In my next posts, we will delve into the art of asking the questions and how to judge the answers. For now, lets determine the baseline.  What are the steps to determining the right questions? You must conduct a competency profile of your existing team. There are 3 steps:


Step 1. Competency Identification-conduct a competency profile of your top performers with a ranking of 1-6 for each competency. To go and find more ‘A” players, you must first understand the make up of your current ‘A’ players.


Step 2. Actionable Discovery-understand from the following viewpoints why your ‘A’ players are as good as they are:


  • customers/prospects
  • executives
  • competitors
  • peers
  • ‘A’ players themselves


Step 3. Quantify the importance of each competency-are all of the competencies you identified mandatory or can some be optional? Our research tells us that of the 55 sales competencies, 25-30 is the maximum number for mandatory, depending on the role.


If you are looking for proof, Eric Zimmer, EVP at Safety Kleen and Dick Surdykowski, SVP at Recall, have each implemented competency based profiles and improved ‘A’ player hiring over 20% in thier sales forces in the last 18 months.




Matt Sharrers

Studies and works with the top 1% of B2B sales and marketing leaders who generate above average revenue growth for their companies.

Matt is arguably one of the industry’s most connected, and physically fit, sales leaders. He “lives 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. Because of Matt’s unique access to the best sales talent, private equity investors tend to turn to him first when they need to hire remarkable leaders to unlock trapped growth inside of their portfolio companies. Matt’s recent engagements include work commissioned by private equity leaders Permira, TPG, Bain Capital and Hellman & Friedman.


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