Role profile library
Predefined role profile
Sales and business development managers
The behaviours this profile measures, drawn from the great{with}talent job library and occupational research. Download the full competency-based interview guide to assess them.
The full interview guideCompetency-based questions, follow-up probes and a 1–5 rating form for each behaviour — ready to print or run on screen.
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Behaviours assessed — 5 priority competencies
1
Thriving in a Performance Environment
Consistently sets high standards and drives performance. Monitors progress, proactively overcoming barriers to success and quickly addressing underperformance
Why this matters for Sales and business development managers: Sales is the most performance-environment-driven of the management functions. APS UK Sales Capability Framework names 'managing performance to target' explicitly. ISMM legacy framework centres performance management. Quotas, pipeline, monthly/quarterly targets are universal. Position 1 reflects the defining feature of the role.
2
Building Positive Working Alliances
Proactively builds a wide network of internal and external stakeholders. Encourages cooperation between different groups, whilst being comfortable expressing disagreement and handling conflict. Ensures the needs of key stakeholders are met
Why this matters for Sales and business development managers: APS 'stakeholder management' + CMI 'managing relationships'. Sales is fundamentally network-driven — internal champions (legal, product, finance, customer success), external client relationships at multiple levels, partner and channel ecosystems. The senior sales manager builds and orchestrates a wider network than they personally control.
3
Understanding the Commercial Context
Stays informed of trends and changes in the wider market place in which they operate. Identifies commercial business opportunities and takes action to realise these. Considers the longer-term implications of decisions
Why this matters for Sales and business development managers: CMI 'commercial drive' + APS 'business acumen and sector understanding'. The senior sales manager reads market trends, customer segment dynamics, competitor moves, and translates them into commercial implication. Sales without commercial understanding is order-taking.
4
Leading the Way for Others
Creates a clear and compelling vision of the future, devolving accountability for delivery to the right level whilst offering appropriate levels of support. Drives performance through regular, honest feedback and by building a climate of openness and trust
Why this matters for Sales and business development managers: CMI + APS + Operations Manager Apprenticeship Standard all name leading sales teams as core. Vision, motivation, performance management, coaching individual sellers through their development. The sales team is one of the most performance-volatile teams in the organisation; leadership matters disproportionately.
5
Handling Pressure
Remains calm and in control under pressure, staying focused on delivering results. Stands their ground when challenged and maintains a positive outlook when faced with setbacks.
Why this matters for Sales and business development managers: Sales involves rejection at every level — opportunity, deal, account, year. Deal volatility is constant; period-end pressure is real; customer escalations are unavoidable. The sales manager who cannot maintain steady performance under this pressure does not last.