Here’s something I’ve been working on related to the simplified PDQ-Pro development structure. It’s specific to a sales organization but could be applied to any team that gets results from their people. Hope you enjoy, and let me know what you think. – Bill Parry
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Many organizations invest heavily in methodology training, only to see limited adoption or inconsistent results. Why?
Because methodologies often assume salespeople already have the underlying competencies required to execute them. But that’s not always the case.
Consider these scenarios:
- A rep is trained in a methodology that emphasizes deep discovery, but they avoid asking tough questions.
- A methodology calls for engaging senior decision-makers, but the rep lacks the confidence or strategy to reach them.
- The process requires persistence and follow-through, but the rep struggles with resilience or personal accountability.
In each case, the methodology is sound, but the execution breaks down due to gaps in individual capability.
This is where competencies come in.
Competencies are the enablers of methodology. They represent the skills, behaviors, and mindsets that allow a salesperson to apply a methodology effectively. Without them, even the best-designed framework becomes just another training binder on the shelf.
A History in Sales Methodologies
In B2B sales, methodologies like SPIN, Challenger, and BANT offer structured, repeatable approaches to navigating complex deals. These frameworks help salespeople move prospects through the buying journey with greater consistency and confidence.
But even the best methodology can fall flat if the salesperson lacks the underlying skills, behaviors, or mindset to execute it effectively.
What is a Sales Competency?
A sales competency is a measurable behavior that reflects a salesperson’s ability to perform a specific aspect of their role effectively. These behaviors are the result of a combination of:
- Skills – Practical abilities developed through training and experience (e.g., asking probing questions, handling objections).
- Knowledge – Information and understanding relevant to the role (e.g., product knowledge, industry trends, buyer psychology).
- Abilities – Innate or developed traits that influence performance (e.g., critical thinking, emotional intelligence, adaptability).
Together, these elements form the foundation of a competency. A helpful formula to remember is:
Skills + Knowledge + Abilities = Competency
Some examples of sales competencies are:
- Building rapport.
- Managing objections.
- Qualifying prospects.
- Demonstrating resilience.
- Navigating complex buying processes.
Competencies are the building blocks of successful selling. They enable a salesperson to execute the methodology, but they also exist independently of any particular framework.
Understanding competencies in this way helps sales leaders move beyond abstract traits and focus on real-world performance. It also creates a bridge between individual development and organizational goals.
Proficiency Levels in Sales Competencies
Sales competencies aren’t binary. A salesperson may possess a competency, but the degree to which they can apply it effectively varies. This is where proficiency levels come into play.
Here’s a simplified view of how proficiency might be assessed:
- Absent – The salesperson lacks the skill or avoids using it.
- Emerging – The skill is present but inconsistently applied or underdeveloped.
- Functional – The salesperson uses the skill with moderate success and reliability.
- Advanced – The skill is consistently applied with confidence and impact.
- Expert – The salesperson demonstrates mastery, often adapting the skill to complex situations or coaching others.
Understanding proficiency levels helps sales leaders and enablement teams:
- Diagnose performance gaps.
- Tailor coaching and development.
- Track progress over time.
- Align training with individual needs.
For example, two salespeople may both “know how to qualify a prospect,” but one may do so with precision and depth, while the other skims the surface. Recognizing that difference is key to improving team performance.
Why the Difference Between Competency & Methodology Matters
Sales methodologies provide structure. Competencies provide capability. But too often, organizations treat them as separate initiatives, training teams on a methodology without first understanding whether the individuals have the competencies to execute it.