter, each week and even each day.


Defining your expectations will help ensure candidates are capable of performing at higher levels. It will also help the person you’ve chosen understand what is expected of them.


Think Hard About Ideal Characteristics

Now it’s time to think about the characteristics your ideal candidate will possess.


  • How do candidates handle change?
  • Are they in the trenches with employees, or do they prefer some distance?
  • How are their presentation skills?
  • Do they consider themselves resilient?
  • What’s their energy level? Energizer bunny, or slow-and-steady wins the race?
  • Are they already familiar with your company culture?
  • Do they have references within your organization?
  • What, if any, technical proficiency do they possess?


Put these characteristics and the expectations from the previous step together with your candidate profile. These must be integral parts of your ongoing talent plan.


GSBI_Annual_Report.jpgetting top talent in the right places in your organization will increase your success. You can learn more about this in SBI’s latest live workshop. Register for a live How to Make Your Number in 2016 here. An SBI strategist will come to your office for a 90-minute training. And you’ll come away with a plan that sets you up for 2016 success.


Matt Sharrers

Leads the firm's focus on the CEO’s role in accelerating revenue growth by embracing emerging best practices to grow revenue faster than the industry and competitors. 

Matt Sharrers is the CEO of SBI, a management consulting firm specialized in sales and marketing that is dedicated to helping you Make Your Number. Forbes recognizes SBI as one of The Best Management Consulting Firms in 2017.


Over the course of nearly a decade at SBI, Matt Sharrers was an instrumental early partner guiding SBI as the Senior Partner. Matt’s functional responsibilities included acting as the head of sales where he led SBI’s double-digit revenue growth, and was responsible for the hiring function to build SBI’s team of revenue generation experts.


Prior to joining SBI in 2009, Matt spent eleven years leading sales and marketing teams as a Vice President of Sales. Matt has “lived in the field.” As a result, he is the foremost expert in the art of separating fact from fiction as it relates to revenue growth best practices. CEOs and Private equity investors turn to Matt’s team at SBI when they need to unlock trapped growth inside of their companies.



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