Turn your strongest performers’ knowledge into stronger team performance.

The organization could see that some account executives consistently performed better. What it lacked was a structured way to identify the practices behind that difference and help new hires apply them.

Strong performance existed. Making it transferable was the challenge.

I began by studying how the strongest account executives worked. Their demonstrated practices became the foundation for a development program tied to business results.

I identified the behaviors and performance drivers associated with stronger results, translated them into practices new hires could apply, and built those practices into their development.

Then I tracked performance through each cohort’s first 12 months, connecting what people learned to what they produced.

The development cohort generated approximately $7.5 million more charge volume, with average performance per account executive 31% higher than the comparison cohort.

The results also exposed the next constraint. The cohort remained approximately 13% below plan, signing fewer accounts while producing more volume per account.

That finding directed the next iteration toward manager reinforcement, retention, and the conditions affecting new-hire ramp-up. Measurement showed both the improvement and where further work was needed.

The knowledge held by your strongest people can become a resource for the wider organization. Doing that requires identifying what drives their results, making those practices teachable, and measuring whether performance changes.