Now that you understand the four development stages, here's a crucial insight: salespeople aren't at one stage for everything they sell.

Marcus might be a Self-Reliant Achiever at prospecting new leads but an Enthusiastic Beginner at closing complex enterprise deals.

Engagement Message

Think of your sales team—name one sales activity where someone excels and one where they're still developing.

This is why effective sales managers assess development for specific sales activities, not the whole salesperson. Saying "Lisa is a Disillusioned Learner" is incomplete.

Instead, ask: "What's Lisa's development stage for this particular sales responsibility?"

Engagement Message

Why might coaching someone the same way across all sales activities limit their performance?

Let's practice assessing competence first. Look for concrete evidence: conversion rates, deal velocity, objection handling, and product knowledge depth.

High competence shows in consistent quota achievement, efficient sales processes, and ability to adapt to different prospect types.

Engagement Message

Name one concrete indicator that a salesperson has mastered a specific sales skill.

Now for commitment assessment. Watch for motivation signals: proactive prospecting, resilience after rejections, enthusiasm for new opportunities, and confidence in sales conversations.

High commitment appears as persistent activity, positive energy, and willingness to tackle challenging prospects or accounts.

Engagement Message

List one observable behavior of a salesperson who is highly committed to a sales activity.

Here's a common mistake: assuming sales competence equals commitment or vice versa. Someone might close deals effectively but feel burned out on prospecting, or love networking but struggle with negotiation skills.

Always assess both dimensions separately for each specific sales activity.