Training Departments Please Oil the Sales Engine
Training Departments Please Oil the Sales Engine
Could these statements be coming from your organization?
“The training department has lost much of its focus in being a key partner to the Field.”
“We have become reactive, more administrative and thus less effective in helping Field Management accomplish their goals.”
I recently reviewed a proposal that was in its final stages before presentation to senior management. The report outlined a restructure and expansion of the learning department. The person leading the change wanted a set of outside eyes to read through it, what was missing, what might be unclear?
As you would expect, they had given much thought to the required re-engineering within their area. Equally as important, the author of the report looked at the critical interdependencies with other areas of the organization, including recruiting and selection and compensation alignment.
I liked the length they had gone to in obtaining input from field sales management and producers. They realized what ever path they went down, they had to put their client needs first and then integrate learning and development strategies as partners, not as head office experts.
I liked their recognition and emphasis on the necessity of coaching in the field, and the important role field management needed to play, especially with behavioural learning.
I liked that they understood the importance of identifying desired performance outcomes of all field positions so they could create appropriate learning programs.
What was missing in the report was any anticipated response to senior management asking, “How will we measure our return on the increased investment in this area?” Sure there was a budget, but there was no projected return. The working team focused so much on the detail they lost site of the big picture. If we do all of this, what happens?
This is the age old challenge, quantifying the learning investment is easy, tallying the return is much more difficult. Given the tight time line they were working to, my suggestion was to not dwell on precise dollar amounts but focus on the resulting benefits. Before doing so, I challenged them to have a hard look at the possibility of restructuring with no increase in complement, in fact could they reduce resources? A leaner and more productive learning group sends a loud message. It also allows the presentation to focus on the benefits of the proposed changes without the distraction of debate over need for increased complement. The key benefits identified were;
• Integration and alignment of head office and field mindset specific to performance outcomes – less duplication, time savings, faster implementation.
• Identify and leverage best practices, in the field and with external organizations – cost savings, productivity improvement, opportunity for recognition of internal excellence.
• Assess best fit for e-Learning solutions – not all development is suited for this medium – economic savings, ease of access, consistency.
• Recognize personal ownership for development – mindset of individual accountability is priceless.
The learning function of this company gets full marks for recognized the need for change. They understand the impact their department can have by becoming a true partner with the field. Once the learning team understands its role in helping the sales force fuel the revenue engine, field leadership will be asking for more. Keep your clients satisfied and life is great!
Training Departments Please Oil the Sales Engine - To learn more about this author, visit Clayton Shold's Website.
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The challenge - how can a training department in a large U.S. insurer be a better partner to maximize sales?
Could these statements be coming from your organization?
“The training department has lost much of its focus in being a key partner to the Field.”
“We have become reactive, more administrative and thus less effective in helping Field Management accomplish their goals.”
I recently reviewed a proposal that was in its final stages before presentation to senior management. The report outlined a restructure and expansion of the learning department. The person leading the change wanted a set of outside eyes to read through it, what was missing, what might be unclear?
As you would expect, they had given much thought to the required re-engineering within their area. Equally as important, the author of the report looked at the critical interdependencies with other areas of the organization, including recruiting and selection and compensation alignment.
I liked the length they had gone to in obtaining input from field sales management and producers. They realized what ever path they went down, they had to put their client needs first and then integrate learning and development strategies as partners, not as head office experts.
I liked their recognition and emphasis on the necessity of coaching in the field, and the important role field management needed to play, especially with behavioural learning.
I liked that they understood the importance of identifying desired performance outcomes of all field positions so they could create appropriate learning programs.
What was missing in the report was any anticipated response to senior management asking, “How will we measure our return on the increased investment in this area?” Sure there was a budget, but there was no projected return. The working team focused so much on the detail they lost site of the big picture. If we do all of this, what happens?
This is the age old challenge, quantifying the learning investment is easy, tallying the return is much more difficult. Given the tight time line they were working to, my suggestion was to not dwell on precise dollar amounts but focus on the resulting benefits. Before doing so, I challenged them to have a hard look at the possibility of restructuring with no increase in complement, in fact could they reduce resources? A leaner and more productive learning group sends a loud message. It also allows the presentation to focus on the benefits of the proposed changes without the distraction of debate over need for increased complement. The key benefits identified were;
• Integration and alignment of head office and field mindset specific to performance outcomes – less duplication, time savings, faster implementation.
• Identify and leverage best practices, in the field and with external organizations – cost savings, productivity improvement, opportunity for recognition of internal excellence.
• Assess best fit for e-Learning solutions – not all development is suited for this medium – economic savings, ease of access, consistency.
• Recognize personal ownership for development – mindset of individual accountability is priceless.
The learning function of this company gets full marks for recognized the need for change. They understand the impact their department can have by becoming a true partner with the field. Once the learning team understands its role in helping the sales force fuel the revenue engine, field leadership will be asking for more. Keep your clients satisfied and life is great!
Training Departments Please Oil the Sales Engine - To learn more about this author, visit Clayton Shold's Website.
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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Dr. John OdaJohn Oda Ph.D NLP is a business peak performance expert, an author, and speaker frequently called upon to provide corporate training, workshops and seminars for many companies in the United States. He is an expert in coaching sales and business professionals in overcoming the behaviors and obstacles that may impede their sales results and affect their bottom line. Since 1995, John has created a speaking bureau such topics, which include: time management, sales training, human diversity, leadership programs and etc. He provides companies with a strategic plan to increase their bottom line by over 25 percent yearly. - Visit Dr. John Oda's Website |
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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Staging DivaDebra Gould, aka The Staging Diva®, is President of Six Elements Inc., an internationally recognized home staging company. Inspired by many requests from aspiring home stagers wanting to start similar businesses, Gould created the Staging Diva Home Staging Business Training Program. Gould has trained over 1000 Staging Diva Graduates worldwide to start staging businesses. Buying decorating and selling six of her own homes in four years lead to an interest in real estate staging which she turned into a career with the launch of sixelements.com in 2002. Since then she has staged hundreds of homes in addition to teaching home staging training. Gould is the author of several home staging resources including a series of popular ebooks made up of a Design Guide, Color Guide and Portfolio Guide. For more information about Debra Gould visit stagingdiva.com. - Visit Staging Diva's Website |
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Michel NerayMichel Neray has over 25 years of experience as an award-winning copywriter, an Internet pioneer, a tradeshow pitchman and a senior sales and marketing executive. An online pioneer, he was one of the first marketing professionals to embrace the Internet by building websites as early as 1993. In 1994, Michel co-authored a book entitled "The Great Crossover: Personal Confidence in the Age of the Microchip", which made it to Jack Canfield's Achiever's Recommended Reading List. Michel founded Portfolios.com in 1995, the world's first online source directory for creative professionals and one of the first websites based on community generated content. Since creating The Essential Message in 2003, Michel has helped thousands of independent professionals and entrepreneurs as well as growing corporations find a better way to differentiate, position and brand themselves. In 2005, his chapter "Everything Starts With A Conversation" was selected as the lead for the book, "Sales Gurus Speak Out" and re-published in 2008 for 'Awakening The Workplace Volume 3'. He is also a co-author of "In the Company of Leaders" (2008) with 40 top North American leadership experts. - Visit Michel Neray's Website |
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Anne BarrAnne Barr has over 26 years experience in sales and marketing, six years as a franchisee. She has assisted over 367 business owners and purchasers to achieve their goals in career change, transition and exit strategy. She holds the designation of Certified Franchise Executive from the International Franchise Association, Certified Business Intermediary from the International Business Brokers Association and Board Certified Broker from the Texas Association of Business Brokers. Anne is active in professional organizations, networking groups and volunteers for non-profit entities. As owner/operator of four successful businesses, Anne has proven people skills and enjoys helping clients find the right "fit" in business ownership. Visit www.FranchiseOpportunitySpecialist.com for more information about me and my company. - Visit Anne Barr's Website |
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 Clayton Shold (Visit Clayton's Website) Clayton has 25 plus years of sales and marketing experience mainly in Canada and some in the United States. He led a successful national sales team. He's lead two training departments with large sales organizations. Clayton operated two small businesses. He doesn't consider himself a sales expert as he is continually learning about the sales profession. He understands the demands placed on salespeople today. Clayton is passionate about performance excellence, and big on sales and service delivery, that’s what it’s all about. Without these two elements companies don’t make money. Perhaps his biggest ah ha in sales has been the importance of keeping a positive mindset. He runs 5 km every other day, is a passionate but only mediocre golfer, and a lover of dogs. Clayton lives with my wife in Oakville Ontario. You can reach him by emailing clayton AT Salesopedia.com
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