| nication is often touted as the most important | | | | an overwhelming work load or an inability to do |
| aspect of sales training, but the most important | | | | the actually suspending, but whatever the reason, |
| thing about sales training is whether or not it | | | | your lack of follow through communicates to your |
| brings about results. Why is it that when you | | | | employees that you probably won’t follow |
| simply repeat your requests in memo after | | | | through with these new sales training techniques |
| memo or yell what you need changed, the | | | | either, so why bother? |
| change in sales training that you are hoping for | | | | Along with working out how you will communicate |
| doesn’t come about? Because what is | | | | your new sales training, decide what |
| going to happen if they don’t implement | | | | consequences, or incentives, you will put into |
| the new training procedure? Another memo? | | | | place. When an employee successfully learns and |
| Another yelling session? For most, this is not | | | | implements the new training, there should be a |
| enough motivation to make a change, especially a | | | | benefit or reward. When an employee does not |
| change that they are not inspired to absorb. | | | | learn the new training or does not put it to use, |
| A child does not stop repeating bad behaviors and | | | | then, too, should there be a consequence. |
| adopt new ones because her mother is | | | | These consequences should be very personal to |
| disappointed in her. She stops because she quickly | | | | your employee they should not be benefits or |
| learns that there are repercussions for her | | | | drawbacks for the company. For example, the |
| actions. In sales training, an effective tool that is | | | | benefit should be a monetary bonus for the |
| often downplayed is the idea of consequences. | | | | individual employee instead of the airy concept |
| You can effectively communicate the sales | | | | that profits will soar for the company and that |
| training techniques, share this effectively | | | | this will trickle down into raises for everyone. The |
| communicated sales training softly or loudly, | | | | drawback should be a suspension for the individual |
| repeatedly in memos and meetings and trainings, | | | | employee or a cut in hours rather than the |
| but still not have the desired outcome. | | | | general threat of bankruptcy for the company |
| The problem comes in when you don’t | | | | – or even the threat of layoffs in general. |
| follow through. For example, you have spent a | | | | Just like sales to the customers, the way to sell |
| great deal of time encouraging them to learn the | | | | your new sales training techniques to your |
| sales training techniques that you’ve | | | | employees is to make it personal. |
| designed because, ultimately, it will make their | | | | Simply put, repetition or angry tirades do not |
| jobs easier and more fluid. However, learning | | | | back up effectively communicated sales training |
| these new techniques may be more difficult or | | | | strategies. Instead, put your time and energy into |
| time consuming than they may have thought and, | | | | creating and backing up consequences for jobs |
| for them, their job is not made easier with this | | | | well done (or not done). Plan casual meetings |
| new responsibility. You may have communicated | | | | during the a work day to get input on how things |
| quite efficiently to your employees that you | | | | are going, to see if anyone has questions, |
| would suspend anyone who wasn’t | | | | concerns, or needs help. In this way, you will |
| implementing the new sales techniques by a | | | | create an environment of trust and a foundation |
| certain date, but that date came and passed | | | | of follow through that will not only help you |
| without suspensions despite the fact that many | | | | implement your current new sales training ideas |
| were still using the old ways. This may be due to | | | | but future ones as well. |