We have all noticed that some salespeople cease to grow because they cease to learn. Recent studies show that there are environmental factors in which sales training cannot produce significant personal growth. The seven key factors found in sales training programs that improve the sales training environment and therefore stimulate development are:

1. Create an environment where salespeople feel supported. In a sales setting, the manager can either reinforce or hinder behavior changes. For this reason, managers need to be trained in how to support sales training.
2. Fostering experimentation and creativity while training encourages change. When salespeople have fun they learn fast and well.
3. Salespeople should be treated as peers whose opinions are honored and appreciated. A manager can learn as much from salespeople as salespeople learn from the manager.
4. Use self-directed sales training to reinforce the training. Salespeople must take responsibility for their own sales training and have the needed resources available to them.
5. Salespeople should be challenged just beyond their present level of ability. Measuring their pre-training selling skill level is required. Experienced salespeople are encouraged to share their knowledge with less experienced salespeople.
6. Create an active involvement in the sales training through interaction, exercises, role-plays and games.
7. Include regular feedback mechanisms that tell sales management what has been learned and what is yet to be learned. Assessments, manager observations and peer feedback are examples.

Optimal sales training environments, where salespeople learn best, included more examples of these seven key factors.

Four Critical Facts & Techniques for Effective Sales Training

1. Fact – Motivation: Without motivation there can be no sales training at all. If the experienced salesperson does not recognize the need for the information, the sales training effort will be in vain. How salespeople perceive the rewards of sales training form the basis for the motivation to learn. Heightening the salesperson’s performance expectations can have an impressive effect on their achievement in sales training. 8

   Technique To Do: When salespeople are made aware that their sales training will be assessed, their motivation to learn as well as their ability to transfer sales training will be enhanced.  In other words, “what gets measured gets learned.” Provide a pre-training assessment that clearly and accurately points out skill gaps that exist. It is also effective to give salespeople a clear understanding of what they will be sales training in advance of the onset of training. As an example: Read the book that accompanies the training program before the training rather than after.

2. Fact – Reinforcement: Follow-up reinforcement after training has proven to prevent relapse into old behavior. Reinforcing behavior change starts in the classroom by creating an awareness of why certain behaviors need to change. In addition, it is particularly helpful when the manager of the salesperson did the follow-up as it signaled to the salesperson that the transfer of sales training is important and that the salesperson will be held accountable for it.
3. Fact – Retention: 82% of sales training is forgotten in only 60 days. Studies of retention demonstrate the impact of training that lacks a systems approach to reinforcement and sales training transfer. Without these elements, 82% of sales training is forgotten in only 60 days following the training event. Similar research indicates that even though the reactions of salespeople were positive to the training, no differences were observed in the behavior of trained groups and non-participants without a systematic approach to post training follow-up.

   Technique To Do: In addition to what has been previously mentioned, provide an assessment that measures both knowledge gain and the salesperson’s ability to apply the sales training. Do this about weeks following the initial launch of training. Give salespeople and their managers the assessment feedback as well as additional exercises and field assignments that will fill any sales training gaps that are uncovered by the assessment.  Sales training must allow the salesperson to immediately practice the skills in their work environment.

Technique To Do: Training activities that help make the connection of the sales training to the work experience are effective. However, transfer is dependent on the post-training environment and manager support is considered a key environmental factor that impacts the transfer process. Therefore, managers must be provided with information and training on how to respond to each salesperson’s educational needs. They must be provided with the tools that will help their salespeople achieve mastery of the skills being taught.

If Your Sales Training Doesn’t Include the Following, Don’t Do It!

What is needed is a complete, on-going training and sales training plan that helps salespeople . . .

• Learn Proven Sales Skills that Consistently Gain Commitment
• Apply and Master These Skills
• Measure their Effectiveness

With each phase of the sales training plan, a variety of sales tools must be used to maximize the sales training experience. The selling skills of each salesperson must be measured . . .

• Before Sales Training
• Following Initial Sales training
• At Time of Certification

Reinforcement immediately follows sales training. Re-training follows assessment. This provides sufficient feedback and sales training opportunities for each salesperson to master the skills that lead to Certification, achievement of your company’s sales training objectives and ultimately increased revenue and profit growth.