Monthly Archives: September 2012
A major challenge for many corporations is how to effectively leverage their training organizations for internal learning and development needs. Further, when planning to implement strategic initiatives across the organization, the need for understanding and collaboration is magnified.
Companies are like people and snowflakes: they may look and act similarly, but each one is distinctly different from the other. Remember this comparison as your organization embarks on its next change.
You might think that I’m wrong because identical twins look, well, exactly the same. But what makes them unique is their thought processes and behaviors. In this sense, companies can look like twins yet are still very different. You could have multiple companies operating in the same industry doing the same things, yet achieving dramatically different results. This would be true from fast food (McDonald’s and Burger King) to home improvement (Home Depot and Lowe’s) to technology (Microsoft and Apple) and any other sector.
I recently read a white paper by a competitor that I’ve long known and long respected. The paper reflected the influence of The Challenger Sale on this company’s sales methodology. The concept of “Challenger” has captured the interest of the mainstream press and social media and sounds appealing to many sales leaders who are looking for new ways to drive business in a slow-growth economy. Several voices in our industry have argued against the Challenger sales training approach. My initial reaction was to recognize it as an approach that I didn’t buy into — live and let live. But the interest in Challenger sales training that I have seen has spurred me to add my voice.