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The trouble with sales training

Written by: Sue Barrett

Article Overview: What impact does attending a sales training program have on change? It all depends on what type of training format your sales people attend. Too many companies look for quick fixes and waste heaps of money in the process.

The trouble with sales training

What impact does attending a sales training program have on change? It all depends on what type of training format your sales people attend. Too many companies look for quick fixes and waste heaps of money in the process.

Firstly forget Event Style training - you know those one day RAH RAH sessions that promise the world and deliver nothing in the long run. They DON'T work! They have the effect of a hot bath - nice whilst you are in it but it soon gets cold.

I am not saying all the content of these programs is wrong (although some of them just plain are) its just that one-day-only of anything just don't bring about any real permanent change.

And even if the sales training is relevant, incremental and delivered in bite size chunks over time, if the salespeople are returned to the same environment (same metrics, same rewards, same supervision, same culture) as before then training, no matter how excellent it is, has no lasting impact either.

Ask yourself these questions: What are you trying to change by offering sales training? Do you want change to occur as a result of the training if so can it be defined and measured? What is the point of doing the training? What am I trying to achieve with training?

Don't laugh most people don't ask themselves these questions.

Sales Training needs to be an integrated process involving role clarity, clear sales competencies, sales plans, sales metrics, regular infield coaching, etc. all linked to a strategy - not some after thought or isolated event.

No wonder if you walked into your sales staff work area right now and told them they need some sales training you'd get the following responses.

"Not another sales training seminar? they say. or "It's so boring, we know all that already?.

Who can blame them? They've been there done that. And even if they know it all, the trouble is, many of them have not been given the right support to effectively apply what they know.

A study conducted a number of years ago found that within one week of leaving any sales skills training program salespeople had lost 87% of the new skills they had learned during the training program.

Recent research by ES Research Group shows that 90% of all sales training programs result in a 90 - 120 day increase in productivity - but after that, nothing. It was only a temporary blip! Fewer than 20% of companies show sustainable productivity gains that last a year or more.

What I have found is that sales training only works if it is carefully matched to and directly supporting the use of your sales model, methodology & sales force profile. It really is the last 10%

Then it needs the role of infield coaching to provide the reinforcement needed to maintain and enhance skills and behaviours. In fact, a well-designed combination of training and coaching is by far the most effective and economical way to develop the ‘right' skills, behaviours and knowledge and see a change in sales performance

Effective sales training can be defined as a planned program within the organisation that endeavours to bring about relatively permanent changes in employee knowledge, skills, attitudes, and behaviours. Behaviour modelling training has been found to be most effective.

To make sure that you are not wasting your money on sales training, I always suggest that you run through a checklist. Check your ongoing sales training agenda, does it include the following?

• Company knowledge especially current strategy
• The promise-expectation-experience proposition delivered to your clients
• Product knowledge, value propositions, competitive edge, marketing tactics & tools
• Market, industry & competitor awareness
• Prospecting strategies & plans
• The ‘right' selling communication process & techniques
• Human relations; self awareness; salespeople motivations; values, behaviours & attitudes; problem solving & decision making; self management, planning, etc.
• Clear Performance Expectations & Rewards
• Levels of Authority & Responsibility
• Sales management support

To give a long term benefit, the training needs to give your sales staff the opportunity to apply what they learn in real life situations out in the field and have regular reviews as to effectiveness and efficiency of application.

However try as we might you can't improve sales and salespeople without improving sales management - now that's another blog for another time.

Remember everybody lives by selling something.

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  Sales Training - short term or long term success?

Article Tags: bite size, clarity, heaps, hot bath, laugh, metrics, money, offering sales, permanent change, quick fixes, rewards, sales staff, sales training program, salespeople, sessions, size chunks, staff work area, study c, supervision, training seminar



Related Forum Posts
Training - Louis: Some regulated industries mandate that you attend training. However, even then, finding time to meet those requirements becomes an issue. This may explain the growth of tele-seminars. To answer your questions though, ROI is very important and everyone needs to sell or market no matter what they do. The best tip I ever got on training is not to pitch training as training b/c even big companies have limited budgets for training but training rebranded as "sales support." It makes the ROI argument that much more appealing. Hope that helps. Good luck.
Re: Sales with no start up fees. - Hey Mary, Have you tried help wanted ads? There are a ton of IT & sales people out of work right now, if there is no cost to become a reseller, how about running an ad for a commission sales person that has sold advertising or software before? Set them up with a reseller website, some business cards, provide some training and get them to get your leads onto a webinar using gotomeeting or one like that? I have had success with this in other venues with sales, not software, but similar arena.
Franchise Choice - I would: .Spend time evaluating what my passions in life were and how i could take more time to be doing those things - work or social or family .spend time evaluating what would help me get to where i wanted to be - not concentrating on moving away from something i.e a job . Look at what skills I have and where i needed training i.e sales.business management/retail management e.t.c - what ever is needed. I would then invest in myself and acquire those skills on the open market from reputable training providers . Set up my own business doing something i loved . Invest the money saved into me, sales and marketing and mentoring from succesful people who had done what i was trying to do.
One Thing To Note - As a trainer myself, I'm always amazed at the lengths organizations go to to pay for training and then not follow through. Any training I design myself has to have at least an offer built in for future support as well, for the benefit of those receiving the training, the organizer and the people the trainee works with. Corporates don't seem to like this too much - they often seem to want to budget, sign it off, run it and close it off. I'd always ensure that there is the offer of ongoing support/challenge/development in some shape of form. Not sure what Louis or any other training providers find...
Multiple business setup legal/accounting. - We have multiple business operations, all related but currently run seperately under "doing business as" registered names. We are looking at options of changing our operations to protect assets and improve the tax situation. The businesses include a multiple farrier practice, a horse breeding/sales operation, a horse training operation, a riding/horse leasing operation, and an architectural blacksmithing operation. Our thought is to organize in a manner that will protect the assets of each operation should one fall into trouble. In addition we would like to operate so the two primaries are receiving a single large income each rather than mutliple small incomes. My question is what would be the best way to organize these individual operations from both an accounting and legal perspective (i.e. incorporate a holding company and register the individual businesses under the holding company.)


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