Tommy,
As others have said, you can find sources for competent sales training. And for me, there is some important elements missing from many of these programs. They don’t address each persons “internal operating system,” the set of rules and beliefs and coping strategies that we all develop to help us navigate our way in the world.
Selling involves “using” yourself as a source of possibilities for other people. Many would-be salespeople learn ABOUT the process of selling, and then try to add new techniques to their repertoire. That’s like building a house on top of a weak foundation. The resulting structure isn’t sound.
Much sales training supports a belief in sales as something we do TO customers, rather than as a creative act done WITH customers. Based on years of selling services, delivering services, and training salespeople, I don’t agree with this perspective.
I’ve been addressing this gap for several years with customized sales talent development programs. Here’s a summary from one of our white papers on the components of a talent development program.
Components of a solution-selling talent development program
In any group, some 20% of the people will adapt easily to change. Another 20% will resist strenuously. But the majority lie between these extremes. They are willing and able to learn, if given the time and support they need. To improve performance, focus on the 60% in the middle of the curve. They’ll give the best return on your investment.
A talent development program can cut the adoption curve for the people in the big middle group by two-thirds. What does it take to get people comfortable with new behaviors? In our work with organizational culture change we have identified the components required in a complete solution-selling talent program.
- Agreement on the essential behaviors that spell success in a given business role
- Assessment of the strengths of people currently in those roles, in comparison to the desired behaviors
- Formal training on “Creating Powerful Conversations,” based on the view that our lives exist as networks of conversations. To transform ourselves or the organizations we work with, we must transform the conversations.
- Formal training on relevant technical topics and skills
- On-the-job practice, guided by coaches
- Measurement of progress and impact
- Formal checkpoints with management to report results
Last month, Harvard published a case study describing how this model was used to transform a financial services sales firm into a profit powerhouse and a leader in their market - simply by investing in their people. It’s a compelling story!
If you would like to learn more about how you could create an affordable program for your organization, please contact me.
Stuart Scott
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