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What is Growth Dynamics?

Growth Dynamics is a sales performance consulting firm, operating since 1998, that helps sales leaders define what top performance looks like in their specific industry and then build a sales organization that fits it. Its site frames the core problem plainly: sales is complex, customers are complex, and building a sales team is complex.

Its work centers on four solution areas named on the page:

• Benchmarking Top Performance — establishing the standard for the sales role in your organization.
• Pre-Selection & Development Assessments — measuring candidate fit against role-specific metrics.
• Sales Team Analysis — diagnosing how the current team is performing and where it falls short.
• Sales Force Transformation — larger-scale change to the sales organization.

The company describes its method as defining the "picture" of top performance — the skills, attributes, motivation, experience and fit required — and then using assessments to hire, develop and retain people who match it.

Who it is for: sales leaders and executives who suspect their team is misaligned. The site's own list of common complaints is a useful self-test: customers are harder to reach, reps focus on existing accounts instead of new business, recruiting keeps producing "best-of-the-average" hires, and some sellers simply aren't the right fit for how the role has changed.

A practical next step: if two or more of those complaints sound familiar, start with the benchmarking or team analysis offering rather than an assessment purchase — you need a definition of top performance before you can measure anyone against it. If you already know what good looks like and the problem is hiring, the pre-selection assessments are the more direct entry point.

You can review these offerings at Growth Dynamics.

How can Growth Dynamics help me build a sales team that fits my industry?

Growth Dynamics approaches sales-team building as a fit problem first, not a hiring-volume problem. Its stated focus is helping leaders define a "picture" of top performance in sales, then using that picture to select, develop and build a sales organization that matches your industry. The practical implication: instead of hiring the best available salespeople in general, you define what good looks like in your specific market, then screen and develop against those criteria.

The page frames the problem through four common leadership complaints: customers have changed and are harder to reach, sales teams are not engaged in new business, recruiting the "right" talent has become more complex, and many salespeople are no longer the right fit as the role has grown more complex. Growth Dynamics presents its role as arming sales leadership with tools and solutions to address those gaps.

What the offering actually covers

Based on the solutions listed on the site, the work spans several connected areas:

• Benchmarking top performance — establishing a reference standard for what high performance looks like in your sales role and industry.
• Pre-selection and development assessments — measuring candidate fit against role-specific metrics so hiring and development decisions use the same yardstick.
• Sales team analysis — diagnosing the current team rather than only evaluating new candidates.
• Sales force transformation — broader change work when the existing structure, not just individual hires, needs to shift.

The through-line is fit to role and industry. The site explicitly says its analysis targets skills, attributes, motivation, experience and FIT, and that its assessments measure candidate fit to role-specific metrics.

How a leader would use this

A concrete scenario: you run sales for a company whose buyers now research online before engaging, and your team keeps defaulting to existing accounts. Rather than posting another generic sales job ad, you would start by defining the performance picture for your market, benchmark your current team against it, and use assessments to decide who to develop, who to move, and what profile to hire next. That sequence — define, assess, then select or develop — is the model the site describes.

Decision criterion

Choose this kind of approach when your problem is fit and role definition — wrong-profile hires, disengaged teams, or a sales role that has changed faster than your hiring criteria. If your need is purely volume recruiting or compensation design, that is a different problem. The useful next step is to look at the specific solution pages for benchmarking, assessments and team analysis, and check whether their methodology matches how your industry actually sells.

For comparison, general sales-assessment and hiring-methodology resources are also available from organizations such as SHL and Harvard Business Review.

What sales assessment tools does Growth Dynamics offer for hiring and developing salespeople?

Growth Dynamics offers four named assessment and analysis tools aimed at sales hiring and development, according to its homepage. They are positioned as ways to define what "top performance" looks like in a given sales role, then measure candidates and existing teams against that picture.

The tools described on the site

The site also lists "Sales Assessments" separately, which suggests assessment work is treated as its own offering rather than only a step inside the other programs.

How they connect

The stated logic is sequential: define top performance first, then select and develop against it. The Pre-Selection & Development Assessments are described as measuring candidate fit to role-specific metrics so you can "hire, develop and retain top performers." That means the same assessment framework is intended for both incoming candidates and existing salespeople — useful if you want hiring and development to use one consistent standard rather than two unrelated systems.

Practical takeaway

If you are hiring, start with Benchmarking Top Performance so you have a role-specific definition before you assess anyone. If you already have a team and suspect a fit problem, Sales Team Analysis is the more natural entry point. Sales Force Transformation looks like the heaviest engagement, so it makes sense when the issue is structural rather than individual.

To judge fit, ask Growth Dynamics whether the assessments are customized per role and industry, since the site repeatedly stresses fit to your specific industry rather than generic sales profiles. You can review the offerings directly at Growth Dynamics.

How does Growth Dynamics define and benchmark top performance in sales?

Growth Dynamics frames top performance in sales as a role-specific "picture" rather than a single universal standard. Its stated approach is to analyze how sales actually works in your organization, then define the skills, attributes, motivation, experience and fit that top performers need in that particular industry and role. Benchmarking is therefore presented as the first step: establish what good looks like for your sales role, then use that benchmark to inform selection, development and team-building decisions.

How the pieces fit together

The page describes a sequence of solutions that support this definition-and-benchmarking process:

• Benchmarking Top Performance — defines the standard against which candidates and current salespeople are measured.
• Pre-Selection & Development Assessments — measure candidate fit against role-specific metrics, for hiring, development and retention.
• Sales Team Analysis — looks at the team as a whole, not just individuals.
• Sales Force Transformation — addresses broader change when the existing team is not the right fit.

The underlying claim is that sales has become more complex: customers expect more, digital channels can block access to new buyers, and salespeople may spend too much time on existing accounts rather than new business. Growth Dynamics positions its benchmarking as a way to stop hiring "the best of the average" and instead identify people who genuinely fit the role.

What this means in practice

For a sales leader, the useful takeaway is the order of operations. Before assessing or hiring anyone, define the performance profile for your specific sales role — what top performers actually do, and which attributes and motivations distinguish them. Then assess candidates and incumbents against that profile, and use the results for selection, coaching and team design.

A concrete example: a software company selling complex contracts might find that its best reps are strong at discovery and multi-stakeholder navigation, while its average reps are strong at closing but weak at early-stage qualification. A benchmarking exercise would surface that distinction, and the assessment would then test for it rather than for generic sales confidence.

Decision criterion

Choose this kind of benchmark-led approach when your sales role is complex or industry-specific and your current hiring standard is vague or based on résumés and gut feel. If your sales process is simple and transactional, a lighter selection method may be enough. The trade-off is upfront effort: defining a rigorous performance benchmark takes time and internal input, but it makes later hiring and development decisions more consistent and easier to defend.

To go further, review the solution pages for benchmarking and assessments on Growth Dynamics and identify which role you would benchmark first.

What is Growth Dynamics' approach to sales force transformation?

Growth Dynamics frames sales force transformation as a fit problem before a training problem: define what top performance looks like for your specific industry and role, then select, develop and build the sales organization around that definition. The site's own language is about defining the "picture" of top performance and arming sales leadership with tools to select, develop and build the "right" sales organization.

H3 How the approach is structured

• Define top performance first. A comprehensive analysis of the sales role in your organization targets skills, attributes, motivation, experience and fit.
• Select against those metrics. Pre-selection and development assessments measure candidate fit to role-specific benchmarks, with the goal of hiring, developing and retaining top performers.
• Analyze the existing team. Sales team analysis and sales assessments appear as separate offerings, suggesting diagnosis of the current organization rather than only new hires.
• Transform as the output. Sales force transformation is presented as the broader program that follows from benchmarking, assessment and analysis.

H3 What problems it is positioned against The page lists the symptoms leaders bring to it: customers who expect more and are harder to reach, sales teams not focused on new business, recruiting that produces "best-of-the-average" hires, and salespeople who no longer fit a role that has grown more complex. If those sound like your situation, the approach is aimed at you.

H3 Practical trade-offs This is a methodology-led, assessment-heavy approach, so expect a upfront investment in defining benchmarks and evaluating people before you see pipeline results. That suits organizations willing to change hiring criteria and development plans, and less suited to teams wanting a quick motivational fix. Growth Dynamics has operated in this space since 1998, per its own site.

Next step: write down your own definition of top performance for one revenue-critical role — the outcomes, behaviors and attributes that separate your best performer from an average one. If you cannot state it in specifics, that gap is exactly where an assessment-led transformation starts.

For broader context on sales assessment and benchmarking practices, see Growth Dynamics and comparable methodology providers such as Sales Force Search or Huthwaite International.

How can I tell if my current sales team is the right fit for my organization?

Start by separating fit into three testable questions: can the team reach the customers you now need, do individual sellers match the role you actually need done, and is the whole team balanced across hunting, growing and keeping accounts. Growth Dynamics frames this as defining a "picture" of top performance and then measuring salespeople against role-specific skills, attributes, motivation, experience and fit, so its own approach is a useful structure even if you run the diagnosis yourself.

A practical fit check

• Customer access: Ask each seller which new accounts they opened in the last two quarters and how they got in. If most revenue comes from existing accounts while your growth plan depends on new logos, the team may be busy but misaligned with the strategy.
• Role match: Write down what the role truly requires — prospecting volume, consultative discovery, technical depth, account management, repeatable process. Compare that to how each person actually spends their week, not how they describe their job.
• Performance spread: Look for whether results cluster around a few people. A team carried by two sellers is a concentration risk, not a strong bench.
• Motivation and coachability: Ask whether people want the work the new plan demands. A seller can be talented and still be the wrong fit if they prefer farming to hunting or vice versa.
• Manager leverage: Check whether your sales leader can coach to a defined standard. Without one, "fit" becomes a matter of opinion.

When to assess, develop or replace

Next step

Run a short diagnostic before making hiring or firing decisions: define top performance for your industry, score each seller against it, and review the pattern with your sales leader. If you want a structured version of this, Growth Dynamics describes benchmarking, pre-selection and development assessments, sales team analysis and sales force transformation as its core solutions on Growth Dynamics. A useful decision criterion: if more than a third of the team fails the same fit dimension, treat it as a system problem — role design, hiring profile or enablement — rather than a string of individual failures.