"...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
How your team sells is the hardest thing to see.
You can see how busy people are and what they closed. What happens in between, the quality of the conversations, reaches you as opinion, passed up through however many layers of management.
That makes training spend hard to justify and new starters hard to predict, because nobody can show you what changed.
What changes
See how your team actually sells.
Skills across the team
Skill levels for every person and every team, all measured the same way.Coaching actually happening
See whether one-to-ones are happening and whether agreed actions get followed up.Watch new starters
New people are tracked on the same skills as everyone else, from week one.Early warning
Slipping skills show up before they show up in the revenue.Spend you can defend
Link training spend to measured change on real conversations, not to who attended.Multi-team and multi-brand
Roll everything up across teams, brands or clients without losing the conversations behind it.
What you see
What you review.
A typical week
How the quarter runs.
- 01
Set the standard
Agree the framework everyone will be measured against.
- 02
Watch the trend
Monthly movement by team and by skill, not one overall score.
- 03
Aim the effort
Point your managers and training team at the biggest gaps.
- 04
Report the change
Before and after proof for the board, by person and by team.
See what sits behind the numbers.
Start with two weeks of real conversations and judge it from there.