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August 2011
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TD Magazine

Moving From Evidence to Proof: New Directions for the Way We Think About Metrics

A group of client relationship managers participate in a formal learning program to implement new selling skills. Six months after the program, sales improve, and the learning team presents the results to the vice president of sales. The senior executive responds, "An increase in sales is great, but how much of the improvement is connected to the new selling skills versus the other factors that also made a contribution?" Sound familiar?

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