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Common Knowledge ≠ Common Practice

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Learn the law of microlearning - choose "chunking" over comprehensiveness

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Common Knowledge ≠ Common Practice

  1. 1. COMMON KNOWLEDGE ≠ COMMON PRACTICE Rob Jeppsen CEO, XVoyant
  2. 2. 100% Immediate 20 min. 1 hr. 9 hrs. ELAPSED TIME SINCE LEARNING RETENTION% 1 day 2 days 6 days 31 days 80% 60% 50% 40% 30% 20% 100% 36% 33% 28% 21% 60% 25% 44% EBBINGHAUS | FORGETTING CURVE
  3. 3. IMPACT OF THE FORGETTING CURVE A Monumental Challenge
  4. 4. 3 LAWS TO CREATE “READINESS”
  5. 5. 1 THE LAW OF MICROLEARNING Choose ”Chunking” Over Comprehensiveness
  6. 6. THE LAW OF MICROLEARNING Learning in short, digestible, bite-sized units
  7. 7. THE LAW OF MICROLEARNING SPACED LEARNING EFFECT Designing mLearning, Clark N. Quinn, 2011 Practice Test Normal Learning Curve Spaced Learning Curve Spaced Forgetting Curve Normal Forgetting Curve
  8. 8. THE LAW OF MICROLEARNING
  9. 9. Micro-Learning for Sales Rep Onboarding Ramping new hires in HALF the time 100% correlation between top 25% of performers and Coach adopters Success Story
  10. 10. 2 THE LAW OF DELIBERATE PRACTICE Choose Conditioning Over Completion
  11. 11. THE LAW OF DELIBERATE PRACTICE What is the #1 reason sales reps fail to hit quota? Inability to articulate value in their sales conversations. Pop Quiz… THE Q U E S T I O N 89% of reps say pricing pressure has intensified in the last 3 years 68% say #1 reason for this is they can’t articulate a differentiated solution to their customers around their products or their messaging. Less than 1/3 of sales organizations provide a way to practice customer conversations. THE A N S W E R THE R E A S O N THE S U R P R I S E
  12. 12. WITHOUT REINFORCEMENT, EACH HOUR OF TRAINING MATERIAL REQUIRES 40-50 MINUTES OF RELEARNING. ALLEN COMMUNICATIONS, FEBRUARY 2016
  13. 13. THE LAW OF DELIBERATE PRACTICE
  14. 14. Performance Gains through Dialogue Practice Digital coaching / feedback from leaders in 5 days Decreased time to customer readiness Success Story 17,200 digital practice sessions completed
  15. 15. 3 THE LAW OF PREDICTABLE IMPROVEMENT Choose Coaching Over Check-ins
  16. 16. THE LAW OF PREDICTABLE IMPROVEMENT What moves the needle on performance the fastest? APTITUDE MOTIVATION SKILL LEVEL ROLE PERCEPTION SALES PERFORMANCE REWARDS ENGAGEMENT
  17. 17. THE LAW OF PREDICTABLE IMPROVEMENT Coaching Drives Performance Training Alone Training and Coaching 4x22% 88%
  18. 18. THE LAW OF PREDICTABLE IMPROVEMENT A Manager’s Greatest Weakness 0.09 0.06 0.05 0.02 0.02 (0.01) (0.02) (0.03) (0.08) (0.09) 0.10 0.00 (0.10) C ustom erand M arketKnow ledge Rew arding Individual SalesPerform ance Productand Service Know ledgeAbility to G ather SalesResourcesSalesExperience Ability to Provide D irectionFairallocation of O pportunitiesEffective D ecision M aking C oaching C reativity /Innovation in Im proving Perform ance Points Allocated Sales managers repeatedly underperform in the criticl skill area of coaching their reps.
  19. 19. THE LAW OF PREDICTABLE IMPROVEMENT 0.70 0.49 0.58 0.57 0.26 0.63 0.60 0.60 0.27 0.07 0.80 Differencein“IntentiontoStay atCompany”fromtheMean 0.00 0.80 Low Performers Scored Coaching Effectiveness in the Bottom Third Low to Average Performers Average Performers Average to Star Performers Star Performers Scored Coaching Effectiveness in the Top Third “Intention to Stay at Company” by Sales Performance and Coaching Effectiveness
  20. 20. THE LAW OF PREDICTABLE IMPROVEMENT Direct Manager Needs to Coach 40.0 20.0 0.0 YourD irectM anagerA H igh-Perform ing Peer An InternalSalesSpecialist/ TechnicalExpertA M anagerO therThan YourD irectM anager A M entor A D edicated SalesC oach from W ithin the C om pany A D edicated SalesC oach Sourced from O utside the C om pany An ExternalSalesSpecialist/ ExternalExpert Points Allocated 9.1 14.9 38 15.1 8.5 7.9 3.7 2.8 The notion of professional coaching (especially from outside the company) is poorly received. While the manager is clearly identified as the appropriate primary coach, reps recognize value of others.
  21. 21. THE LAW OF PREDICTABLE IMPROVEMENT Learning Outcomes – Full Range of Possibilities 100 During Training After Training 80 60 40 0 20 Learning Curve On the Job Learning Curves On the Job Forgetting Curves Learner
  22. 22. THE LAW OF PREDICTABLE IMPROVEMENT
  23. 23. Coaching to Create New Learning Curves HireVue Coach has been far more effective than what we’ve seen from traditional training programs “We knew you were serious about coaching because you have the tools to enable it.” – New Hires Success Story
  24. 24. A “JUST IN TIME” MODEL FOR BEATING THE FORGETTING CURVE THE LAW OF MICROLEARNING Chunking vs. Comprehensiveness DELIBERATE PRACTICE Conditioning vs. Completion ACTIONABLE COACHING Coaching vs. Check-ins
  25. 25. Rob Jeppsen CEO, XVoyant

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