You promote your top rep. Six months later the territory is soft, the team is unsettled, and so are they — and nobody can say exactly what went wrong, because nothing on the leaderboard predicted it.
The missing information is the same every time: what the role actually demands of the person doing it.
That layer is measurable. Most organizations have simply never measured it.
Why this, from me
I know what an unmeasured promotion costs, beacuse I was one.
I was promoted to Ad Director at IndustryWeek and handed a sales team of twelve. I was good at the work. I had no idea how to lead the people doing it, and nobody had measured whether I was ready — because nobody measures that.
I did learn it: Ad Director to Executive Vice President of a $40 million business. Three decades doing well the job I’d once had no idea how to do.
The report is the starting point. What I build is what someone does with it on a Monday morning.
More on how I got here →
Before the Promotion
Is this seller ready to lead sellers, and what will they need? We make the demands of the role visible before the title changes.
→ The Six Shifts
After the Promotion
Your new sales managers are running pipeline reviews and calling them one-to-ones. Performance Xchange™ gives them a structure for the conversation they were never taught to have.
→ Performance Xchange
Before They Leave
Quota attainment tells you what happened last quarter. It tells you nothing about whether this rep is still here in twelve months. The Work Frame™ surfaces the experience behind the number, while it’s still a conversation and not a resignation.
→ The Work Frame
On performance, leadership and the work behind the revenue
Climate
When Performance Hides a Retention Problem
High performance can actually hide retention risk.
Read article →
Sustainable Work
Must Thrive in a Fast-Paced, Dynamic Environment.
What a fast-paced environment reveals about the conditions people need to perform well under pressure.
Read article →
Change
Job Analysis Is Where Performance Actually Begins
Most organizations spend a lot of time thinking about talent, but very few spend enough time defining the work itself.
Read article →
Tony D’Avino — Founder
I was promoted to Ad Director at IndustryWeek and handed a sales team of twelve. I was good at the work. I had no idea how to lead the people doing it, and nobody had measured whether I was ready — because nobody measures that.
I did learn it. Ad Director to Executive Vice President of a $40 million business. Three decades doing well the job I’d once had no idea how to do.
What took me years to understand, I learned later from Tim Gallwey: learning inside the work beats learning about the work. I’d been trying to study my way into a job that could only be learned in it.
I’m certified in the instruments — Hogan, Six Seconds EQ, Predictive Index, TTI, DISC. That part is available to anyone willing to take the training. What an assessment can’t tell you is where in someone’s actual week the work happens: that the five minutes before a forecast call is where framing gets practiced, or that the moment a deal slips is exactly when reading people matters most and is least likely to happen.
That didn’t come from a certification. It came from thirty years of doing the job.
I’m not a consultant. I facilitate — the promotion decision before it’s made, and the conversations that follow it. The work is the same either way: making the conditions your sellers are working in visible enough to do something about.
The report is the starting point. What I build is what someone does with it on a Monday morning.
