Separate observable behavior from deal outcome
Coach against observable sales behaviors instead of assuming the deal result tells the whole story.
Do not confuse revenue with evidence Managers naturally look at the scoreboard first. The problem is that deal outcome is a lagging, noisy signal. A win can hide weak process. A loss can hide strong process. Coaching needs a cleaner unit of analysis. That is what a skill matrix gives you. Instead of one blurry judgment such as 'good seller' or 'needs work,' the manager breaks the work into specific capabilities: discovery, qualification, stakeholder mapping, business-case development, next-step control, and so on. Each capability is judged from observable behavior. The matrix is useful because it reduces attribution errors. When you…
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