“I'm onboarding 23 new sales reps this month.”
Here is what the first eight weeks look like with Converz: from the capabilities you define on Monday to the first one that holds in real calls. Written for the person running it.
- Reps
- 23, starting 1 September
- Program
- Sales Foundation · 8 roleplays
- Capabilities
- Two, defined by you
- Real calls
- Read from their first customer call, week 3 (optional)
Worked example, not a customer result. Names are fictional.
You define what good looks like. Once.
Before anyone practices anything, you decide what the first quarter depends on. Not twenty things: two. Asking targeted diagnostic questions before proposing anything, and hearing the buying signal and stopping. You write down what good looks like for each, in your words. Defined once, they're used everywhere: in every roleplay, in every real call, on every dashboard.
Then the roleplays. Some you describe in a sentence. Two come from your playbook page on discovery. Two from recorded calls where a rep did it well. Forty seconds each. You bundle the eight into a program, Sales Foundation, and enroll all 23. The first two weeks are onboarding; from week three they're on the phone for real, and from that first customer call their conversations are read for the same two capabilities.
- Asking targeted diagnostic questionsTwo or more questions about the customer's situation before any proposal.
- Hearing the buying signal and stoppingRecognizes the yes, stops pitching, moves to a decision.
Defined by you. Read the same way in practice and in real calls.
Video roleplay“You've got ten minutes, and I've heard this pitch twice this year. Why are you different?”
Their first roleplay is on Wednesday.
Jonas, day three, opens the first one: a CFO who hates being sold to. He picks video, so the CFO has a face and a voice; text and voice-only are a tap away. He pitches within a minute. The CFO checks out. He runs it again. And again. It's safe, it's a bit of fun, and no one sees his practice sessions; they're his.
After each run he gets what worked, what didn't, and one thing to do next time. Not a grade. He can plan his next go, make the CFO harder, or leave it for tomorrow.
The first real calls come in.
By week three the reps are on the phone for real, and Converz reads those calls against the same two capabilities, the exact same rubric as the roleplays. The picture is what you'd expect: most pitch before they ask, three already ask well, and a handful stop when the customer says yes.
That picture personalizes the journey. Jonas gets more of the diagnostic questioning. Fatima, who already asks, moves to hearing the buying signal. Nobody drills what they already do. Connecting real calls is optional: without it, practice results steer the journey instead.
| Capability | Good | Building | Not yet |
|---|---|---|---|
| Asking targeted diagnostic questions | 3 | 9 | 11 |
| Hearing the buying signal and stopping | 5 | 6 | 12 |
- JonasDiagnostic questions · the CFO, harder
- FatimaBuying signal · the renewal that's already a yes
- Asking targeted diagnostic questionsBuilding↑ 3 weeks
Ask why now before you propose. You did it in 4 of 6 practice runs; once in a real call.
- Hearing the buying signal and stoppingNot yet—
Starts in week 7, after the first one holds.
Practice sessions are private. Development and program progress are not.
Jonas can see where he stands.
He has his own view: per capability, where he stands, the evidence behind it in plain words, and the one thing to work on next. He plans his practice around it, replays the call that stalled this morning, rehearses Thursday's meeting with what's known about that customer.
When the CFO stops being hard, the roleplay gets a tougher CFO. His practice sessions stay his: no one else sees them. What his manager sees is his development per capability and where he is in the program.
You can see the team.
Your view is the same shape, for all 23. Per capability: what good looks like in your words, how the team is distributed, the trend, and a literal next coaching action. Not a score to interpret; a sentence you can take into a 1:1.
You also see each person's progress through the program: who is on roleplay six, who is stuck on two. What you never see is a practice session itself.
Four reps still propose after one question. In their 1:1s, listen to one real call together and mark the moment to ask a second one.
- Asking targeted diagnostic questions3 of 23 good15 of 23 good
- Hearing the buying signal and stopping5 of 23 good9 of 23 good
It shows up in the calls. Then the next thing.
Week eight. Fifteen of the 23 now ask two or more diagnostic questions before proposing, in their real calls, consistently. Eight aren't there yet. That's normal: a capability holds in practice before it holds at work, and the gap differs per person. They keep practicing the same thing.
For the fifteen, the journey moves on: the buying signal, then whatever your third capability is. In the quarterly review you don't report training hours. You report how many people now do the important parts of the call well, in real calls, and which part is next.
Enablement hears back.
Whoever runs learning for the organization sees the same view across every team, not just yours. And they hear from the reps: after each roleplay, was it too easy, too hard, was it useful. So the CFO that everyone beat in one go gets harder, the one nobody survives gets a gentler first round, and the two nobody found useful come out of the program.
That's how the program gets better before the next 23 arrive, without anyone reading a transcript.
| Roleplay | Too easy | Too hard | Useful |
|---|---|---|---|
| The CFO who hates being sold to | 2 | 6 | 19 |
| The renewal that's already a yes | 11 | 0 | 14 |
| Procurement wants a discount | 1 | 1 | 6 |
Signals come from the reps themselves, after each roleplay.
Your 23 are different. So is your definition of good.
Book a demo and we'll walk through your onboarding, with your capabilities and your calls.