"...so what does your current process look like for that?"
Strong open question. Next: layer a follow-up to surface the cost of the current process.
The problem
The hardest part is knowing what to build.
Priorities usually arrive as opinions. A leader's hunch, a loud request, or last quarter's lost deals. You then spend weeks building for the loudest voice rather than the biggest gap.
Proving it worked is harder still. Attendance and completion tell you the training ran. They do not tell you the conversations got better.
What changes
From opinion to facts.
Skill gaps in order
See where the team is genuinely weak, and how many people it affects.Adoption you can see
See whether the framework you rolled out is actually being used on conversations, or quietly ignored.Before and after
Measure the same skills, on the same terms, before and after your programme.Your framework, encoded
Conversations are scored against your own method and playbook, with clear guidance on every point.Reinforcement built in
Weekly themes and daily nudges carry your programme into the working week instead of it ending at the workshop.Just ask
Ask a question about what is happening across all your conversations instead of waiting for a report.
What you see
What you analyse.
A typical week
How a programme runs.
- 01
Start point
Measure the skills you want to improve, before you build anything.
- 02
Pick the target
Choose by the size of the gap and what it is worth, not by who asked loudest.
- 03
Reinforce
The weekly theme carries the programme into daily selling.
- 04
Measure again
Same skills, later period. The difference is your result.
Prove the programme worked.
Measure, teach, measure again, using the same conversations and the same standard throughout.