Sales Training: Mission Impossible or Mission Accomplished?
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Sales Training: Mission Impossible or Mission Accomplished?

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Delivered for Dallas ASTD's Lunch & Learn group. This a merger of several other presentations I've made, to address how to make an impact with sales training and organization effectiveness principles ...

Delivered for Dallas ASTD's Lunch & Learn group. This a merger of several other presentations I've made, to address how to make an impact with sales training and organization effectiveness principles to earn a coveted "seat at the table" in your organization. Possible solutions range from highly complex to simple (although, realistically, none are "easy"), and should provide something to help almost everyone.

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Sales Training: Mission Impossible or Mission Accomplished? Sales Training: Mission Impossible or Mission Accomplished? Presentation Transcript

  • Sales Training Mission Impossible or Mission Accomplished? Mike Kunkle 09/06/2013
  • Sales Training: Mission Impossible or Accomplished? The Plan  State of Sales Training & Development  Performance Levers  Sales Performance Ecosystem  Effective Learning Systems  The Big Three  What’s on your mind? 2
  • State of Sales Training & Development
  • Sales Needs Our Help  CEB: Prospects are 57% through their buying decision when they contact a sales rep... prospects need insights, not information  Sirius Decisions: The greatest inhibitor to sales growth is the inability of reps to communicate value  Forrester: 12% of sales calls add value (execs surveyed)  Sales Benchmark Index: 28% of sales are Won. 14% are Lost. 58% of deals end in No Decision – Note: Some other recent research indicates ~26% end in No Decision. Either way, “No Decision” (the status quo) is a major competitor. State of Sales Training & Development 4
  • Sales Needs Our Help (continued)  A Nightingale-Conant study reported that 67% of managers are not doing (or sporadically doing) sales coaching and 52% say they are too busy to develop and coach their sales teams  According to the Objective Management Group, only 15% of sales managers spend 25% of their time on coaching (and the time they do spend is generally ineffective)  The Sales Management Association reported that front-line sales managers spend only 26% of their time (average of 3 hours/rep/month), managing performance (includes expectation setting, performance monitoring, coaching and development). Read more: Using tailored post-program sales coaching to get results from sales training State of Sales Training & Development 5
  • State of Sales Training & Development From CSO Insights 67% Sales Needs Our Help (continued) 6
  • State of Sales Training & Development From CSO Insights 67% Sales Needs Our Help (continued) 7
  • State of Sales Training & Development From CSO Insights 67% Link Training to Strategy Sales Needs Our Help (continued) 8
  • State of Sales Training & Development Sales Training Fails to Deliver  ES Research Group, Inc. estimates that 20 - 33% of salespeople do not have the capabilities to be successful at their jobs  ESR also estimates that 80 - 85 % of sales training produces no long- term impact (after 90 days)  65% of top sales leaders surveyed by CSO Insights said their top objective for the year was capturing new accounts – 67% of those same leaders said that their team "needs improvement" in generating leads  In ASTD’s report The State of Sales Training, 2012, half the respondents felt that 50% or less of the training they received was relevant to their job. Read more: Key gaps in our Sales Performance Ecosystem 9
  • Sales Training Fails to Deliver (continued)  McKinsey: 75% of training programs fail to contribute to the success of the business  CEB: 50% of line managers believe shutting down L&D would have no impact on employee performance. Ouch! So, let’s look at a few solutions, ranging from complex to simple. State of Sales Training & Development 10
  • Performance Levers
  • Performance Levers 12 Definition  Critical competencies, knowledge, skills, behaviors and conditions which must be present for ethical, sustained high-performance to occur.  Conditions include other organizational elements such as compensation, processes, policies, systems, technology, tools, culture, and more.  Occur at various levels: Organization, Function, Position, Task  Not specific to sales, but there are Sales Performance Levers – Hold this thought… Sales Performance Ecosystem coming soon.
  • Performance Levers 13 Organization Function Position Task Types of Levers  Organization (Company)  Function (Department)  Position (Role / Job) • Task (subset) It’s “Systems Thinking” Systems Thinking on Wikipedia Competencies Knowledge Skill/Behaviors Conditions  Assertiveness  Attitude  Energy Level  Verbal Skill  Sociability  Independence  How productswork  How to organize leads  How to set appointments  How to use collateral  Sales process stages  How to get answers  Tracking lead results  Setting appointments  Opening a sales call  Questioning for needs  Presenting solutions  Negotiating  Compensation  Processes, Policies & Procedures  Systems, Technology & Tools  PerformanceManagement  Reporting  And more..
  • Performance Levers How to work with Performance Levers  Levers are about research and organization alignment  This requires top-down support and change leadership  If you’re charged with OD, too, come back to this after getting results  If you have an OD team, get them involved for long-term alignment, but keep moving forward  If neither apply, ignore for now and possibly involve consultants later, based on results achieved or still needed. 14 Performance Lever methodology for later reading: Aligning Performance Levers
  • Sales Performance Ecosystem
  • Sales Performance Ecosystem 16 Sales Force Effectiveness  Sales Process  Sales Methodology  Sales Coaching  Opportunity Management  Key Account Management  Performance Management Sales Talent Management  Selection  Onboarding  Product Training  Sales Training  Business and Financial Acumen  Professional Development Sales Force Strategy  Quota Setting  Sales Force Sizing  Sales Force Structure  Sales Compensation  Channel Management Marketing Alignment  Products | Pricing  Lead Generation  SEO/SEM  Campaigns | Promotions  Marketing Automation  Social Media  Content Marketing Sales Operations  CRM/SFA  Sales Analytics  Reporting  Resource Allocation  Deal Analysis  Win/Loss Analysis Sales Enablement  Customer Experience Management  Buyer Profiling  Sales Messaging  Sales Support  Other Technology Tools Sales Performance Ecosystem
  • Sales Performance Ecosystem 17 Sales Talent Management  Selection  Onboarding  Product Training  Sales Training  Business and Financial Acumen  Professional Development Sales Force Effectiveness  Sales Process  Sales Methodology  Sales Coaching  Opportunity Management  Key Account Management  Performance Management Sales Force Strategy  Quota Setting  Sales Force Sizing  Sales Force Structure  Sales Compensation  Channel Management Marketing Alignment  Products | Pricing  Lead Generation  SEO/SEM  Campaigns | Promotions  Marketing Automation  Social Media  Content Marketing Sales Operations  CRM/SFA  Sales Analytics  Reporting  Resource Allocation  Deal Analysis  Win/Loss Analysis Sales Enablement  Customer Experience Management  Buyer Profiling  Sales Messaging  Sales Support  Other Technology Tools Sales Performance Ecosystem Holy cow!
  • Sales Performance Ecosystem Holy Cow! Why Sales Leaders Paralyze or Thrash  Where to start?  How to prioritize?  How to get results? 18
  • Sales Performance Ecosystem Why Sales Leaders Paralyze or Thrash  Where to start?  How to prioritize?  How to get results? Holy Cow! The average tenure of a senior sales leader is 18 to 24 months. 19
  • Sales Performance Ecosystem How to work with the Sales Performance Ecosystem  Know who is responsible for what  Understand what projects are in motion  Work to get in alignment and support the Big Picture (become “one of the team” and plug in your puzzle pieces)  Be an advocate for getting hiring right (scientific sourcing and selection)  Learn about all the ecosystem elements over time  Focus on the next two things initially: – Effective Learning Systems – The Big Three. 20 How to Select and Prioritize Sales Enablement Initiatives - Part 1 How to Select and Prioritize Sales Enablement Initiatives - Part 2 Related Sales Ecosystem Reading:
  • Effective Learning Systems
  • Effective Learning Systems: Framework 22 Framework  Effective learning systems  Business integration, alignment and change planning/execution Content Design Managers Transfer Coaching Measures Perf. Mgt. Integration Alignment Change
  • Top-Producer Practices not Best Practices  Internal approach, considers “Sales Nuances”  Evidence-based approach with Performance Levers – Position/Task level  Gap analysis – compare top to middle (goal: move the middle)  Continue | Stop | Start approach fuels training, development, coaching  Build learning systems, avoid “events”  Build a learning culture – beyond formal with informal/social. Effective Learning Systems: Content 23
  • Apply Known ISD Principles  Process, not events  Chunk, sequence, layer  Separate knowledge and skill  Elearning, vILT, ILT blends  Learning support  Performance support  Build in accountability. Effective Learning Systems: Solution Design 24 Instructional Design Primer for later reading: Basic ISD Principles
  • Managers are Your Driver for Change  Involve in rep program design; gain buy-in  Assess top manager performers  Manager gap analysis | Define differentiators  Develop very-specific coaching programs, to support program content – Combine analytics with developmental coaching:  Diagnose: analyze and form hypotheses  Discuss + Observe: confirm performance gaps  Develop: solutions based on gap type  Do: implement solutions to improve performance. Effective Learning Systems: Manager Engagement 25
  • Purposefully Plan Your Transfer  Design transfer plans into learning process  Assess at various stages (lead/lag indicators)  Use performance support  Build social/community reinforcement  Consider mobile & gamification  Connect reps & managers before, during and after. Effective Learning Systems: Planned Transfer 26 Books: Beyond the Transfer of Training Improve Learning Transfer in Organizations
  • Coaching Excellence = Performance Excellence  Train managers first on rep programs & sales coaching  Managers monitor rep progress through learning  Managers attend ILT with their reps as an in-class coach  Managers guide reps, post-curriculum  Managers reinforce, train and coach as taught  Develop ongoing support for coaching and sales manager development – coach the coaches! Effective Learning Systems: Coaching Excellence 27
  • You Can’t Hit a Target If You Can’t See It  Agree on lead and lag indicators for learning & performance  Report progress throughout training  Develop post-learning reporting  Establish regular cadence with sales leaders and manager/coaches  Do level 2 testing over time (retention checks) and level 3 surveys (usage)  Track Level 4 and 5 as agreed and sensible  Communicate success stories. Effective Learning Systems: Measures 28
  • Work into the Fabric of the Business  Beyond manager support for learning, training & coaching  Establish a cadence of Check-Ins – Review of activity plans, results, and dialogue / observation / coaching  Managers counsel and manage performance as needed, holding reps accountable  Senior sales leaders hold managers accountable. Effective Learning Systems: Performance Mgt. 29
  •  Who’s on first? (Responsible for managing sales methodology & processes) Effective Learning Systems: Integration & Alignment 30
  • Change Rarely Happens by Luck  Link training to business strategy  Ask for top-down support  Establish clear roles & responsibilities  Communicate plans, rationales, goals, risks, metrics, and impact  Establish regular and open communication with sales and leadership teams – share success stories  Find and address issues quickly. Effective Learning Systems: Integration & Alignment 31
  • Effective Learning Systems How to work with Effective Learning Systems  Focus here first – If necessary, laser focus on The Big Three first and then the other learning system elements  Get results, earn a reputation  Circle back to Sales Performance Ecosystem  Circle back to align other Performance Levers. 32
  • The Big Three
  • 1. Build content based on differentiating top-producer practices 2. Engage managers in content, training, coaching and performance management 3. Develop a change plan and execute it with discipline
  • 1. Build content based on differentiating top-producer practices 2. Engage managers in content, training, coaching and performance management 3. Develop a change plan and execute it with discipline
  • 1. Build content based on differentiating top-producer practices 2. Engage managers in content, training, coaching and performance management 3. Develop a change plan and execute it with discipline
  • The Big Three How to work with The Big Three  This is the minimalist approach – If unable to sell a full-fledged learning system, start here  Get results, earn a reputation  Circle back to the learning system for next-tier results  Work back to the Ecosystem and Levers as practical in your organization  Get outside help, as needed  Based on your career goals: – Help your company adopt these practices over time – Look for a career home where you can grow with these approaches. 37
  • What’s on YOUR mind?
  • APPENDIX Additional Resources Sales Training Mission Impossible or Mission Accomplished?
  • Mike Kunkle is a training and organization effectiveness leader with special expertise in sales force transformation.  After his initial years on the frontline in sales and sales management, Mike spent the past 16 years as a corporate director or consultant, leading departments and projects with one purpose – improve sales results. And through sales training, organization effectiveness practices, leadership development, aligning performance levers and leading change efforts he's done just that. o At one company, as a result of six projects, he and his team delivered an accretive $398MMin revenue, year-over-year. o At another, within 9 months, newly-hired sales reps with 120 days on the job were outperforming incumbent reps with 5 years with the company.  As of January 2013, Mike is the Director of Product Development for Richardson. In this role, he is responsible for managing the development of new products, solutions and partnerships to help Richardson meet the emerging needs of our evolving marketplace. Reporting to the Chief Strategy Officer, Mike plans to integrate the latest thinking and technology from learning and development and sales force effectiveness to better serve Richardson's clients. If you're not familiar with Richardson: o Richardson is a global sales training and strategy execution company that partners with leading organizations to increase their sales effectiveness and drive business results. o For the fifth consecutive year, Richardson has been named to the Top Sales Training Companies list from Training Industry, Inc. o See: http://www.richardson.comand http://blogs.richardson.com.  Mike freely shares his personal sales transformation methodology at conferences and online at http://slidesha.re/PerfLevers082011 and can be reached through his blog or on LinkedIn, Twitter, and Google+. Connect with Mike easily at http://www.mikekunkle.com/connect/ Let’s get connected! About Mike 40
  • Appendix | Resources 41 http://www.richardson.com http://blogs.richardson.com
  • Related Sales Enablement Writings by Mike  ASTD Sales Enablement Community Mike on ASTD National's Sales Enablement blog  Richardson Mike on the Richardson blog  Transforming Sales Results Mike on the Transforming Sales Results blog  Watch for other posts on The Sales Journal blog and CallidusCloud’s SalesPulse blog Appendix | Resources 42
  • Appendix | Resources Aberdeen Sales Effectiveness & Strategy Practice:  http://aberdeen.com/_aberdeen/sales-strategy/SENS/practice.aspx ASTD Sales Enablement:  http://www.astd.org/Publications/Blogs/Sales-Enablement-Blog  http://bit.ly/ASTD-SalesEnablementLinkedIn  https://twitter.com/ASTDSalesEnable CSO Insights:  http://www.csoinsights.com/ ES Research Group, Inc: ESR is like the “Consumer Reports” of sales training  http://www.esresearch.com/  http://davesteinsblog.esresearch.com/ Forrester Sales Enablement:  http://blogs.forrester.com/tech_sales_enablement IDC Sales Enablement:  http://www.idc.com/research/SalesEnablement1.jsp TrainingIndustry.com:  http://www.trainingindustry.com/sales-training.aspx  http://www.trainingindustry.com/sales-training/top-company-listings/2013/2013-top-20-sales-training-companies.aspx 43
  • Analysis  http://amzn.to/AnalyzingPerformanceProblems  http://amzn.to/AnalysisImprovingPerformance  http://bit.ly/FirstThingsFast  http://www.nwlink.com/~donclark/analysis/analysis.html  http://en.wikipedia.org/wiki/Human_performance_technology  http://www.pignc-ispi.com/articles/Vol42_05_08.pdf  http://www.ue295.com/xtranet/html/timeline/harless.html Appendix | Resources 44
  • Appendix | Resources Selection For those interested in exploring assessments, here are some unbiased educational resources:  http://www.uniformguidelines.com/index.html  http://wdr.doleta.gov/opr/FULLTEXT/99-testassess.pdf  http://www.shrm.org/about/foundation/research/Documents/assessment_methods.pdf And some companies to research:  http://rocket-hire.com – Dr. Charles Handler objectively evaluates vendors  http://www.chally.com – well-validated competency-based approach; a respected favorite  http://www.profilesinternational.com/  http://www.ttiassessments.com/  http://www.selfmgmt.com/en/default.aspx  http://www.peopleanswers.com  http://www.objectivemanagementgroup.com 45
  • Appendix | Resources Performance Improvement  http://bit.ly/Wallace6Pack  http://bit.ly/BusinessProcessChange  http://bit.ly/PerformanceConsultantsFieldbook  http://amzn.to/HandbookImprovingPerformance  http://amzn.to/HumanCompetence  http://amzn.to/WhiteSpaceRevisited  http://amzn.to/CompensatingTheSalesForce  http://amzn.to/MgtPerformanceImprovementPlans  http://amzn.to/TrainingAintPerformance  http://amzn.to/FundamentalsPerformanceTechnology  http://amzn.to/HandbookHPT  http://amzn.to/HandbookHPT2  http://amzn.to/SeriousPerformanceConsulting  http://amzn.to/PerformanceArchitecture 46
  • Appendix | Resources Best Practices  http://my.brainshark.com/The-Roadmap-To-Scalable-Sustainable-Sales-Transformation-327652659  http://bit.ly/RichardsonSalesTransformation  http://amzn.to/MakingTheNumber ~ http://www.makingthenumber.com  http://bit.ly/BestPracticeKnowledgeManagement  http://bit.ly/IdentifyingOrgBestPractices  http://www.csoinsights.com/sales-research-data  http://www.csoinsights.com/Topics/Sales-Process-Best-Practices  http://slidesha.re/BestPracticesWorldClassSales Sales Best Practices Research  http://www.achieveglobal.com/resources/?cat=1  http://www.millerheiman.com/research_center/sales_best_practices_study/index.html  http://www.huthwaite.com/en/Resource%20Center/Whitepapers.aspx  https://sec.executiveboard.com/Public/Default.aspx  http://www.salesbenchmarkindex.com  http://salesmanagement.org 47
  • Appendix | Resources Sales & Sales Management Training  http://bit.ly/TrainingRole-SalesInitiatives  http://www.esresearch.com  http://www.scribd.com/doc/46526471/Basic-Instructional-Design-Principles  http://bit.ly/MagerSixPack  http://bit.ly/EvidencedBasedTraining  http://bit.ly/JobAidsPerformanceSupport  http://amzn.to/BeyondTransfer  http://amzn.to/TheFourLevels  http://amzn.to/MeasureTrainingResults  http://www.ecsellinstitute.com/6-pillars-philosophy 48