Viewing Posts for: Gregg Kober

April 7th, 2015

Get Post-sales Training Visibility with Learning Analytics

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.

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December 8th, 2014

Strategic Use of Assessments to Identify Sales Talent and Build Sales Dialogue Skills

sales-talent

Strategic Use of Assessments to Identify Sales Talent and Build Sales Dialogue Skills

Often in sales, it is the intangible qualities that separate a high-performing salesperson from an average one. These intangible qualities include some combination of a high-performer’s natural sales talent and the sales dialogue skills they actually demonstrate when interacting with clients and stakeholders. How do you accurately identify this mix of sales talent and selling skills to ensure that you know the “secret sauce” that makes someone a high-performing salesperson in your organization?

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June 5th, 2013

Less Information, More Behavior Change: Avoid this BIG Mistake in your Sales Training

Less Information, More Behavior Change

Less Information, More Behavior Change:  Avoid this BIG mistake in your sales training

With the world awash in information, there seems to be a disturbing trend in sales training – many programs are focusing on breadth instead of depth.  Specifically, many sales training programs emphasize too much information across a range of topics and not enough practice on a few key behaviors.  Too often the assumption is made that more content leads to more behavior change – this assumption is dead wrong.  Consistently, as the level of information increases in sales training, the amount of time dedicated to practicing skills and getting feedback on key behaviors plummets.  This results in training that superficially touches on numerous topics without driving mastery of key behaviors.  There is a simple solution to this fundamental mistake; do less in training.  Help your participants to focus on a few key behaviors by including enough practice and real-time coaching so that when salespeople leave training they are well on their way to mastering these key behaviors.  Better still, this focus helps their managers to reinforce a few key behaviors back on the job, making coaching much more manageable (for the coach) and relevant (for the salesperson).

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November 12th, 2012

Leading Your Sales Organization through a Change Management Program

Sales Organizations

Leading Your Sales Organization through a Change Management Program

The most difficult part of change management isn’t coming up with new great ideas — it’s getting people to change their behaviors. How can sales leaders manage the people side of change to achieve the required business outcomes?

Businesses change and evolve, the pace and frequency of which vary depending upon the scale and scope of the change. As the leader of the sales organization, it’s your job to ensure that your sales teams and sales reps follow suit and comply with the new way of doing things. Otherwise, it’ll be your job.

Most changes that impact the sales organization involve modifications to processes (e.g., the sales process), documents (e.g., order entry forms), and roles and responsibilities (who does what during the post-sale implementation). As sales leader, it’s your responsibility to identify the best practices to be implemented. Change management programs help you get your people to engage and sustain effort in actually making those best practices part of their regular routine.

Sales people are paid to go out and sell, which should be their primary focus. You need to minimize distractions and make sure that they have the necessary tools, resources, incentives, and support to succeed. However, sales reps also need to realize that they work for a company, not for themselves, and that the company has specific goals, objectives, processes, and preferred ways of doing things. It might not always » Continue Reading.

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November 5th, 2012

Step Right Up: How L&D Professionals Can Help Sales Managers Sustain Change Post Training

Sustaining Change

Step Right Up: How L&D Professionals Can Help Sales Managers Sustain Change Post Training

Learning and Development must help sales managers to guide their sales reps after the training in order to sustain the changes introduced. Some sales managers may not be used to coaching and may need guidance themselves. Consider the following:

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November 2nd, 2012

5 Post-training Steps to Help Your Front Line Sales Managers Drive Change

Front Line Sales Managers Drive Change and Impact

After Sales Training: Question, Observe, and Reinforce

In the first two posts of this series, I talked about what sales managers should do before training programs to support strategic change and during those programs to ensure that sales reps derive the greatest benefit. Where should sales managers focus once the training is over and sales reps are back to work?

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October 31st, 2012

How to Prevent Your Front Line Sales Managers from Inadvertently Sabotaging a Sales Training Event

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.

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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.

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