How many of your sales people are ramping up, in the sweet spot, or in decline?

Sports coaching, at the highest level, is a fickle business. Career coaches, who win more, year-in, year-out, do a consistently better job of managing a diverse group of athletes, of differing ability, at different stages of their playing careers. In doing so, they create and then extend peak performance amongst the entire squad. Similarly, as organisations search for solutions that create and extend periods of top and bottom-line growth, progressive sales leaders are actively using performance data to manage across an employee lifecycle that is very peculiar to sales.

- how do you set 'breakpoints' between the ramp up, sweet spot, and decline phases, so as to performance manage too hard on-target and revenue objectives that are tenure specific?
- how can sales leaders minimise ramp-up time, maximise the sweet spot and eliminate decline?
- how do you re-focus the organisation's capability and performance improvement initiatives on broadening each end of the sweet spot?