Is your sales manager training generating the results you expect? How about the results that executive leadership expects? For many organizations, the investment in sales management training is not paying off.
We know that we have to consider the bigger picture beyond training if we want to drive lasting change, but the traditional model that includes preparing for training, conducting training, and then providing post-training support doesn’t seem to be living up to expectations either. So, why the disconnect between training and results? Is the training model itself at fault or are there roadblocks hindering results? Perhaps it is time to examine each area of the traditional training model to uncover possible points of failure and alternative approaches.
Pre-Training
A sales leader comes to you to request sales manager training on a specific skill set. You conduct a needs-analysis, interview the target audience, identify training that is aligned with the problem, and begin preparing sales managers for the training — yet, you get meager results. What went wrong?
In all of your preparation, did you also include a plan for how the new skills will be operationalized within the sales managers’ environment? A common point of failure is delivering isolated, event-based training that is never integrated within a sales manager’s daily environment. When training is piled on top of training with no consideration for how the skills will fit with a sales manager’s schedule, existing tools or daily responsibilities, new skills fall to the wayside as the day-to-day realities of sales management take priority.
Instead of expecting sales managers to work the new skill set into their already hectic world, partner with sales managers prior to training to determine exactly how the new skills will integrate into their environment. Why will they use the skill? When will they use the skill? Where will the behavior take place? How often, and with whom? All of these operational aspects combine to form what we call a “management rhythm.” A sales management rhythm is simply a plan that helps sales managers prioritize their efforts by attending only to the actions that are executable and linked to desired outcomes (including the new skills). The plan must be completed in partnership with sales managers and take into account current tools, methodologies, daily responsibilities and business objectives, as well as a sales manager’s real schedule. Sales managers are more likely to adopt change if it fuses with their environment and priorities.
Training Implementation
Have you noticed how complex sales manager training tends to be? Sales manager training often requires hour after hour of intense training, coupled with the implementation of disruptive new processes and tools. Even though the sales manager role is complex, it doesn’t mean that training has to be complex. In fact, the most effective training is simple and gives sales managers realistic ways to simplify the chaos of their daily lives.
When it comes to driving change, small adjustments can have a bigger impact than sweeping transformation, provided they are the right adjustments. Sales managers need solutions that simplify their job, not add to the chaos. To improve sales manager performance, identify changes that have the biggest impact and keep focused on the activities that achieve these goals. The activities must be executable, attainable and relate back to the business objectives sales managers are responsible for achieving. Determine the minimum level of change required and stop there. Training is more likely to stick if you don’t overwhelm sales managers with unnecessary training content.
Post-Training
When it comes to post-training support you may find that initial adoption is good, but after a few months, it becomes spotty. Over the long-term, the status quo prevails. Should you add online learning modules for reinforcement? Should you bring sales managers back for “advanced” modules? Should you hire external coaches? While all of these tools have their place, they may not be enough to drive change. Fortunately, the most effective tool for ensuring change is right inside your company — your second-line managers.
The effectiveness of training is directly dependent upon learned skill sets becoming ingrained habits. It usually takes about three months for a behavior to become a habit. During this critical time period, sales managers will encounter trouble spots that threaten to derail the development of new habits, but reinforcement from second-line sales leadership can help them through these challenges. Engaging second-line sales managers in coaching and accountability is often the most effective form of reinforcement.
Conclusion
If you want to be a value-added partner to sales, and not just a training fulfillment organization, you need to approach training differently. In order for training to stick, it has to work in conjunction with sales managers’ existing environment, it has to be simple and executable, and it has to be supported by coaching from second-line managers. With these elements in place, perhaps the traditional training method isn’t a bad approach after all.
