TRAINING


Create Maximum Sales Training Results Nine secrets for making training work where it counts most GEOFFREY JAMES


Sales managers expect a lot from sales training. They want to keep the team current with the new- est skills, to change sales behavior to meet new market needs, and to ensure the sales process causes revenue and profit to grow apace.


Accomplishing all these goals at the same time requires strategic thinking, so we asked five top sales trainers how sales managers should allocate their training resources to create maximum results – regardless of what sales training firm they actually employ. Here’s what the experts had to say.


SECRET #1: THINK OF TRAINING AS A LONG-TERM INVESTMENT. The best investments of sales training dollars are tied to enterprise


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approaches to improving the overall effectiveness and efficiency of the sales force. The key is to create a consistent customer management process all salespeople can use on a day-to-day basis. This approach to sales training touches the organization in multiple ways. Top performers have their best practices reinforced and enhanced, while low performers quickly realize whether or not they can do the job. At the same time, average performers


gain clarity on what it takes to become a top performer. That’s great motivation for the “fair to middle” achievers, which fuels the performance of the entire organization. Similarly, you should avoid short- term sales training programs that focus simply on motivation, building confidence, and scripted approaches to dealing with customers. Some individuals may indeed need these things, but they should be dealt with on an individual basis as part of their personal development plans.


SECRET #2: RESEARCH, THEN PRIORITIZE, YOUR NEEDS. Every sales group has a unique set of needs. For some, it may be selling a broader solution, calling on a differ- ent market or decision maker, dealing with more senior-level clients, negoti-


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