Presales development review worksheet
Prepare independent observations, examine a difference and agree practical coaching support with this free presales development review worksheet.
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An original Talentonics working resource. Use it independently of software. Examples below are fictional. The sheet is a coaching aid, not a validated assessment or employment-decision instrument.
Review brief
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| Field | Your note |
|---|---|
| Role and work/task in scope | |
| Evidence period | |
| Expectations shared with the person | |
| Development purpose | |
| Review participants / access | |
| How the person will contribute and receive the plan | |
| Agreed handling and retention arrangements |
1. Private preparation
Write your initial view and why you hold it. Distinguish observed events from interpretations. Name the information you still need. If you sketch a matrix, label Skill upwards and Will rightwards to match Talentonics. Other orientations exist.
- Initial impression:
- Observations behind it:
- Alternative explanations to ask about:
- What could change my view:
2. Observation record
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| Source | Engagement / date | Behaviour observed | Effect on the work | Context or limitation | Follow-up question |
|---|---|---|---|---|---|
| Self | |||||
| Manager | |||||
| Relevant sales partner |
Use permitted engagement references and the minimum personal/customer detail needed. Record “not observed” where appropriate. Keep contributors' answers independent while gathering feedback. Communicate who will see them. CCL's Situation–Behavior–Impact guidance is a useful separate resource for describing an event and its effect; this table is an original preparation aid.
3. Review the difference
- Behaviour that can be compared across sources:
- Difference that needs discussion:
- Different dates, expectations or observation opportunities:
- Further work example needed:
- Human decision and reason, or reason to defer:
Do not average unlike questionnaires into a new overall score. This worksheet adds no numeric scoring rules. If using Talentonics' formal rubric, follow its published methodology and preserve the original assessments.
4. Agree the coaching commitment
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| Field | Your note |
|---|---|
| One work behaviour to practise | |
| Suitable opportunity to try it | |
| Person's perspective and agreed action | |
| Manager's specific support | |
| Work evidence to review | |
| Checkpoint date / owner | |
| What to do if the opportunity changes |
5. Return to the work
- Opportunity and support that actually occurred:
- New work example:
- What the person learned:
- What improved / what needs support:
- Next decision and rationale:
Completed fictional example
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| Field | Example |
|---|---|
| Scope | Casey leading a success-criteria recap in a proof-of-value engagement |
| Initial impression | More technical training might help |
| Available observations | Manager reviewed a rehearsal; sales partner attended the later customer recap; Casey explains where ownership felt unclear |
| Question | Was the technical explanation weak, or was the customer decision left implicit? |
| Development priority | Agree the success criteria and owner before closing the next suitable session |
| Manager support | Review the preparation and attend the agreed debrief |
| Work evidence | The resulting criteria and an account of what Casey led independently |
| Checkpoint | After that engagement; reschedule if the opportunity changes |
The example illustrates a reasoning process, not a customer result. Preparation, feedback release and any presentation must follow your organisation's agreed access and data-processing arrangements. A private map or a hidden name is not an exemption from those obligations.