Viewing Posts for: Andrea R. Grodnitzky
Creating the Skill and the Will to Unlock Sales Manager Coaching Power
Sales managers are the force multipliers of productivity and key players for supporting change in your frontline sales force. Research from the Corporate Executive Board indicates that when training is complemented by in-field coaching and reinforcement, productivity is quadrupled from 22% to 88%. However, many sales managers are promoted based on their ability to sell, and the characteristics that contribute to a sales manager’s success as an individual contributor run counter to their role as a developer of others. Some sales managers lack coaching know-how and skill, while others don’t make time to coach.
Customized Sales Training: Why It’s Important and How We Do It
About a year ago, we published the results of a survey that found that customization increases the odds of a sales training initiative being effective. This reconfirmed what we’ve believed for years and how we work with clients. But, some buyers push back on customization, hoping to take a cheaper and easier path to success. With this in mind, here’s a primer on why customized sales training is so important and how we do it.
Why does customization make for a better sales training program?
Clients often come to us with a particular business objective that they want to achieve, such as accelerating organic growth or growing market share. Changing behavior is one of the paths to achieving that business objective. To change behavior requires people to break old habits and learn the behavior.
We find that in order to really learn new behaviors and change old behaviors, you have to practice. It is best to practice in as real-world a situation as possible so that sales reps see clearly how the training is directly applicable to them. The training must be relevant and challenging, and this is why customization is so important.
Think about learning a new skill. It is a leap to learn a new skill and apply it back to the real world. You have to build that bridge for your sales reps by » Continue Reading.
Objection Resolution Model: Why is it Important?
For many salespeople, objections are the toughest obstacle they face in making a sale. Today, it is crucial for sales reps to be able to handle and recover from objections because they are unavoidable. Join us for this video blog post as Andrea Grodnitzky, Senior Vice President, Global Performance Solutions, discusses the purpose of Richardson’s Objection Resolution Model and its ability to establish credibility for a sales rep who can consultatively deal with resistance from a prospect or client.
How do you support the transition of a high performing sales rep to a sales manager?
In this video blog, Richardson’s Andrea Grodnitzky, Senior Vice President, Global Performance Solutions, explains the first steps to transitioning from sales rep to sales manager: letting go. Andrea also discusses the responsibilities that new sales managers must create time for, including reporting, coaching, and planning.
Video Blog – Custom Sales Training: Why is it Important?
Changing behavior within an organization is a continuous learning process that requires alignment and support for the sales reps. In order to sustain the change, sales leaders must build a bridge for reps to learn the new skills and behaviors. In this video, Andrea Grodnitzky, Senior Vice President, of Richardson’s Global Performance Solutions, offers advice about the importance of developing custom sales training and how to leverage it to help sales reps learn, practice, and apply changing behaviors within an organization.
When thinking about growing an account, it’s helpful to frame the sales opportunities for you to pursue in three selling modes: Respond. Shape. Create. Join Richardson’s SVP, Andrea Grodnitzky in this short video where she looks at the importance of each mode.
In our work with leading sales organizations, we have certainly seen a change in the buying landscape. Today’s buyers are more sophisticated, have more data available, and often have already defined a solution before ever involving a salesperson. This has created a real challenge for sales organizations and reps. Techniques and methodologies that worked twenty years ago do not necessarily work now. As buyers change, sellers too must change — but how?