Getting an accurate pulse on a large sales organization is like getting input from 500 people about an upcoming dinner party — it’s not easy. And if you miss the mark, the most vocal people in the company will communicate how they feel about the “party.”

In order to get it right, it’s crucial to accurately assess skill rather than the client’s ability to answer a few questions about what they deem important. Many organizations focus on surveys, but they don’t reveal actual sales capability. In order to assess a seller, you have to watch the seller.

This e-book shares a four-step approach, including:

  • Redefining capabilities
  • Identifying behaviors
  • Picking a relevant sample
  • Creating transcripts

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