Collect independent feedback
Ask the person, their manager and a sales partner for examples from work they observed. Keep the original perspectives separate.
Self, manager and sales partner Team development software for presales leaders
Understand your team.
Develop their potential.
Bring self-assessment, manager insight and sales-partner feedback into your next coaching conversation. Agree what to practise, the support to provide and the evidence you’ll review together.
Explore a fictional team without creating an account.
One team, different perspectivesQ4 development cycle
Fictional teamSkill–Will view
Will Observable engagement
Build capabilityOffer guidance & practice
Extend potentialCreate room to stretch
Start a conversationUnderstand context & support
Reconnect & supportExplore blockers together
135Skill Role-specific capability
Start with the example behind each rating
Inspect Maya’s observations, then agree a coaching priority and the manager’s support.
Your team’s work looks different
from each side of the conversation.
What you seeYour experience and the context behind it
What your manager seesRole expectations and observed work
What your sales partners seeDiscovery, handoffs and collaboration
From feedback to follow-through
Give feedback a clear next step.
Connect each observation to a coaching priority. Define the manager’s support and decide what you’ll look for at the checkpoint.
Discuss the differences
Compare the same behaviours, inspect the examples and agree a calibration decision with a recorded reason.
Keep the evidence behind the decisionAgree a coaching priority
Choose a behaviour to practise, a useful opportunity and the support the manager will provide. Set a review date.
Shared ownership of the next stepReview the new evidence
Record what you observed against the agreed success criteria. Keep a history of progress and where more support is needed.
A checkpoint grounded in actual work An illustrative development conversation
Turn a perception gap
into a practical coaching priority.
A manager may see strong discovery while a sales partner sees unclear next steps. Put both observations beside the work examples, then agree what to practise at the next handoff.
- Assess discovery, solution design and proof of value
- Ask sales partners about work they actually observed
- Keep work examples beside the relevant dimension
- Define the support and evidence for the next checkpoint
MC
Maya’s development planOne priority. Shared ownership.
Make discovery handoffs clear
The behaviour to practise
Capture success criteria, owners and next steps after each discovery engagement.
The support to provide
Review the next three handoffs together and share a useful example.
The evidence of progress
Three clear handoffs, confirmed with the sales partner at the next checkpoint.
The Talentonics approach
Make development visible.
Use the Skill–Will Matrix to explore what support each person needs. Keep their context in view as you move from an assessment to a development plan.
Start a development conversation
Skill–Will is the first framework in Talentonics. A placement helps you discuss expectations, opportunities to practise and practical blockers.
See what was actually observed
Ratings sit alongside relevant work examples. Reviewers can choose “Not observed” when they have too little exposure.
Keep the reason and the history
Calibration records a human decision and its rationale. Original feedback stays intact, and checkpoints add new evidence.
Before you try Talentonics
A few useful answers.
What the framework means, how partners contribute and what you can explore today.
Ask us about your teamWho is Talentonics built for?
Presales leaders and managers who want to connect feedback to practical coaching. Solutions engineers contribute their own perspective, and selected sales partners share observations from customer engagements.
How does sales-partner feedback fit in?
Sales partners answer a shorter set of questions about discovery, commercial alignment, follow-through and collaboration. Each perspective stays separate, so you can discuss where observations differ and inspect the examples behind them.
What does Skill–Will mean here?
Skill describes role-specific capability. Will describes observable engagement, such as ownership, applying feedback and collaboration. The matrix opens a conversation about expectations, workload, opportunities to practise and the support each person needs.
What happens when someone hasn’t observed a behaviour?
They can choose ‘Not observed’. That leaves a gap in evidence coverage. A matrix placement appears only when the core dimensions have ratings and relevant examples. Sales-partner feedback covers selected dimensions and stays visible on the individual profile.
What will I find in the demo?
A fictional presales team with self, manager and sales-partner perspectives. You can inspect examples, record a calibration decision, add a coaching priority and capture a checkpoint. Demo changes stay in your browser; use fictional information when exploring.
Can I start with my own team?
Private workspace sign-in is available. Create a workspace or email us to discuss a pilot and the development workflow you want to try.
Bring a clearer plan to your next coaching conversation.
Try the workflow with a fictional presales team, from different perspectives to a coaching checkpoint.