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TRAINING


sional degeneration has set in and he has forgotten most of the material. Quite often the conversation goes like this:


Manager: “You trained them. Why


don’t they perform the way they are supposed to?”


Me: “What skills did they learn that


they are not utilizing?” Manager: “Well, uh, um, I’m just not seeing any substantial increase in sales volume.”


Me: “Why is that?” Manager: “Well, they’re just not do- ing anything different than they were before they went to the training.” Me: “Why?” Manager: “Well, I don’t know – you just didn’t teach them anything different.” To avoid a counterproductive


For Best Results


Support Salespeople after Outside Training JAMES F. EVERED, CSP


Sales trainers need field sales managers who support and reinforce sales training efforts. In many cases, sales managers send their salespeople to training seminars expecting the outside sales trainer to do the training for them – and expect their salespeople to return to the field as permanently trained sales professionals who will forever after produce great results.


In some cases, unfortunately, the sales manager has neither seen nor attended the training session his own people attend. How in the world


can a manager reinforce the training without knowing what it looks like? In some cases the manager has attend- ed the training program, but profes-


20 | MAY/JUNE 2020 SELLING POWER © 2020 SELLING POWER. CALL 1-800-752-7355 FOR REPRINT PERMISSION.


“who’s responsible for what” type of exchange, I explain that we all tend to fight change, we are reluctant to try anything we find uncomfortable, and we tend to retreat to the familiar. As a simple example of forget- ting, I ask the manager to perform a task he or she learned in high school, e.g., extract the square root of 20,736 without using a pocket calculator. He will always worm out of it by asking, “What the heck has that got to do with selling?” Since the manager hasn’t used the math skills he or she learned in high school, and since they haven’t been practiced, they have atrophied. Practice is the only way newly ac-


quired skills can become comfortable and habitual for the salesperson. See- ing that the proper skills are practiced becomes the direct responsibility and obligation of the manager.


FIVE STEPS There are five essential steps to follow to gain the support of field sales man- agement. To get the most out of your sales force after they have participated in a sales training program, make these steps standard procedure as if they were a built-in part of the program.


Step 1: Involvement The field sales manager must be


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