have to start by training the manager. One SVP says training is particularly important at several points. On- boarding new salespeople requires product training as well as training on systems, processes, and skills. When a new product is launched, reps must learn features and benefits and how to have productive conversations with customers about its value. When a firm goes through a stra- tegic shift, sales roles shift and new competencies must be learned. Train- ing may also be needed when prepar- ing for a major deal presentation or meeting. Lastly, promotions are a good time for training the promoted individual in new skills. Trainers say certain symptoms in- dicate a need for training. Are there inconsistent sales approaches across the sales team? Inconsistency pre- vents the use of a common vocabu- lary for discussing sales opportuni- ties, yields inconsistent sales results, and creates coaching problems for managers. Other red flags include the following: • Low profit margins occur if the team is not trained in uncovering buyer motivations and making recommendations tailored to prospect needs.
• If reps gravitate toward simple products that sell themselves – or avoid selling full solutions – train- ing is indicated.
• If sales cycles are too long, reps stall short of the close and need training on how to finalize sales.
• If reps work with too many unqual- ified buyers, they don’t know the characteristics of qualified buyers and need training.
• If voluntary turnover on the sales team is high, reps may be dissatis- fied with training.
• If sales meetings focus entirely on products or quotas rather than skills, managers may not know how to train for sales skills.
Training and coaching should be continual, based on the goals of each company. Competency models can determine which capabilities are the
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You are never too old to set another goal or to dream a new dream. LES BROWN
most important causes of specific business outcomes, agree the train- ers. The right training content can be determined for each goal. Sales playbooks and coaching can focus on areas in which the sales effort will pay off the most. Because change is constant, managers should con- tinually monitor their sales talent, learning progress, field application, and results. Training is most useful when there is a significant group of sales reps who need a common skill, notes a trainer who specializes in sales coaching. Coaching is most useful to either reinforce training or help individuals who lack a specific skill. That means coaching should be ongoing. Training should happen when a group of three to 30 reps needs to work on a par- ticular set of skills. This training need may be most pronounced when a deficiency in skills is hurting win rates or profit margin. For example, too much discounting flags the need for training in selling value. Low win rates indicate a need for training in gaining commitment.
He says training usually needs to be annual or semiannual, but managers need to coach each rep much more frequently – at least once a month. Coaching can be done in the field or by debriefing reps after a call. Manag- ers should always coach by reinforc- ing positive features before serving up criticism. “Reps are often harsher on themselves in coaching sessions,” says the trainer.
He cites four indications that train- ing is needed:
• Customers are not getting the unique insight and perspectives they expect from truly valuable providers.
• The competition is getting more wins – meaning your reps have to up their game to nullify that trend.
• Your firm is changing its sales strategy – looking for more prospects in the funnel, a differ- ent mix of prospects, or perhaps a more global relationship with major accounts.
• You have been getting limited benefits from a new technology – such as a CRM system – and need to train reps on how to exploit the new tool.
Above all, he says, high-perfor- mance sales organizations monitor activities, not just results, and inte- grate training with other initiatives, such as recruitment, compensation, and technology.
BOOST YOUR SALES • CLICK HERE! SELLING TIP Negotiate to Win/win
Improve the outcome of your negotiations by being open minded. Even if you prefer a tactic or strategy you’ve used before, trying something new may help you and your buyer get what you want. • Ask questions. Be sure you understand what your buyers want and need – and which of those wants and needs are most important to them.
• Stay neutral. Avoid making value judgments. Act like an explorer who helps prospects discover a problem, then works with them to find a solution.
• Be creative. Instead of either/ or alternatives, seek creative compromises.
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SELLING POWER JUNE 2017 | 23 © 2017 SELLING POWER. CALL 1-800-752-7355 FOR REPRINT PERMISSION.
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