Use when hiring, onboarding, coaching, or performance-managing sellers: hiring loops, ramp plans, 1:1s, improvement plans, and succession.
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Use this when hiring, onboarding, coaching, or performance-managing sellers. Start from the role or rep, the hiring bar or scorecard, interview notes, the CRM and call record for the rep, quota attainment to date, and the performance window in play.
Set the bar before any hire: a one-page scorecard with checkable must-haves, targets, and title variants. Run structured loops with competency ownership per slot, one-page panel packets, and a debrief that collates scorecards by competency and records the decision. Three passes for the same reason means the bar is wrong, not the candidates.
Onboard on a 30/60/90 against the enablement certification gates: Learn days 1-30, Apply days 31-60, Lead days 61-90. Daily 1:1 coaching for the first 20 days, then weekly. Full enterprise productivity takes 2 to 3 quarters on a 40/75/100 quota curve or pipeline-first target, weighted by territory potential.
Coach in weekly 1:1s against the call record, not vibes: score calls on counts plus quality dimensions with quotes, name the weakest dimension, and set one dated habit fix. Track repeat misses across calls in a coaching log; two calls with the same miss becomes the week's drill. Coach behaviors, never outcomes. Stagger 1:1s against pipeline and deal reviews through the week, and intensify the cadence in the final two weeks of the quarter.
For an at-risk rep, first diagnose the gap type — skill, will, or fit — and check selling time and structural causes before judging the rep. Then co-write a dated 30-60-day improvement plan with the rep: goals that are specific, measurable, achievable, relevant, and time-bound, each with its metric, the productive activities that close the FACT gap, named support and resources, weekly evidence check-ins, and an agreed review point, typically 6-8 weeks. The plan carries start and end dates plus the rep's written acknowledgement. Name the verdict plainly at the end: on pace, extended with cause, or exited. A rep-facing review only goes out with owner yes.
Keep a bench: name the successor for every critical seat, the readiness gap, and the dated development plan. Review the bench quarterly with hiring and calibration notes.
The scorecard and loop plan with debrief record, the 30/60/90 with cert-gate enforcement, the 1:1 coaching log with dated fixes, the improvement plan with decision date, and a succession bench.
No call record means you coach from CRM activity and shadow notes and ask for one transcript. No scorecard means you draft the bar from the top rep's profile and get a yes before any loop. Nothing rep-facing sends and no hire, improvement-plan, or exit decision is communicated without your explicit yes.
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