Achieving the ideal balance between abstract and concrete is a constant challenge in training. If the education is too abstract, the learner can’t relate to it. If there are too many examples, the learner can miss the forest for the trees.

The need for appropriate concrete examples can be particularly important in sales training, where a common learner internal dialogue is, “Sure, it works in those other businesses, but my business is different.” In a group of 25 salespeople in the hotel business, for example, one salesperson said, “Sure, it works in the other hotels, but you don’t understand, my hotel is different.”

A prevailing view among salespeople is that each situation is unique, and success depends on the ability to read and bond with the prospect. While these skills are essential, they aren’t sufficient and don’t preclude universal truths that catalyze the selling process.

A strong blend of concretes and universal principles is the best solution. The Harvard Business School case study method popularized this approach to business. Students read well thought-out and appropriate cases that illustrate key issues before gathering to discuss them.

How can we achieve the same effect in sales training and development? Very often, a teacher or facilitator will teach a principle, give one or more examples, and then invite learners to share their experiences. The shared experiences make the training relevant.

Unfortunately, this common training method can be inefficient for two reasons:

• The unprepared learners may not have relevant examples to share.
• Even if the learners do have examples, they may not be articulated in an efficient way. A substantial amount of group time can be consumed “getting to the point.”

Imagine if the facilitator came to the learning experience with an agenda, of which 60 percent or more was prepared, relevant examples? The learning would be meaningful, the participants would be engaged, and the training would be efficient – an estimated five times as efficient, in my experience.

The battle plan exercise is one way to achieve this outcome. The learner selects a prospect with a 25 to 50 percent probability of closing. The prospect isn’t going to pick up a purchase order later today but isn’t a hopeless “tilting against windmills” long shot. The learner has a good chance of closing, but it isn’t a sure thing.

The learner then diagnoses the case, analyzing:

• Why he or she is targeting this prospect
• The definition of success
• The current challenge
• A political analysis of key decision-makers/influencers, including their urgent needs and risk factors
• Highlights in the prospect’s history
• The next step in the process
• Sales and micro-marketing strategy for at least the next four weeks
• The pre-mortem, a brainstorming exercise showing why he or she lost the sale

The four-week strategy is particularly important, since, as humans, we are not good planners. Business development is usually a three- to 12-month process, and most salespeople tend to focus on the next week. Without a planning tool, the sales process often becomes a train wreck.

Using the battle plan, all participants read the case. This reading can be done before meeting. Then, the case preparer gives a two-minute review of the highlights (with a timer and a script of questions to answer). Next, the group brainstorms what they can do. In my experience, this brainstorming has lasted up to 30 to 60 minutes. Finally, the teacher shares any of his or her prepared ideas that haven’t been covered.

A well designed session consists of a series of battle plans, selected to illustrate the concepts being emphasized and sequenced in a logical order.

This approach accomplishes these goals:

• Participants work on real problems and learn ideas to move a sales opportunity forward.
• The material is relevant and typically illustrates universal principles embedded in the case, so everyone should benefit.
• Team building occurs as participants help each other and tap into the wisdom of the group.
• Everyone talks.
• Participants improve their planning skills.
• The concrete/abstract challenge is addressed.

With a technique like the battle plan, the rate of learning and changed behavior is radically accelerated.