Monthly Archives: April 2015
Get Post-Sales Training Visibility with Learning Analytics
Your salespeople are effusive in their praise of the new sales training. Sales Managers are feeling confident that the new sales training will help their teams achieve (or exceed!) their numbers. The Senior Vice President (SVP) of Sales, the sales training initiative’s executive sponsor, is publically calling the program a “game changer” for the sales organization. Your learning and development staff is feeling great — all of their hard work has paid off with an amazing three-day event.
As a seasoned Learning and Development Leader, you are glad that the training was so well received within the sales organization. However, you know that the initiative has now entered its riskiest phase. One question haunts you: What will salespeople actually do differently in their day-to-day interactions with customers as a result of the training? The sales organization’s whole investment in behavior change will be made or broken in the next three to six months — either behavior change takes off, or it does not. In nine months, when your CFO begins to ask the SVP of Sales, “What did we get as a result of all that sales training?” you need to ensure that you and your executive sponsor have a fantastic story of success to tell. That story began as soon as the salespeople left the new sales training.
At Richardson, we see the scenario described above play out over and over » Continue Reading.
The Best Sales Leaders Understand Their Dual Roles
It’s fair to say that most sales leaders got promoted to their jobs because they were good salespeople. And, as we all know, being a good salesperson isn’t the same as being the best sales leader. In fact, sometimes the best salespeople don’t make good sales managers; and sometimes, the best sales leaders were not good salespeople.
The trick is to recognize the difference between being a super salesperson and being a leader of salespeople.
To understand your role as a sales leader, you also have to understand your role as leader because they’re intertwined.
A leader is someone who shows the way. A sales leader shows the way and helps his/her salespeople to get there on their own.
The problem with this dual role is the tendency for sales leaders –– who were super salespeople –– to take over. They want to step in and solve their sales reps’ problems by doing it for them rather than coaching them in the skills needed to do it on their own. The sales managers feel that salespeople will learn how to succeed through observation.
In the sales leader role, there’s quite a lot to grasp about what it really means to achieve results through others. If you want the accelerated impact of sales success from ten people vs. just yourself, you have to start by thinking about what you did that made you successful. Also consider » Continue Reading.