How often do you bring standardized testing into your coaching?
The idea is simple: create a clear, repeatable structure to measure the skills you care about across your entire team.
You can supercharge your coaching efforts by complimenting feedback with standardized assessments that measure trends and spot repeat behavior.
But it doesn’t need to be boring or recall the dread of multiple-choice tests.
Here’s an example:
Cold Call training is often requested by SDRs/BDRs. Let’s create a Cold Call SAT to measure current skill levels, identify gaps, and plan future training.
Let’s measure 3 variables (I actually look at 8 variables for my Cold Call SAT, but let’s keep this example simple):
- Reason for the Call — Does the SDR clearly state the reason for their call? Ideally, it should show relevancy and value right off the bat. Doing this well is worth 2 points.
- Objection Handling — Does the SDR acknowledge objections and try to respectfully overcome them? Often, you can use the prospect's own words and logic in order to move the conversation forward. This is worth a max of 2 points.
- Justification — Does the SDR offer a clear justification for why a demo makes business sense. Ideally, this is tied to pain points they’ve found and tailored to the person's role and title. It’s worth 5 points (more points because A. It’s super important, and B. There’s more subjective room to score how well they articulate a justification).
Next, let’s set up the assessment. I have 4 cold call scenarios. For example, I am a Manager who experiences these ‘Pain Points.’ Scenarios should be personalized to the kinds of prospects, companies, and use-cases your reps call into. I don’t tell the SDR beforehand what my pains are, but I’m prepared to drop hints so they can figure it out themselves.
I choose two scenarios for each session. In total it takes about 30–45 minutes, including feedback.
And that’s my SAT!
What do results look like:
Let’s say you have a rep who struggles to state the reason for their call. I’d encourage them to listen to recorded calls, have them write down some opening statements, practice them, record them, and then feel out what seems to work best on calls. (What works well for one rep may not for another). I’d also offer some suggestions, like pitch ideas or even starting out with, “Have you heard of us?”
Then I’d monitor average talk time on calls to get a leading sense of progress in starting conversations more easily. Of course, I’d also listen to some of their call recordings (probably calls logged “not interested” as well as “interested”). Within 60 days I’d perform another assessment.
Here’s how to create your own SAT
1) Create An Assessment Matrix
A matrix outlines a clear, repeatable format for your assessment. It removes as much subjectivity as possible to create standard conditions. That way, you can measure aptitude with confidence.
Decide your topic and the variables you want to look for. Then give each variable a max number of points. You will assign points based on performance against the max points possible. The point tally will also help when you quickly review results in the future.
Points will be subjective, and thus less precise. That’s okay — it paints a picture of trends, not a hard result. Generally, I put more emphasis on caring about the points gained for each variable rather than the total obtained for the assessment. It’s more specific that way. Also, I take notes during the assessment. That way, I offer specific feedback to the rep when discussing the trends I see.
Your matrix doesn’t have to be complex or take an obscene amount of time! And once you’ve created it, you can use it time and time again. Just make sure your matrix is fully formed — no improv on the go.
2) Connect the Dots & Draw the Bigger Picture
A brief point here — the assessment helps you draw the bigger picture. So make that a point in your review session. Connect the dots for your sales rep so they get out of the “weeds” and see what success looks like. During feedback, discussing each of the variables you measure, and why they are important, helps connect those dots.
3) Track Performance
Reviews, recordings, and KPI monitoring are all good ways to do this. Reviews take time to essentially re-enact the assessment. But, they offer deep insight. Recordings — ones you choose or shared by your rep — are a bit faster. But, they edge back into the case-by-case feedback. Either way, I suggest you pair this with KPI monitoring to get an at-a-glance sense of how the employee is improving.
4) Use Your Insights to Design Team Trainings
If you see common problem areas, schedule a team training. If some reps are really strong and others weak, consider scheduling a practice session between reps — this helps build relationships and team collaboration.
5) Bring it into Your Onboarding Plan
If the assessment is something critical, tie it into your medium-long term onboarding schedule; perhaps at the 60-day mark.
Learn more about building Cold Calling skills in “Outbound Sales Demystified: Generate Leads and Close Deals.” Available on Amazon in paperback & ebook
