The Sales Ace
Training - part of the triangle of success
I often get called in to train a team that has a problem that needs an instant solution. Maybe they are not closing eff ectively, or they are struggling with eff ective follow-ups or similar. T at’s fi ne and I am happy to help, but should you also see training as a long-term strategic decision? Sales requires process, strategy and training and these
elements form a triangle of success. At the centre of this triangle is the sales team. T ey have the customer insight and relationships that make it all work. Strategy defi nes the ‘what’ and the ‘why’. It includes,
among other things, identifying target markets, value propositions and competitive positioning. A clever strategy without training results in missed opportunities and a misaligned set of sales objectives. Process provides structure. It ensures that sales activ-
ities are repeatable, measurable and scalable. Training is what enables the sales team to apply the process and deliver on strategy. It transforms planning and projections into practical, daily actions and drives results. Training without process or strategy quickly becomes disorganised and unfocused. To put it bluntly, even the best processes and strategies
are just paperwork unless they are properly implemented, and for that you need a trained team. Despite how some great sales teams make it look;
sales is not an easy world. A well-trained sales team is far more capable of navigating changing and challenging sales environments. Here are a few results of good training:
■ Limiting wasted opportunities: training develops sell- ing skills and sharpens communication. Sales profes- sionals who are confi dent and knowledgeable waste fewer opportunities because they know how to qualify leads effi ciently. T ey develop new skills so they can address objections, tailor conversations toward solu- tions, and fi nd potential deals that are then not lost due to inexperience or hesitation.
■ Developing a more consultative approach: eff ective training prepares salespeople to act as consultants, not just order takers. T is involves identifying client challenges, understanding pain points, and proposing solutions. A good salesperson does more than parrot the details of generic off ers. Consultative selling deepens customer trust and leads to longer-term relationships. T e salesperson becomes a value-adding partner. T at results in higher value and more repeat sales.
Julie Futcher Founder The Sales Ace
■ Enhancing follow up and consistency: consistent follow- up is critical in sales. Research has shown that 80% of sales require fi ve follow-ups, yet 44% of salespeople give up after just one. Training instils the discipline of working towards the sale. It teaches teams how to structure follow-up plans, use CRM systems eff ectively, and persist the sales through to the conclusion.
■ Recognising opportunities and then taking them: customer conversations often create unexpected opportunities. Whether it’s a cross-sell, upsell or uncovering a need the customer hadn’t considered, a trained salesperson actively listens and can identify these cues. Training enhances not just selling skills but also situational awareness. A skilled, trained, salesperson is more likely to recognise these opportunity moments and develop them.
A well-trained team will clearly bring in more sales
revenue. T at goes without saying. However, while sales training will almost immediately improve performance, the benefi ts extend much further and into areas such as team development, staff retention and brand perception. Training fosters a culture of growth. It standardises
knowledge, aligns goals, and creates a shared language of success and teams that work together. All of which are great for generating job satisfaction. T e bottom line is that when employees feel that their employer is active in their devel- opment, it increases loyalty and engagement. According to LinkedIn’s 2023 Workplace Learning Report, a staggering 94% of employees said they would stay at a company longer if it invested in their learning and development We need to accept that sales is often a high-pressure
profession. Maintaining the motivation and confi dence required to succeed is crucial. Training builds this confi - dence by preparing staff for the highs and lows they will encounter. Confi dent sales teams retain their motivation when others fl ag. T ey push for success when things are diffi cult and recognise achievement when it happens. Even the act of successfully completing and implementing training can be motivating because it provides a sense of self-recognition of meeting professional standards. As to your employer brand, ask yourself who a high-
fl ying candidate is going to prefer to work for. One who invests in their future and consistently helps them develop and grow, or one that doesn’t? That is why businesses known for nurturing talent
attract higher-calibre candidates. Investing in sales training is, simply put, investing in the long-term success of the business.
T e Sales Ace off ers a free 30-minute sales review. Find out more on 01604 532004 or visit
www.thesalesace.co.uk
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