The key is to make learning, or relearning, convenient. That’s why reinforcement is so important for sales professionals. Research also shows that the best way to beat this forgetfulness is to repeat the information learned at spaced intervals. Our tendency to rapidly forget what we’ve learned is explained by the Ebbinghaus Forgetting Curve, which suggests that people forget an average of half of what they learn within an hour, 70% of new information within a day, and 90% within a week. Organizations that supplement the sales training program with formal coaching have win rates that are 32% higher than those who take a random approach that leaves the coaching process up to sales managers’ discretion.Įven the best sales training program won’t stick if it’s not reinforced. But effective learning doesn’t take place at a single point in time it’s a journey. Many sales organizations train on a skill once, often at employee onboarding. Not all sellers need the same skills development, nor do they prefer to learn in the same way, whether that’s in a group or individual setting, online or in person, or in a scheduled way versus in their own time.ģ. Treat sales training programs as ongoing development
While this may seem like a fair approach, it’s not an effective one.
But they don’t offer differentiated training that caters to the individual instead, they treat everyone the same. Many sales organizations offer training, because they know they should.
They should avoid lagging indicators of success like quota attainment and win rates and focus instead on selling behaviors, including what sellers say and do that helps them close deals.ĭata-driven assessments are crucial to help sales leaders isolate key competencies and skills-such as learning agility, curiosity and connectedness- that drive top sellers, and start closing the gaps in performance for their less successful sellers by creating targeted, individualized sales training programs to develop those skills.Ģ. Personalize sales training programs for each individual Rather than equating quota attainment with success or using their gut instinct to make training decisions, sales organizations need to take a deeper dive into their sellers’ capabilities. It’s extremely difficult to replicate winning behaviors in other sellers if the true reasons behind top sellers’ success isn’t clear. Leading organizations leverage four key practices to get the most out of their sales training:ġ. Have a clear definition of a top seller And the reason for this is these organizations often lack the sales training programs they need to enable sellers to reach their full potential. Talent gaps in sales teams are the number one internal challenge cited by many sales organizations.
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