How to Build an Effective Skill Validation Program

Hey, Enablers, Happy Friday. Mike Kunkle here. Welcome to this week’s edition of Sales Enablement Straight Talk!

Introduction

In our last edition, we discussed The Difference Between Skill Validation and Certification in Sales Enablement. Today, let's roll up our sleeves and explore the practical side: how to build a skill validation program that will improve the overall sales effectiveness of your sales force and prime you to demonstrate the value that your sales or revenue enablement program can deliver.

Why Skill Validation Matters

A robust sales skills validation program is essential for ensuring that your sales team consistently performs at its best.

• For new hires: it ensures they are ready to interact with your buyers and customers.
• For your current sales force: by systematically assessing and reinforcing your sales competencies and sales methodology, you can enhance overall sales effectiveness.

The Journey Ahead

In this edition, we'll delve into the key steps involved in establishing a comprehensive skill validation program. From defining core competencies to structuring the program, we'll cover it all.

Let's dig in.

Establishing Your Sales Competencies and Your Sales Methodology

Before diving into validation techniques, let’s lay the groundwork. Consider the following steps.

Identify Your Sales Competencies

• Identify the key competencies required for success in your organization. You can start with a stock set and customize it, use a competency model from your methodology vendor, or build a set based on an analysis of top performers.
• Competencies may include mindsets, beliefs, and inherent traits (often referred to as "sales DNA"), such as drive or grit, resilience, coachability, commitment, and more) or skills such as active listening, demonstrating empathy, conducting root-cause discovery, resolving concerns, negotiating, relationship-building skills, and more).
• For a more detailed example, see this website for a list of 21 sales competencies that Objective Management Group tracks and assesses. OMG assesses for these competencies for hiring and evaluating salespeople, so you can, too. Your competencies can be used for hiring, training, development, and coaching purposes.
• Ensure your competencies align with your company’s values, customer expectations, and industry standards.

Design or Select Your Sales Methodology

• Define or select a sales methodology that spans the entire customer lifecycle. This methodology should guide your team on best practices for account research, new business development, opportunity management, and account management. Think about your entire customer lifecycle, and your sales process from left to right, with your methodology weaved in. And under that methodology, are the underlying sales competencies.

• Note: Read more here about Understanding Sales Process, Methodology, and Competencies.
• Rather than be separate entities, your sales methodology and sales competency model should align, as well. It's a classic "chicken and egg" debate - which comes first, your methodology, or your competencies? I personally find it easier to start from a methodology and build, layer, and align the competency model, but it's really a personal preference. (If I'm working on a hiring system, however, I start with the competencies.)
• I've always been surprised that sales methodology and sales training vendors don't provide a matching competency model, but they typically don't. (With my methodology, available through SPARXiQ, we do.)
• Document the business process, tasks, and workflow, from left to right. This includes the major process stages, decision thresholds, and steps that your sellers should take. Document how it goes when everything runs smoothly (what good looks like) as well as several real-worldly scenarios that pose challenges and concerns. This will inform your onboarding, ongoing training, and how you will plan to validate the skills you've taught, and your managers have coached. If you do this, it will practically write your validation plan for you. It's like the old adages, "begin with the end in mind" or "design for the test."
• If it applies, ensure that your methodology reflects any unique aspects of selling your product or service to your ideal customer profile.

Organizing Your Validation Program

To ensure your sales team is well-prepared and equipped with the necessary skills, it's essential to organize your validation program effectively. It starts with the above work and documentation as described, but now continues to prepare simulated tasks and interactions.

To get started, let's review what we shared last week about Performance Tasks and Skill Validations.

Performance Tasks

These are tasks or projects that require the learner to produce a tangible output or deliverable that demonstrates their knowledge and skill. Performance tasks can assess the learner’s creativity, problem-solving, or collaboration skills, as well as their ability to complete a required task and the quality of their work (what they need to do and how well they do it). They can be either individual tasks (done by the learner alone) or group tasks (collaborating with others). Examples include creating an omnichannel prospecting sequence, proving the right content to the buyer based on a case scenario, assessing and documenting the buyer landscape for a complex opportunity, developing an account plan, or planning a meeting to achieve predetermined objectives. These assessments don’t require verbal skill, interactions, or interpersonal skills, like a role play would, but require the learner to do something that demonstrates the other behind-the-scenes skills that are important to their sales success.

Skill Simulations

These are realistic scenarios that mimic real-world situations that the learner will encounter on the job. Skill simulations require verbal skills, interactions, and interpersonal skills. They can be full-scale simulations such as putting someone into an office setting and observing them “do the job” -- meaning, answer the phone, respond to emails, run meetings, demonstrate sales expertise, and more (although these simulations assess both Performance Tasks and Skills). Or they may be partial simulations, such as a role play designed to assess specific skills. In either case, simulations can be used to test the learner’s ability to apply their skills in a safe and controlled setting, without risking any negative consequences. Simulations can be either virtual (using software, online platforms, and/or AI bots) or physical (a role play with a partner or a panel, observed or recorded and graded). I strongly recommend AI bot or human role plays where the seller must speak and respond to someone else in an interaction, just as they would with a real buyer or customer.

Now, here's how you can break your program down into major sections or parts of the customer lifecycle.

New Business Development

Focus on skills related to lead generation, prospecting, and initial outreach.

• Create scenarios that simulate common outbound outreach channels and sequences: cold calls, emails, LinkedIn approaches, voicemails, warm introductions/referrals, and approaches at networking events or trade shows, as appropriate. Consider creating an easy scenario and then some progressively more difficult ones.
• Assess the seller’s ability to identify potential clients (the right ICP), initiate conversations effectively, navigate disinterest appropriately, and open opportunities. Basically, follow the business workflow from left-to-right, along the customer lifecycle.
• When you have it all documented, ensure you identify and separate tasks into Performance Tasks (the preparation tasks) and Skills/Methodology (the human interactions).

Opportunity Management

This section covers skills needed during the sales cycle.

• Develop simulations for qualifying opportunities, conducting situation assessments (root-cause discovery), multi-threaded deals, navigating the buyer landscape/relationship mapping, presenting or co-creating solutions, negotiating, resolving concerns, and more. For each, consider creating an easy scenario and then some progressively more difficult ones. Basically, follow the business workflow from left-to-right, along the customer lifecycle.
• Evaluate the seller’s ability to move opportunities forward and gain commitment to win deals.
• When you have it all documented, ensure you identify and separate tasks into Performance Tasks (the preparation tasks) and Skills/Methodology (the human interactions).

Account Management

This section involves managing accounts to achieve pre-determined account objectives.

• After acquiring a customer, effective account management becomes crucial. Based on the situation and the sales role, this may include a variety of account management approaches, including territory account management, key account management, or strategic account management. They are all "account management" but the depth and level and skill requirements may vary. For each, consider creating an easy scenario and then some progressively more difficult ones.
• Develop scenarios around account analysis, setting account objectives, navigating the account landscape (relationship maps), developing account plans, conducting customer value reviews or quarterly business reviews, resolving concerns, upselling, cross-selling, and more. Basically, follow the business workflow from left-to-right, along the customer lifecycle.
• Assess the seller’s ability to nurture client relationships and maximize account value.
• When you have it all documented, ensure you identify and separate tasks into Performance Tasks (the preparation tasks) and Skills/Methodology (the human interactions).

Validation Techniques

Precursors: Knowledge Assessments & Competency Surveys

These aren't necessarily required for the validation exercises, themselves, but it is good to have them as a baseline, or possibly even to indicate that someone is ready for their skill validation.

• Optional: Begin with knowledge assessments to gauge the seller’s understanding of sales concepts.
• Optional: Follow up with competency surveys to assess their self-perceived abilities. Reps can assess themselves, and managers can assess their reps.
• Optional: Use the data to determine readiness for validation. If you offer levels of validation, use this data to tailor the validation program to individual readiness.

Performance Tasks

• Assign tasks or projects that demonstrate practical application.
• Examples include creating a sales approach, analyzing customer data, developing an omnichannel prospecting strategy, creating a meeting agenda, or devising a follow-up plan. (The same stuff as above - it carries through.)
• Evaluate creativity, problem-solving, collaboration, and work quality.

Skill Simulations

• Simulations mimic real-world situations where buyer or customer interaction is required. (The same stuff as above - it carries through.)
• Full-scale simulations immerse learners in scenarios (e.g., handling phone calls, running meetings).
• Partial simulations focus on specific skills (e.g., leading a discovery session, asking qualification questions effectively, resolving a challenging or common concern, negotiating a final price, gaining a purchase commitment).
• Use virtual platforms or physical role plays for controlled practice. Sellers can role play with an individual, such as a financial decision maker or a champion, or a panel, to mimic a buying committee.

Designing the Validation Program

To ensure your sales team is well-prepared and equipped with the necessary skills, designing a comprehensive validation program is crucial. With all of the previous aspects understood and foundations in place, it's time to design the program. Let's break down the program into key components.

Keep in mind that I have selected only a sample of possible scenarios in each section. You would select or gain consensus on which process stages, steps, or tasks that you deem important enough to validate to release a seller from onboarding, or allow them to sell a new product, or consider them for their next-level role, or to deem them able to become a peer coach, or whatever you are trying to accomplish with your validation program.

In the below example, I have also offered a mix between role play simulation and live interaction observation or review. In practice, I would always do the simulation first, but some programs follow that with live observations or recording reviews to validate that the skills demonstrated in practice and during the validation have transferred to the workplace. A sports team that excels in practice but falls apart in the game, is a losing sports team, right? In reality, I have rarely seen a well-constructed and well-executed validation program produce poor results in the real-world, but closing the loop and "validating your validation" makes sense (and will earn you much respect).

New Business Development

PERFORMANCE TASKS (Examples)

Cold Outreach Campaign Strategy:

• Sellers strategize and plan a cold outreach omnichannel campaign targeting potential leads. This task assesses their understanding of buyer personas, value propositions, effective problem-centric and value-focused prospecting approaches, the various channels, and communication strategies.
• You evaluate their ability to design effective outreach strategies, build omnichannel sequences, and personalize content.

Networking Event Preparation:

• Sellers prepare for a networking event by researching attendees and planning their approach.
• You assess their strategic thinking and preparation skills.

SALES SIMULATIONS (Examples)

Cold Calling Role Play

• Sellers call a role play partner or a judge, to simulate a cold calling scenario.
• You evaluate the seller's verbal communication, confidence, clarity, ability to articulate their message or value proposition, navigate disinterest, resolve concerns, and generally judge their engagement skills.

Live Prospecting Exercise

After passing the above simulation, consider evaluating one or more live performances, or submitted call recordings.

• Provide a list of potential clients.
• Provide a list of what you want to evaluate.
• Assess sellers’ skills by having them gather relevant information about each prospect and make calls to set appointments.

I've seen multiple programs take this simulated/live mix approach, very successfully.

• In one program that I ran years ago, we had new hires role play extensively in the class, and then at the end of the onboarding experience, put them on the phones from the training class, to make live calls, while being coached by the instructor.
• I've run another program using a monthly panel that convened to assess reps who were ready to be validated. After validation, the reps were released to call real prospects, but their manager needed to submit three recordings for review by the end of 30 days, for the final validation based on live call recordings.

Those are just two of many examples.

Opportunity Management

PERFORMANCE TASKS (Examples)

Strategy Document for Resolving Concerns

• Sellers create a document outlining the most common concerns raised by buyers and reinforcing the process to resolve them and the most effective resolutions.
• Evaluate their ability to strategize and plan responses.

Sales Presentation Preparation

• Sellers prepare a sales presentation for a specific opportunity. Provide all the details the rep would need and have them prepare a demo or a finals presentation based on the case scenario.
• Assess their planning and solution articulation skills. Note: The Sales Simulation could follow this. After the prep work was reviewed and passed, the next step could be a continuation of that scenario.

SALES SIMULATIONS (Examples)

Situation Assessment Role Play

• Provide the background on the client, what's happened so far, and the players involved. The seller leads a discovery call with a panel of judges playing the clients, using the Situation Assessment Framework (Current State/Desired Future State, with COIN-OP).
• You evaluate the seller's skills and the outcomes of the role play.

Negotiation Role Play

• Simulate a negotiation scenario with a potential client. Provide all of the case scenario information and prep the person playing the client as well.
• Run the role play and evaluate seller’s active listening and verbal negotiation tactics.

3. Account Management

PERFORMANCE TASKS (Examples)

Customer Retention Strategy Proposal

• Given a detailed case scenario for an account, the seller outlines strategies to retain an existing client who has some concerns.
• Evaluate their strategic thinking and planning abilities.

Setting Appropriate Account Objectives

• Given detailed account information about past, current, and future potential performance, the seller is asked to set an appropriate account objective and explain their rationale.
• Assess their ability to analyze account information and choose an appropriate account objective (such as grow, retain, reactivate, retire).

SALES SIMULATIONS (Examples)

Client Relationship Role Play

• Given a detailed Buyer Landscape Map, showing significant risk of attrition, due to a senior-level financial decision maker being an unsatisfied detractor, have the seller conduct a meeting with this executive to understand his concerns and begin to resolve them, to move the executive from a Detractor to at least a Neutral Party.
• Evaluate sellers’ verbal communication, empathy, problem-solving, and relationship-building skills.

Running a Customer Value Review/QBR

• Given data on an existing account’s performance, the leadership team, and how you have done for them this quarter, have the seller lead a Customer Value Review to ensure they realize and accept the value delivered, uncover and resolve any issues, and explore opportunities for growth.
• You evaluate how well the seller leads the meetings to accomplish the objectives.

Implementation & Continuous Improvement

• Roll out the validation program systematically.
• Consider forming a committee to be the panel judges. You can rotate periodically (quarterly is a lot, but possible, and biannually is probably more common). Remember to always train the judges and calibrate how they score. With top-down support from the C-level, participation as a judge can be a badge of honor and a developmental assignment.
• Ensure judges understand the content and skills being assessed and how to rate the completion (use checklists or rubrics) and assess the level of quality of the effort or skills demonstrated. You'll never remove all subjectivity but strive for criteria to be as objective as possible and calibrate expectations and judging practices across all participants.
• Remember to prepare judges to assess whether something was done (steps completed, for example -- it's yes, no, or partial) as well as the quality or how well something was done, meaning that it met the criteria and proficiency level that you've established for validation to occur.
• Scoring may be anonymous to those being validated, but as the program manager, there should be full transparency on scoring, with facilitated calibration discussions held for each candidate, as needed.
• If it's a real validation program, not everyone will pass the first time. You want to put policies and procedures in place for feedback and retesting.
• Collect feedback from participants and managers, over time, measure the success of those who were validated (or not), and adjust as needed.
• Regularly update scenarios and assessments to reflect changing market dynamics, or changes in solutions or methodologies.

Closing Thoughts

A well-designed validation program combines both planning (performance tasks) and practical application (skill simulations) to ensure your sales team excels in real-world scenarios.

• It considers the key workflow tasks that must be performed, from left-to-right, across the customer lifecycle, and teaches, coaches, and validates these tasks can be performed (the tasks as well as the quality of execution).
• In some cases, progressive levels of tasks may be assessed, from basic to advanced or more difficult.
• Programs may include both simulations and a review of live interactions.
• And, extending beyond the readiness and validation aspects, some programs continue to use the competencies and methodology to assess and close gaps, over time, to ensure sellers reach the highest possible degree of mastery.

This comprehensive approach not only evaluates knowledge and understanding but also hones the skills needed to effectively navigate complex sales environments, ultimately driving success and growth.

And finally, while budget constraints and limited resources may restrict how robust your validation program can be, I have seen very good validation programs implemented at many different levels. The most important thing is to get yours in place, add value, and as needed, evolve your program over time.

Well, that's it for this week, Enablers! Did you learn something new in this newsletter? If you did, or if it just made you think (and maybe chuckle from time to time - bonus points if you snorted), share it with your favorite enablement colleague, subscribe right here on LinkedIn, and check out The Building Blocks of Sales Enablement Learning Experience. Felix Krueger and Mike Kunkle are both Building Blocks Mentors, and we hope to see you there! For other courses and content from Mike, see: https://linktr.ee/mikekunkle

Until next time, stay the course, Enablers, and #MakeAnImpact With #Enablement!