Summary
The sales profession has used mentoring programs for generations, offering new hires the chance to learn by observing (or “shadowing”) experienced sales reps. These programs tend to follow an informal, ad hoc structure, producing inconsistent results. In their 2004 Harvard Business Review article ““Deep Smarts,”” Dorothy Leonard and Walter Swap pointed out that when experienced workers leave a company, they take their years of knowledge and expertise (i.e., ““deep smarts””) with them. In this brief, we explain how to establish mentoring programs across a sales organization to allow it to maximize and also retain the value of the knowledge, skills, and experience of top sales talent.
Log in to continue reading
Client log in
Welcome back. Log in to your account to continue reading this research.
Become a client
Become a client today for these benefits:
- Stay ahead of changing market and customer dynamics with the latest insights.
- Partner with expert analysts to make progress on your top initiatives.
- Get answers from trusted research using Izola, Forrester's genAI tool.
Purchase this report
This report is available for individual purchase ($1495).