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 Sales Training Tips:
    Training Your Sales Staff
    Defining Sales Training
    Sales Management Coaching
    The Importance of Sales Training
    Increase Your Sales
    The Impact of Sales Training
    Confirming the Sale
    21 Ways To Increase Sales
    The Top 3 Fatal Sales Mistakes
    How to Shorten Your Sales Cycle
    Enticing Voicemail Messages
    Salespeople Bore Me
    Don’t Sell Like You Buy
    Goal Direction and Sales Success
    Good First Impressions -
        Handshakes
    Addressing the Elephant in the
        Room
    Position Yourself As A Leader
    Appointment Setting Tips: Using
        Power Language
    How To Overcome the
        Smokescreen Objection
    Opportunities in our Tough
        Economy
    Five Secrets To Writing Killer
        Prospecting Scripts
    COLLABORATIVE versus
        TRADITIONAL SELLING
    Seven Ways To Build Rapport
        With Anyone
    Power Pitching: Get the
        Personal Edge
     Marketing Savvy and
       Customer Focus
     Increase Your Bottom Line With
        Sales Training That Sticks
     Measuring Sales Training
        Effectiveness
    Sales Tips: Don't Bring a Knife to
        a Gun Fight
 

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Sales Training Seminars and Tips

The Impact of Sales Training

In my previous post I wrote about the meaning of not trainable, as a finding in our assessment. In this post I'd like to talk about the impact of the sales training itself. Sales training, when correctly conceived and implemented, provides a sustainable long-term return.

Conception - a well conceived sales training program deals specifically with the issues that each salesperson has. Unfortunately, most sales training is initiated by a well intended VP of sales, who might say something like, "We need sales training on closing techniques". He then goes about the process of finding someone who could provide skills training on the subject of closing, typically an event rather than a process. The problem is that people don't change from an approach like this and this type of sales training always fails to work on the real problems - the reasons why your people are having difficulty closing. Training and development is often 2 parts skill and 8 parts fixing the problems that prevent people from executing their skills. Have your sales force evaluated to determine exactly what the sales training must address at your company.

Content - Many VP's put a lot of weight on content but the content is less important than the sales trainer's ability to get people to change! An effective sales trainer can use almost any content and get your people to respond and take action. That said, content should be aligned with the issues identified in the sales force evaluation and in a perfect world, should be modular. In other words, there should be unique sessions or programs that deal specifically with each of the issues identified. For example, a sales training session that introduces a selling process should be separate from a session that deals with self-limiting beliefs which should be separate from a session that deals with overcoming objections, etc.

Trainer - As I just mentioned, the sales trainer is a very important component to the sales training puzzle. An ineffective sales trainer, even when representing great content, will lay an egg. What makes a sales trainer effective? Style! He or she must be dynamic, able to get the group's attention and hold it; the trainer should be an expert storyteller, the best way to backup theory with examples; The trainer must be able to role-play scenarios so that everyone can see, hear and sense how a particular approach must be executed; the trainer must be entertaining so that people choose to pay attention; the trainer must be interactive with the group so that people participate; and the trainer must make change the end goal, not the training.

Reinforcement - Most sales training is delivered in one or two day boot camps. While the training could be quite good, the participants’ ability to remember, internalize and apply what they learned isn't. So the one or two day event should be a kickoff of sorts - a synopsis of what will be covered in sales training during the next year. Then, once or twice per month, specific subjects should be covered in detail, allowing participants to fully learn, understand, remember, internalize and apply the sales training, enhancing their ability to execute in the field.

Accountability - While this is not generally discussed by sales trainers, participants or management, I believe this is as important as the sales trainer. Who will hold the salespeople accountable for what they learn, what they apply, how they apply it and where and when they use it. Who will coach them to make sure they use it the right way and when they don't, correct them? Who will hold them accountable for attending the training? Who will hold them accountable for their progress from the sales training? If management isn't willing or able to do this, a lot of time and money could be wasted. The salespeople may be exposed to the trainer and concepts once or twice per month. If there isn't somebody reinforcing those messages the remaining 20 days of the month, there won't be much progress.

The impact of sales training can be very significant. However, unless sales training is done the right way, you may not see any impact at all.
Dave Kurlan http://www.omghub.com/

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