We have a top-performing sales rep who wants to move into a newly created Sales Enablement seat, but they do not GWC the technological and analytical aspects of the role. How do we handle this without losing our top producer?

Question

Tyler Smith · Accepted Answer

Promoting a top performer into a seat they do not GWC™ is a classic mistake that ruins great employees. If your top sales rep lacks the technical and analytical skills for the Sales Enablement seat, they are not the right person for that seat.

You must resist the urge to customize the seat to fit their limitations. Doing so will compromise the effectiveness of your sales operations and hurt your bottom line. Instead, have an honest GWC™ conversation with them.

Explain that the roles of the Sales Enablement seat require a different skillset than direct selling. Keep them in their current sales seat where they excel and are highly valued. If they want career growth, look for other ways to develop them that align with their natural strengths.

Never compromise the integrity of your Accountability Chart to reward loyalty or longevity. A Right Person, Wrong Seat situation will only lead to frustration for the employee and poor results for the business. Keep your top producers in the seats where they can deliver the highest impact.