October 24th, 2012

What Your Frontline Sales Managers Must Do Prior to Launching a Major Sales Training or Change Initiative

Sales Training Reinforcement

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.

One of the key components in reducing and reversing the brain drain is a salesperson’s frontline sales manager. The sales manager has a crucial role to play before, during, and after training. A sales manager’s active involvement increases the likelihood of salespeople initiating, engaging, and sustaining new selling behaviors over time.

This blog post is the first in a series of three that will outline what sales leaders and managers should do before, during, and after sales training programs in order to increase their effectiveness and maximize long-term benefit.

Before Sales Training: Increase Awareness

Salespeople need to understand why the training is important and how the new skills and knowledge will benefit their performance back on the job. Sales managers should:

  • Attend the training prior to their salespeople
  • By exposing themselves to the skills that their salespeople will learn, sales managers can better identify the key skills that they will need to coach to back on the job. This will also provide an opportunity for sales managers to refine the training (if necessary), as well as the messaging to promote it.
  • Schedule a 60-minute overview meeting with their salespeople one month before the training will take place
  • You don’t want to wait until the moment before the training to get your people thinking about it. Introduce the subject and prepare them for what’s to come. If you treat the training as a last-minute afterthought, your sales team will likely do the same.
  • Explain the case for change at the overview meeting
  • We talk frequently about the importance of avoiding an “event” mentality. Rather, work within a thoughtful strategic communications program that highlights key messages and activities along a timeline that coincides with the implementation. As a preview for the training, sales managers should address:

(1) What is happening in the business that is driving the need for training on new skills and knowledge?

(2) Why this training is happening at this time?

(3) What happens if they don’t develop new knowledge and skills now?

(4) What skills and knowledge the participants will gain from the training?

(5) How these skills and knowledge will benefit the participant back on the job?

(6) How performance on the job ties back to key corporate goals and go-to-market strategy?

  • One week before the training, ensure that salespeople are in the process of completing any prework required for the training.
  • Your salespeople are (hopefully) busy and focused on working with prospects and clients. However, help them avoid embarrassment and holding up the class by being prepared before they show up to the training session. No one wants to be “that guy” who ruins it for everyone else.
  • Three days before the training, send an e-mail reminding the learners to actively participate in the training, expand their network of contacts, and complete the prework. In addition, the sales manager sets expectations for applying the learning on the job and immediate next steps after the training.
  • This is your last opportunity to coach your people toward getting the most benefit from the program before they’re on their own. It reminds me of saying a few parting words to my kids before they leave for school or of a coach reminding his players what to do once they get onto the field.

Learning and Development Needs to Provide

In many cases, the changes and new expectations will be as much of an adjustment for sales managers as the sales teams. Help sales managers prepare by arming them with the following:

  • A “managers only” version of the training program in order to accelerate managers’ understanding of the new skills and knowledge
  • Speaking points for the overview meeting
  • An e-mail with the prework and average time it takes to complete
  • An e-mail template for recap and expectation setting prior to the training

With careful preparation, your sales managers and reps will get the most out of this training in support of your strategic change initiative.

 

Sales Training - QuickCheck

Richardson’s new QuickCheck™ is an e-mail-based training sustainment tool that leverages your salespeople’s mobile devices in order to deliver daily, bite-sized learning. It combines a ubiquitous technology with a proven method for extending learning to ensure that knowledge is retained and training investment is optimized. Click here to learn more.

 

About The Author: Gregg Kober

Gregg Kober is a Change Management Consultant with a decade of experience designing and delivering global workplace learning and performance improvement programs for Fortune 1,000 firms. He has broad experience managing change initiatives involving: performance analysis, process redesign, training, and organizational development solutions. Gregg innovatively aligns workplace learning and performance consulting services with human capital needs to achieve business objectives. He is known for building productive, long-term partnerships with clients at all levels.

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One Response to “What Your Frontline Sales Managers Must Do Prior to Launching a Major Sales Training or Change Initiative”

  1. October 25, 2012 at 6:18 pm, Mike Kunkle said:

    Hey Gregg,

    Great post!

    Is it wrong that I’m thinking that I’d like to print this and tape it to the forehead of senior executives in Sales and L&D everywhere? Yeah, probably. But at least I didn’t say “staple it.” ;-)

    I’ve found the a “magic-sauce” mix includes:
    – the right content, which will produce real-world results if used
    – great instructional design with chunking, sequencing, layering, and especially – a lot of experiential activity, role play, feedback, and a chance to use that feedback and get additional coaching during training
    – that managers know what is being taught and buy-in
    – that managers know how their reps did in training and what they need more assistance with afterward
    – that managers have been taught how to identify how well reps are using what was taught (via reports, discussion, observation) and know how to coach to close usage and performance gaps
    – when ongoing post-training performance management systems systems include regular activity/result reviews (weekly, bi-weekly or monthly), with ongoing coaching on using what was learned in training to improve activity or results.

    I don’t see it happen a lot, but when it does, it produces phenomenal results. And as your post suggests and the research continues to indicate… without a transfer plan, there is no transfer. Or ROI. Or change.

    Anyway, thanks for a great post, Gregg. I just followed you on Twitter and would enjoy being connected elsewhere.

    Mike Kunkle
    http://www.mikekunkle.com
    http://www.linkedin.com/in/mikekunkle

    [REPLY]

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