Category Archives: Sales Training Programs
I have been in sales for many years, well before joining Richardson last August. I have heard my share of objections from prospects and clients, and I thought it worthwhile to share some of the most common objections to sales training.
I don’t have the budget. There is an investment component to training, and if prospects don’t have money in the budget, that’s a valid objection. If I’m talking with the right person, they certainly have a budget to run their business, but they may not have set aside money for training in that fiscal year. If they agree in the importance of getting people to do things differently to get better results, then the objection really isn’t about budget, but about timing. Even so, it is worth having a conversation around what the investment might look like, and whether there might be more value in exploring a sales development initiative versus another effort they currently have allocated money for. The framework for this conversation is to develop a mutual understanding of what it takes to get sales professionals to do something different to achieve better results. I don’t have the time. Sales leaders are extremely busy, trying to juggle competing priorities in managing their teams while achieving their financial targets. I understand their time constraints, while knowing they could achieve more if they invested the time to get their middle performers to act like top performers. If they » Continue Reading.
This could be a very short blog post. The answer, in a word, is “Yes.”
But let’s look a little deeper into the reasons why sales training is important for growing your business.
First, consider these assumptions:
Sales professionals drive revenue. Within every sales organization is a range of skills, talent, and capabilities. The B2B selling environment, with ultra-informed buyers, continues to grow more challenging.
Some might argue a new way of selling is needed to succeed in today’s digital, connected, mobile world. The good news is that while enhancements might be necessary, there’s a lot about selling that hasn’t changed.
Buyers may be more savvy and demanding, but they still need guidance to make the best decisions – and trust is still a major factor in making buying decisions.
What this means is your sales professionals must be skilled in connecting with the buyer on both a personal and business level. They must be authentic in establishing credibility and earning the right to ask questions. Then they need to gain pertinent information about the buyer’s situation, tailor insights and ideas, and provide a differentiated solution.
These are a higher-order level of consultative selling skills, requiring a greater degree of preparation, assertiveness, and initiative. The sale is still made in the dialogue; it’s just that the path for getting there is a tougher climb.
Recognized Eight Straight Years
Richardson has been named to TrainingIndustry.com’s 20 Top Sales Training Companies list for the eighth consecutive year and its 20 Top Leadership Training Companies list for the third consecutive year. The Top 20 lists recognize the top providers for training services and technologies.
For the past eight years, Richardson has been recognized for providing outstanding service and a proven track record for delivering superior sales training programs and improving the impact of the sales organization. Richardson provides sales professionals, managers, and leaders with the structure, skills, and tools that are necessary to increase their sales effectiveness and build their individual and organizational capabilities.
Selection to this year’s 20 Top Sales Training and Leadership Training Companies list was based on the following criteria:
Thought leadership and influence within the training industry Industry recognition and impact on the sales training industry Industry recognition and innovation Breadth of programs and services offerings & the range of audiences served Delivery methods offered Company size and growth potential Strength of clients Geographic reach Experience serving the market
“The companies considered for the 2016 Top 20 Sales Training Companies list are some of the most impressive we’ve ever evaluated,” said Ken Taylor, president, Training Industry, Inc. “This year’s list continues to highlight the best providers of sales training, one of the segments in the training industry that is very open to innovation, even though the majority of its services are delivered through » Continue Reading.
Richardson and Training Industry, Inc. Release New Research, Best Practices in Design and Delivery of Sales Training Programs
Philadelphia, PA—January 16, 2015— Richardson, a leading global sales training and performance improvement company, and Training Industry, Inc. announced that it has launched a new research report, Best Practices in Design and Delivery of Sales Training Programs.
Sales Training Programs: Mission Impossible or Mission Accomplished?
Let’s face it. For learning and development leaders without a sales background, being assigned to develop sales training programs can feel like the kiss of death. Even for seasoned sales training leaders, it isn’t a walk in the park.
What Makes Up Effective Sales Team Training
Adapted from an interview with Dario Priolo, Chief Strategy Officer for Richardson and Michael Rochelle, Chief Strategy Officer for Brandon Hall Group Part one our series on applying key practices in learning and development to effective sales training
Listing ingredients implies that they are part of a recipe, which of course can be literal or figurative. Without wasting time on prologues and previews, we know you’re hungry to learn about the 7 essential ingredients in effective sales training programs. The ingredients can be easily categorized by pre-training, the training itself, and post-training.
Pre Sales Team Training
1. Align sales training methods with your business strategy, goals, and needs.
What is your strategy and how does the sales training help to support the organization’s strategic objectives? At the end of the day, what is the behavior that you are hoping to drive? How do you want your sales reps to change the way they do things? What do you want them to actually do in order to achieve the desired outcome?
If you can’t easily answer these questions or connect your sales training to the needs and priorities of the company, then you should modify it or scratch it altogether. Don’t waste precious time, effort, and energy on tangential diversions. Instead, be able to connect the dots for the trainees as well as senior management to » Continue Reading.
Which Top Producers Should You Study to Develop Sales Training Programs?
Huh? Isn’t that a silly question? This is pretty clear, right? A top producer brings in the most revenue. You study them.
Well, maybe. It depends.
Some questions I’d ask first are:
What’s the context for “top producer?” What does exemplary performance mean in your company? Are you truly looking at the right things? What exactly are you trying to accomplish with your sales training program? What behaviors do you need to replicate to do that? Context is the New Black
If revenue is what you pay for, as your primary criteria for variable compensation, those who bring in the most business will receive the biggest rewards. That’s your decision, based on your company objectives, and those are the producers who will likely: be lauded with recognition, walk across the stage, take the trips, and reap the financial rewards. In many cases, if that’s your sole criteria, I might question your decision, but that’s another discussion and not the topic for this post.
If you’re studying exemplary sales performers to gather top-producer practices to provide content for sales training programs, however, “bringing in the most business” or “highest revenue production” is usually not the only criteria you want to consider. This may seem counter-intuitive to some. If that’s you, suspend disbelief for a moment and I’ll explain.
Sales Training Programs: Putting the A back in KSA
“Ability is what you’re capable of doing. Motivation determines what you do. Attitude determines how well you do it.” ~ Lou Holtz
Pressure Creates Diamonds
Corporate Learning and Development (L&D) departments are under pressure to produce results. This is especially true with sales training programs. Training budgets are often one of the first to get cut when times are tough and budgets are scrutinized. While the number of L&D departments that have fully made the transition from training to a performance focus is still less than might be expected, there is certainly a welcome and growing focus on delivering Return on Expectation or ROI, changing behaviors, tying training to business objectives, and positively impacting top-and bottom-line business results.