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Managers are in a perfect position to train their crew to develop stronger selling skills. They have the best opportunity to observe what's working well and what's not. They've got plenty of opportunity to deliver training in small bites, to develop skills exponentially over time. Perhaps most importantly, sales managers have the authority to drive follow-through and completion of the learning curve. Here are some tips on training, or following-through on training delivered by others. What's "Training" and When Should You Use it? Let's start with what training is NOT. Talking about desired behaviors is not training, nor is holding an interactive discussion. Though these methods are great ways to teach information or concepts, they don't work for teaching new behaviors or skills. Adults learn new skills/behaviors by doing. Training is a very particular teaching method designed to provide that learning experience. When you want people to use different skills or behaviors, you should use training techniques to get them there. Avoiding the "Understand" Trap Many people will talk about sales performance problems in terms of a lack of understanding. As a client recently told me, "I want them to understand that sales is providing great service." If that sounds like you, you will have to go through a translation process before you can begin training. Work forwards: What would your sales reps do and/or say that would demonstrate they understand that sales is a way of providing service? Remember, we're talking performance here; actions we can see and/or hear that help drive sales results. You won't succeed in addressing performance issues until you can identify the desired behaviors. Once you can describe the desired behaviors-skills-then you have what you need to design training. Here's just one good reason to hire a training pro: We can identify needed skills quickly and accurately. Bite-size Training Once you've got a good description of the desired behaviors, break it down into smaller pieces so your crew can focus on learning one thing at a time. Breaking things down into smaller pieces also makes it easier to do training in a short periods of time, such as during sales meetings. Train on the smaller pieces in the order in which they fall in the real world. For example, if your reps are having a lot of trouble asking for the sale, train on what leads up to that point. Training on what leads up to the missing skill also covers all the bases. This is important because the root of the performance problem is not necessarily what you think it is. Training Format Here are the steps for training, using the example of teaching someone to tie a bow. Step 1: Describe what you're about to do, and position benefits to your audience in learning the new skill. Use consultative words, to foster their ownership of learning. "I'm going to teach you how to tie a bow. Bows are a nice decoration for presents. When you can tie a nice bow, yourself, you can save some money and avoid standing in those long lines for gift-wrapping services." Avoid threats or slights to your audience. Even though you're the boss, and even though their performance may be poor, you'll get better results if you "sell" the training to them. Step 2: Create or use a model-something that shows the steps or parts on paper. Provide a copy of the model to the group and discuss the reasoning behind the actions shown. Using our example: The model could be a drawing showing how the ribbon loops over itself; or a bunch of packages showing the bow stage by stage. Models and discussions help because adults also want to know the "why" behind the skills. In addition, many people learn faster when they can picture a flow of actions. Step 3: Show them what the skill looks like. (In training, this is also called "modeling.") Using our example: Slowly tie the bow, talking about each separate action or step as you do so. Since tying a bow is actually a pretty complicated action, you should model the skill a few times, describing the actions as you do that, each time. Step 4: Give them hands-on practice. Each person should get to practice tying a bow, a bunch of times. As they practice, provide them with encouragement and feedback. Focus on what they are doing correctly, because that's the information adults need to build upon. And encourage them to try again if they make mistakes! The more time you can devote to practice, the better results you'll get. Step 5: Wrap the training session up (pun intended) by reviewing what they just did, and remind them of the benefits they may reap from using this fabulous skill. Set expectations for follow-through. It Ain't Over Yet No matter how simple the skill, the average adult needs 30 to 40 correct repetitions before using the skill is automatic-learned. Since most people will have plenty of incorrect repetitions as they continue to practice, you can bet the learning process has only just begun when your training session ends. This means you'll have to support completion of the learning curve to get the most out of any training you do. Fortunately, it's not hard to do this. All you have to do is ensure practice continues on the job. As a sales manager, you should make a point of encouraging and expecting your reps to practice their developing skills on prospects and customers. Tell them you expect them to practice and make mistakes, and then walk that talk! Observe reps working with prospects or clients, then coach them on using their skills. Focus on what they did well, and provide specific ideas of what they might do differently, next time. If you don't have enough opportunities for real interaction with prospects and customers, then do some quick role play with each rep. It Doesn't Have to be All About You If you're not confident of your own selling skills, have your high-performers do the training. Just make sure they can put aside any arrogance about their own success and focus on the art of teaching. If you don't have the time to follow-through with coaching and practice to complete the learning curve, have your reps coach each other. A consistent feedback or coaching method will give you the best results, so include teaching them specific feedback skills as you teach the other skills. The Best Also Train There are lots of good reasons to bring in professional trainers. However, the most successful sales organizations have managers who actively train as part of their daily activities. Whether you're using other training resources, or not, developing and using your own training skills can only help improve performance! Contact us today to talk about teaching your managers and supervisors how to do training. |