To support both revenue growth and the development of high-performing sales talent, Minitab’s Chief Revenue Officer (CRO) and Global Director of Learning & Development (L&D) partnered to design a behavior-focused performance development program for all quota-carrying sales staff. The IT/technology company’s Sales Performance Assessment (SPA) Competency Evaluation & Development program aims to equip frontline sales managers with the tools and structure needed to improve team performance, coach effectively, and drive consistent execution across the customer engagement lifecycle.
Program Details
Targeted to Minitab’s Field Operations department, the initiative began with the selection of a competency profile using the Korn Ferry framework, identifying eight core competencies (such as decision quality, collaboration, and being resilient) that reflect the thinking, execution, collaboration, and self-awareness traits aligned to sales success—beyond traditional sales behaviors. This marked a strategic shift for the department: focusing less on tactical selling and more on how salespeople work, lead, and grow.
These competencies were embedded into the existing Sales Performance Assessment (SPA), used quarterly as part of each Sales Business Review. Historically, the SPA focused heavily on activity-based sales behaviors (e.g., pipeline activity, customer touches). The Global Director successfully advocated for removing task-level sales behaviors from the review, shifting the lens to mindset, adaptability, and strategic contribution. This change redefined how sales performance was evaluated, moving beyond “what you do” to include how you think, lead, and interact.
Since the new competency framework is embedded in the SPA and Quarterly Business Review (QBR) process, that ensures it is revisited quarterly as part of a core business rhythm—making it not just a one-time training but a recurring conversation.
To ensure meaningful adoption, Minitab created a comprehensive manager guide to support frontline leaders in assessing and coaching their teams through the new framework. The Global Director facilitated regional training sessions with sales managers across all global markets, providing real-time examples and practical application strategies for incorporating the new approach into the Sales Businss Review.
This was the first time L&D was invited to redesign and lead within the sales performance review process, creating a new level of partnership and integration between Sales and Learning & Development. The result: a performance program grounded in behavior change, not just numbers—positioning talent development as a revenue enabler.
To launch the initiative, the CRO invited the Global Director of L&D to co-host a private luncheon at the January 2025 Global Field Operations Conference, attended by regional sales leaders. During the event, the CRO publicly introduced the new SPA model, explained the rationale behind the changes, and invited the Global Director to present the behavioral competency framework and manager training approach—demonstrating strong top-down sponsorship.
Following the launch, quarterly coaching sessions have been made available to sales managers. These sessions offer personalized support to:
- Refine competency assessments during QBR prep
- Address real-world application challenges
- Reinforce development-focused performance conversations
A curated digital resource library supports continuous learning and self-directed development. This includes:
- Off-the-shelf content from LinkedIn Learning mapped to each of the eight competencies
- Custom-curated content developed by the L&D team to reflect Minitab’s internal language, systems, and sales context
Results
Since integrating the competency framework into the Sales Performance Assessment (SPA), all quota-carrying sales representatives now receive a structured quarterly evaluation, with each of the eight Korn Ferry competencies scored on a 4-point scale. Any competency receiving a score of 2 or below is automatically paired with a 30-/60-/90-day development plan, prompting immediate coaching and follow-up by the sales manager.
This process has created a consistent, behavior-based accountability system across the global Field Operations team. Managers now are more equipped—and more confident—to identify gaps in performance tied to how individuals think, collaborate, and deliver results.
As a direct result of this strengthened performance process, the organization has been able to take decisive action where competency gaps persist. Specifically, the updated SPA framework has:
- Supported the exit of three underperforming sales representatives who consistently lacked the required competencies to succeed in role, despite coaching support.
- Enabled a more data-informed, fair, and strategic talent management process, where development and offboarding decisions are grounded in behavioral evidence—not just sales numbers.
