| A recent report by Selling Power indicates that | | | | accountability. There are countless anecdotes of |
| corporations spend over seven billion dollars per | | | | participants sent into training for hours and days |
| year on sales training. And, many sales | | | | at a time, returning to work no better than |
| representatives do not adopt the sales | | | | before training. Workers return to past habits |
| methodology! In present economic times, the cost | | | | having forgotten educational practicum. This |
| of capital is to high not to have measures. | | | | illustrates a complete disregard for the return on |
| Copyright (c) 2008 Drew Stevens PhD | | | | investment. The only mechanism for success is |
| A recent report by Selling Power indicates that | | | | the establishment of new habits. What gets |
| corporations spend over seven billion dollars per | | | | remembered gets repeated and it is imperative |
| year on sales training. The vital issue, with an | | | | for individuals to constantly repeat new processes |
| investment this large many companies do not | | | | to change old habits. |
| provide a means to understand whether it leads | | | | Second, review your talent pool. Research proves |
| to a return on investment. And, many sales | | | | that certain behaviors cannot be taught. |
| representatives do not adopt the sales | | | | Organizations can hire for physical ability and even |
| methodology! In present economic times, the cost | | | | certain skills but talent is innate. Your talent does |
| of capital is to high not to have measures. | | | | or does not have it. When the methodology is not |
| Our firm has spent over 25 years in the field and | | | | used, search your talent pool. |
| we have seen this trend too often repeated. | | | | "Eighty seven percent of training is lost within one |
| There is simply no reason to measure | | | | month." Training for training sake does not work. |
| productivity, manufacturing and talent | | | | While short-term productivity occurs, training is a |
| management, and not measure training return on | | | | longer-term process. Selling requires a series of |
| investment. | | | | programs that instill motivation, memorization and |
| When the concern is for both sales and growth | | | | practicum. Short-term production might help |
| there is a vital need to form a link. We have | | | | monthly revenue gain, however, quarterly and |
| found that there are several issues that break | | | | annual are the proper success metrics. What |
| the connectivity: - The sole metric used is new | | | | might your feelings be if you discovered your |
| sales or new clients. - While many companies | | | | physician only went to medical school for two |
| conduct sales training, it is event based. - Many | | | | years or only assisted a half dozen patients per |
| selling representatives do not adopt the | | | | year? How about an attorney that only litigated |
| prescribed methodology. - "Eighty seven percent | | | | four cases per year? Selling is a profession. |
| of training is lost within one month." - Training is | | | | We work in a multigenerational, multi-gendered |
| not tied to the corporate business strategy. - | | | | and multicultural workforce. This potpourri requires |
| Executive buy-in is narcissistic. | | | | changes in learning accommodation. Today's |
| The sole metric used is new sales or new clients. | | | | learner desires 1) to be involved in the learning |
| Differentiation is the key to all business and | | | | process, they like interaction and adverse to |
| industry. However, many do not have proper | | | | simple lecture and 2) desire different modalities of |
| metrics to understand the impact of new and | | | | learning. The proliferation of consumer electronics, |
| decreased sales. If a firm is engaged in an | | | | the Internet and personal computing allows |
| established selling program then it's vital to work | | | | learners to devour content wherever, however |
| toward a return on investment. Talent is | | | | and whenever they desire. Use a blended |
| measured, manufacturing production is measured, | | | | approach but ensure learning continues and does |
| and customer service is measured, then why not | | | | not hit obstacles. |
| sales? More importantly, new sales cannot be the | | | | Training is not tied to the corporate business |
| only metric used to denote if sales training works. | | | | strategy. Tactical sales forces do not work in |
| Selling does not work in a silo. Clearly, customer | | | | today's complex and connected world. Sales |
| service, closing efficiency, handling objections and | | | | representatives are myopic to the needs of the |
| demonstration of product and service are | | | | organization focusing only on the "product/service" |
| required. The metric used must integrate with all | | | | of the day. It is imperative to denote for all staff |
| operational departments effected by sales and | | | | the motives for the business. Sales staff must be |
| more importantly the linkage to the overall | | | | aligned toward the core values. This provides |
| corporate strategy. | | | | vision and purpose. Exemplars such as FedEx |
| Sales Training cannot be event based. A chronic | | | | illustrate this model as all work toward guaranteed |
| misunderstanding about training is the issue of | | | | overnight delivery. |
| changing habits. Habits are formed from years of | | | | Executive buy-in is narcissistic. The worst |
| influences and behaviors. These behaviors have | | | | travesty for any training program is a sheer lack |
| cultivated through many years of constant | | | | of accountability. Executives state the important |
| repetition. Enculturation is manifestation of | | | | of training yet THEY do not participate in |
| behaviors. These behaviors do not change in a | | | | programs and worse, do not follow up with |
| seven-hour program. It is counter productive to | | | | required accountable. Stop the narcissism. Hold all |
| believe that a billion dollar firm will obtain double | | | | individuals accountable to ALL training program |
| digit production after a seven-hour event. Results | | | | essentials. Participants learn from true leaders and |
| come from repetition. When was the last time | | | | they follow them. People believe what they see |
| other than starvation that you lost weight in a | | | | and leadership must serve as exemplars. |
| day or increased muscularity without exercise? | | | | Conventional wisdom says people change jobs for |
| Ask your selling professionals, "can you do the job | | | | pay and morale, but lack of training leaves a |
| if you life depended on it?" Deter shortcuts and | | | | chasm of frustration. The sales department is the |
| train staff periodically for best results! Treat them | | | | most important asset of any organization. |
| as elite athletes. | | | | Executives are unpaid, vendors are unpaid, |
| Many selling representatives do not adopt the | | | | products are not developed until something is sold. |
| prescribed methodology. The worst travesty for | | | | End the training gap and begin to invest in the |
| any training program is a sheer lack of | | | | most vital asset of any organization- selling! |