Classification–The best CSO’s we know put a line in the sand; a ‘B’ player is somebody who can become an ‘A’ player in 18 months or less. They do not let their sales managers stray from this standard.

 

Expectations— ‘A’ player CSOs manage themselves and their teams around two critical talent management metrics:

 

  1. New Hire Batting Average– How many new hires became ‘A’ players in their first year.
  2. B Player Development– How many ‘B’ players became ‘A” players over the past 12 months. The benchmark is 57%.

 

Execution –Begin your next annual meeting with a formal review of the last Career Action Plan.

 

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  1. Have the employee drive the discussion. This ensures ownership.
  2. Every developmental action consists of a measurable result. This ensures accountability.
  3. The Career Action Plan is focused equally on Accountabilities (Results) and Competencies (Behaviors)
  4. Conduct a 60 minute session Quarterly to ensure progress is being made. This is the most valuable hour you can spend. Development is not an event; it is process.

 

‘A’ players are ‘A’ players because they drive a disproportionate % of your revenue. Your ability as a leader to develop B players to A players will determine you and your organization’s ability to scale. Sales performance is equal parts talent, equal parts performance conditions. My friends Charlie Roach and Walt Megura have developed great teams through people by executing the above best practices. What is working for you? Appreciate hearing about it.

 

 

ABOUT THE AUTHOR

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 joining SBI in 2009, Matt spent eleven years leading sales and marketing team 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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