Monthly Archives: October 2012
How to Prevent Your Front Line Sales Managers from Inadvertently Sabotaging a Sales Training Event
Sales training programs to support strategic change initiatives should be approached with the weight and attention they deserve. If this sales training is essential to getting your reps on board and in line with the new way of doing things, then do all you can to ensure its success.
The first post in this series discussed what sales managers should do before a sales training program for their sales reps takes place. If there’s one theme for the pre-training activities, that would be communication. Sales managers need to convey to their reps why the training is important and how it will impact their jobs and remind them of what needs to be done in advance of the training in order to make the most of the time spent.
In our business, we are well aware of the challenge that Learning and Development professionals face when working with sales or line-of-business leaders on growth initiatives. Sales training is often outside of the typical learning professional’s comfort zone because most have never lead sales teams or carried a bag — or haven’t done so recently. While they know that they shouldn’t be “order takers,” they end up in these situations because they don’t know to push back without ending up losing credibility or putting themselves in a political quagmire.
Top Sales Improvement Priorities
Let your voice be heard!
Richardson is conducting a short survey of sales professionals to help companies determine where they should invest in 2013 to improve sales performance. We would appreciate if you could take about 5 minutes to answer a few short questions. The information will be very useful for helping sales leaders align and prioritize initiatives. Your response will be kept strictly confidential.
Sales Training Without Sustainment Is a Wasted Investment
When sales training is treated as a one-time event, participants have been shown to lose up to 87% of skill and knowledge within four weeks. This “brain drain” needs to be dramatically reduced and significantly reversed in order for companies to optimize their investment in behavior change.
Most strategic change initiatives within the sales organization involve some level of training for sales reps. The training could involve learning new processes, skills, or tools that will impact sales productivity. But, how well training is deployed and sustained can spell success or failure for your initiative.
Complimentary Aberdeen Group Research Report – Train, Coach, Reinforce: Best Practices in Maximizing Sales Productivity.
Richardson is pleased to offer you a complementary report from the Aberdeen Group called Train, Coach, Reinforce: Best Practices in Maximizing Sales Productivity. Aberdeen’s research provides an in-depth and comprehensive look into process, procedure, methodologies, and technologies with best practice identification and actionable recommendations. This report will help you discover how you can achieve Best-in-Class results for your sales team.
We are what we repeatedly do. Excellence, then, is not an act, but a habit. – Aristotle
We have been doing a lot of research on how adults break bad habits and change behavior for the better. There’s a lot to be learned from organizations that have stood the test of time, such as Weight Watchers and Alcoholics Anonymous, to see how their approach can inform our work with our clients. In my quest for knowledge, I came across a very interesting article written by Leo Babauta on his Zenhabits www.zenhabits.net blog. Leo has written several books www.zenhabits.net/books/ that really hit home in this crazy age in which we live.
4 Ways Sales Leaders can Better Leverage L&D Teams to Execute Strategic Initiatives
Working in harmony will almost always yield better results than constantly working at odds. Everyone can agree that Sales and Marketing are at their best when they work together, hand-in-glove style. Leaders of both business units are on the same page, working toward the same goals and on the same timeline. Conversely, when the relationship is contentious, there’s a lack of faith and respect toward each other, which is bound to yield subpar results that not only do each unit a disservice but the organization as well.