Sustainment Strategies to Drive Results
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In this SlideShare, Richardson discusses how to increase the ROI of your training initiative with a strong sustainment strategy. Learn how to build a strong sustainment strategy that will maximize sales training investment with tools and assets for sales teams as they continue their learning journeys.
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Sustainment Strategies to Drive Results
- 1. SUSTAINMENT STRATEGIES TO DRIVE RESULTS
- 3. Copyright © 2019 Richardson. All rights reserved. A genius! For 37 years I’ve practiced fourteen hours a day, and now they call me a genius!” -Pablo Sarasate, Violinist
- 5. CHANGING BEHAVIORS IS ABOUT MORETHAN JUST LEARNING FACTS. It’s about learning new ways to think, applying new skills, and developing new behaviors that lead to new habits. Copyright © 2019 Richardson. All rights reserved.
- 6. WHY SUSTAINMENT IS IMPORTANT Source: European Journal of Social Psychology HABIT ARE NEEDEDTO ADOPTA NEW ABOUT MONTHS Copyright © 2019 Richardson. All rights reserved.
- 7. SUSTAINMENT DRIVES RESULTS American companies spent an estimated $1 billion on employee engagement as recently as 2017. Enhances alignment Improves the customer experience Drives engagement Source: Gallup Copyright © 2019 Richardson. All rights reserved.
- 9. ROADBLOCKSTO EFFECTIVE SUSTAINMENT Lack of a systematic approach to sustainment at the organizational level (e.g., processes, metrics, systems, tools, and management) Conflicting expectations and direction on what is most important both organizationally and individually Managers revert back to business priorities & coaching to outcomes, not skills Competing priorities for learning & development Lack of accountability at all levels for the success of the change Time consuming to organize and implement sustainment activities at scale Lack of visible sponsorship by sales executives and sales leaders Copyright © 2019 Richardson. All rights reserved.
- 11. they spend about a third of their budget and focus significant time getting the sales force ready to change and planning for a successful change. FIRST, 3 CRITICAL SUCCESS FACTORS Copyright © 2019 Richardson. All rights reserved. Source: Training Industry & Richardson
- 12. 3 CRITICAL SUCCESS FACTORS they focus on improving a limited number of key behaviors through training. Because working memory is finite, clients direct their sales forces’ attention to the small number of best practices most likely to impact their business results. SECOND, Copyright © 2019 Richardson. All rights reserved. Source: Training Industry & Richardson
- 13. 3 CRITICAL SUCCESS FACTORS they place a heavy emphasis on the sustainment portion of behavior change because this is where the “rubber hits the road.” Clients who effectively drive behavior change spend a fifth of their budget on sustainment and 17% on evaluating the impact of behavior change on their business results. Organizations that are “Ineffective” or “Somewhat Effective” at Sustainment Organizations that are “Effective” or “Very Effective” at Sustainment THIRD, 46% DELIVERY Source: Training Industry & Richardson Copyright © 2019 Richardson. All rights reserved.
- 14. MEASUREMENT IS A KEY COMPONENT OF SUSTAINMENT Copyright © 2019 Richardson. All rights reserved. Research from McKinsey shows that metric-driven sales initiatives can "increase profitability by as much as 25 percent over sustained periods." Research published by the Harvard Business Review shows that sales leaders using measurement outperform those who don’t on quota attainment by 12%.
- 15. HOWTO IMPLEMENT A SUSTAINMENT STRATEGY NOW
- 16. 5 KEY WAYS TO BUILD YOUR SUSTAINMENT STRATEGY NOW Set Expectations Prevent relapse Create accountability Shape the culture around sustainment Connect skills to challenges 1 2 3 4 5 Copyright © 2019 Richardson. All rights reserved.
- 17. SHAPE THE CULTURE AROUND SUSTAINMENT Reinforcing one skill set at a time Using a variety of modalities Mixing coaching and training Providing on-the-job tools for performance support Aligning skills to higher priorities Developing a feedback mechanism Copyright © 2019 Richardson. All rights reserved.
- 18. 70 Source: Center for Creative Leadership 20 10 Copyright © 2019 Richardson. All rights reserved.
- 19. EXAMPLES OF TOOLS TO DRIVE SUSTAINMENT Manager Toolkits Gamification tools: Mobile Reinforcement Microlearning Skill Reinforcement Cadence On-demand examples of what good looks like Copyright © 2019 Richardson. All rights reserved.
- 20. ©2019 Richardson. All rights reserved. QUESTION ANSWER RESPONSE EXPLANATION TOOLSTO DRIVE SUSTAINMENT GAMIFICATIONTOOLS: MOBILE REINFORCEMENT Copyright © 2019 Richardson. All rights reserved.
- 21. TOOLSTO DRIVE SUSTAINMENT MICROLEARNING Richardson’s digital learning platform, Accelerate Copyright © 2019 Richardson. All rights reserved.
- 22. TOOLSTO DRIVE SUSTAINMENT ON-DEMAND EXAMPLES OFWHAT GOOD LOOKS LIKE: INEFFECTIVE EXAMPLE Richardson’s digital learning platform, Accelerate Copyright © 2019 Richardson. All rights reserved.
- 23. TOOLSTO DRIVE SUSTAINMENT ON-DEMAND EXAMPLES OFWHAT GOOD LOOKS LIKE: EFFECTIVE EXAMPLE Richardson’s digital learning platform, Accelerate Copyright © 2019 Richardson. All rights reserved.
- 24. SUSTAINMENT DRIVES RESULTS Enhances alignment Improves the customer experience Drives engagement Copyright © 2019 Richardson. All rights reserved.
- 25. RICHARDSON’S SUSTAINMENT SUITE MANAGERTOOLKIT SKILL REINFORCEMENT CADENCE ON DEMANDVIDEO FACILITATED REINFORCEMENT WEBINARS MOBILE REINFORCEMENT WITH RICHARDSON QUICKCHECK™ MICROLEARNINGWITH RICHARDSON ACCELERATE™ OTJTOOLS & PLANNERS DATA & ANALYTICS Copyright © 2019 Richardson. All rights reserved.
- 26. www.richardson.com 215-940-9255 info@richardson.com LET’S GET IN TOUCH company/richardson/ https://www.richardson.com/blog/
Editor's Notes
- Sustainment drives engagement: A business cannot succeed without employee engagement. Long-term results and innovation come from employees who are “dialed-in.” The value of engagement is seen in the estimated $1 billion American companies spent on employee engagement as recently as 2017. Employees recognize the importance of their skills when they see investments like this from leadership. Additionally, engagement is becoming a necessity in business, as leaders have less time to interface with employees amid a growing list of other responsibilities. That is, managers today have less time to manage. Sustainment Boosts Alignment: It’s difficult to measure the effectiveness of change without controlling all variables. Sustainment creates consistency across team members. As a result, managers can be certain that business outcomes are tied to learned skills. When teams are aligned around a core set of skills, they’re better able to work in cooperation and even help one another. Alignment is especially important as team selling becomes the norm. As the number of decision makers increases, there is a greater need for a team of sales professionals to engage the group with a unified approach Sustainment Improves the customer experience:It’s difficult to measure the effectiveness of change without controlling all variables. Sustainment creates consistency across team members. As a result, managers can be certain that business outcomes are tied to learned skills. When teams are aligned around a core set of skills, they’re better able to work in cooperation and even help one another. Alignment is especially important as team selling becomes the norm. As the number of decision makers increases, there is a greater need for a team of sales professionals to engage the group with a unified approach
- Lets rebuild this slide. The bubble are a lot, not sure where to look or read. The red also feels like a warning, too bold.
- Make the point that ineffective companies spend the same on delivery and eval, sustainment and planning spend. Effective companies spent more on sustainment, eval, planning. NOTE: We could not find definitions in the research but we think eval meant “pre-classroom evaluations”
- Make the point that ineffective companies spend the same on delivery and eval, sustainment and planning spend. Effective companies spent more on sustainment, eval, planning. NOTE: We could not find definitions in the research but we think eval meant “pre-classroom evaluations”
- Set Expectations: SET EXPECTATIONS Communication is critical. Sales professionals need to know that sustainment is a priority for the leadership. These expectations should be expressed in clear, actionable language containing no ambiguity. Additionally, leaders should underscore the urgency of the expectations by expressing them in the right medium. That is, they should conduct a meeting in which all expectations are outlined in person. If the selling organization is distributed geographically and an in-person meeting is not possible, then leaders should share expectations via video. The key is to avoid easily dismissed messaging like emails or a short memo. Just as sales professionals are expected to sustain skills, leaders should be expected to sustain communication by reinforcing expectations consistently. One announcement is not enough. Achieving this critical first step immediately places leaders ahead of the competition, given that “only about half of employees strongly agree that they know what is expected of them at work,” according to research from Gallup. CONNECT SKILLS TO CHALLENGES Skill training often unfolds in the controlled environment of a classroom. Scenarios are clearly defined, and outcomes are hypothetical. Converting learned selling skills to the real world is more challenging. Leaders need to help sales professionals bridge the gap between the classroom and the real world by encouraging skill adoption immediately after training when it’s still fresh. When sales professionals see the effectiveness of the skills in real selling situations, they’re more likely to continue using them. In other words, skill effectiveness gives sales professionals agency, and agency underpins sustainment. To connect skills to real selling challenges, leaders should also encourage sales professionals to “post-game” each sale, whether successful or not, and reflect on lessons learned. Consider Harvard research findings showing that “reflection has an effect on both self-efficacy and task understanding.” PREVENT RELAPSE Change takes time, and most of us are impatient. If people don’t feel like they are making progress with the new behaviors, they are much more likely to return to their pre-training behaviors. It is important to break up behavior change into incremental steps so that people feel that they are making progress. In addition, success, even partial success, is important so that people feel the benefits of putting in the effort to master the new knowledge and skills. Many sales professionals have habits that are counter to the new skills. Leaders can help them overcome this problem by using the old habits as a trigger for the new ones. As Charles Duhigg, author of The Power of Habit explains, “the Golden Rule of Habit Change: you can’t extinguish a bad habit, you can only change it.” CREATE ACCOUNTABILITY Hold people accountable for their behavior change. Doing so helps people to take personal ownership of change management. Without accountability, sustainment can feel like a “top-down” approach in which sales professionals take directives from leaders. This approach puts distance between the sales professional and the outcomes of their work. Sustainment requires sales professionals to see the connection between their efforts and results. Create this setting by communicating that each person is responsible for sustained skill adoption. At the same time, remind employees that the leaders represent a support structure and resource. Accountability is a routine; it must be perpetual and underpinned by direct feedback. Employees need to know where they stand. Honest communication is important because it ensures that the employee’s understanding of expectations matches those of the leadership. Finally, accountability requires measurement. Both leaders and employees appreciate the clarity that comes from well-defined metrics. SHAPE THE CULTURE AROUND SUSTAINMENT Behavior changes must be “real” and not a “flavor of the month.” If people go through training but their work environment has not noticeably changed to support the new behaviors, people will think that the new behaviors are optional or, worse, that management is not serious about change. On the other hand, if people go through training and return to a work environment that is significantly different and better aligned to support the new behaviors, people will see that management is serious about this change.
- Reinforcing One Skill Set at a Time Modern selling skills work by connecting with one another. Therefore, sales professionals need to gain one skill set at a time. For example, it’s critical to adopt an effective questioning strategy before gaining the ability to move on to the step of floating ideas, which is a precursor to recommending a solution to a customer. Aligning Skills to Higher Priorities Continuous improvement requires commitment from sales professionals. Gaining this commitment means aligning skills to higher priorities so that each person understands how their improvement drives core business goals. Skills become much more important when each is seen as a necessary link in a chain of capabilities that leads to advancement. Using a Variety of Modalities There are a variety of options for driving a comprehensive sustainment strategy, from video coaching to virtual workshops. Think about each skill or capability you need to drive and how you need to do that in the immediate, short-, and long-term sustainment journey. Then, let your goals drive the modality you select. Furthermore, mixing up your approach with a variety of modalities can support engagement and interest along the way. Mixing Coaching and Training Sustaining skills and consistently improving them requires both coaching and training. Coaching helps sales professionals put learned material to practical use in the field. Moreover, it provides a cadence in which continued improvement is possible through regular interactions designed to hone skills. Learning helps show sales professionals what good looks like. Adopting complex skills requires both environments. Providing On-the-Job Tools for Performance Support Sales professionals need skills where they will matter the most — in real selling scenarios. On-the-job tools make it easier for sales professionals to bridge the gap between the organized setting of a classroom to the disorganized and often messy environment that is the customer’s buying journey. Mobile-optimized learning and skill reinforcement has made this approach scalable. Developing a Feedback Mechanism To constantly improve, sales professionals need to know how they’re doing. They need to know where they can be more effective. A feedback mechanism keeps the focus on skill growth by offering insights that are direct, honest, and practical. Having this information is critical for sales professionals because it offers them the opportunity to put the ideas into practice fast and see the results that encourage the drive to continue improving.
- The 70-20-10 Model for Learning and Development is a commonly used formula within the training profession to describe the optimal sources of learning by successful managers. It holds that individuals obtain 70 percent of their knowledge from job-related experiences, 20 percent from interactions with others, and 10 percent from formal educational events. The model was created in the 1980s by three researchers and authors working with the Center for Creative Leadership, a nonprofit educational institution in Greensboro, N.C. The three, Morgan McCall, Michael M. Lombardo and Robert A. Eichinger, were researching the key developmental experiences of successful managers.
- Reinforcing One Skill Set at a Time Modern selling skills work by connecting with one another. Therefore, sales professionals need to gain one skill set at a time. For example, it’s critical to adopt an effective questioning strategy before gaining the ability to move on to the step of floating ideas, which is a precursor to recommending a solution to a customer. Aligning Skills to Higher Priorities Continuous improvement requires commitment from sales professionals. Gaining this commitment means aligning skills to higher priorities so that each person understands how their improvement drives core business goals. Skills become much more important when each is seen as a necessary link in a chain of capabilities that leads to advancement. Using a Variety of Modalities There are a variety of options for driving a comprehensive sustainment strategy, from video coaching to virtual workshops. Think about each skill or capability you need to drive and how you need to do that in the immediate, short-, and long-term sustainment journey. Then, let your goals drive the modality you select. Furthermore, mixing up your approach with a variety of modalities can support engagement and interest along the way. Mixing Coaching and Training Sustaining skills and consistently improving them requires both coaching and training. Coaching helps sales professionals put learned material to practical use in the field. Moreover, it provides a cadence in which continued improvement is possible through regular interactions designed to hone skills. Learning helps show sales professionals what good looks like. Adopting complex skills requires both environments. Providing On-the-Job Tools for Performance Support Sales professionals need skills where they will matter the most — in real selling scenarios. On-the-job tools make it easier for sales professionals to bridge the gap between the organized setting of a classroom to the disorganized and often messy environment that is the customer’s buying journey. Mobile-optimized learning and skill reinforcement has made this approach scalable. Developing a Feedback Mechanism To constantly improve, sales professionals need to know how they’re doing. They need to know where they can be more effective. A feedback mechanism keeps the focus on skill growth by offering insights that are direct, honest, and practical. Having this information is critical for sales professionals because it offers them the opportunity to put the ideas into practice fast and see the results that encourage the drive to continue improving.
- <<SLIDE INSTRUCTIONS>> <<SPEAKER NOTES>> As we said, your reps and managers won’t apply what they can’t remember. Our award-winning QuickCheck system helps reps master knowledge learned in the classroom and adopt new behaviors that lead to better performance. The science behind QuickCheck was developed at Harvard Medical School to help residents and emergency room nurses retain knowledge and apply skills under stressful conditions. In clinical trials, QuickCheck was clinically proven to extend knowledge retention by 70%. The process can help your reps and managers extend knowledge retention from about 30 days to over 180 days – the time needed for behavior change to really take hold. It takes minutes a week and can be taken on any mobile device or laptop with internet connectivity. Once the system is set up, three times a week, participants receive an e-mail with a scenario, select the best answer, and get immediate feedback on their choice. Questions are sent randomly, and when a rep answers the same question correctly twice in a row, the question is retired. The process lasts for about 12 weeks and covers 20 questions. Results are tracked in a database and can be displayed on a leaderboard – creating some friendly competition that motivates your salespeople to win. Managers have access to their people’s results and can focus coaching on reps who are underperforming. There is also a convenient administrative dashboard to view results across your organization. QuickCheck is very popular with our clients because it is quick and easy and it works.
- Sustainment drives engagement: A business cannot succeed without employee engagement. Long-term results and innovation come from employees who are “dialed-in.” The value of engagement is seen in the estimated $1 billion American companies spent on employee engagement as recently as 2017. Employees recognize the importance of their skills when they see investments like this from leadership. Additionally, engagement is becoming a necessity in business, as leaders have less time to interface with employees amid a growing list of other responsibilities. That is, managers today have less time to manage. Sustainment Boosts Alignment: It’s difficult to measure the effectiveness of change without controlling all variables. Sustainment creates consistency across team members. As a result, managers can be certain that business outcomes are tied to learned skills. When teams are aligned around a core set of skills, they’re better able to work in cooperation and even help one another. Alignment is especially important as team selling becomes the norm. As the number of decision makers increases, there is a greater need for a team of sales professionals to engage the group with a unified approach Sustainment Improves the customer experience:It’s difficult to measure the effectiveness of change without controlling all variables. Sustainment creates consistency across team members. As a result, managers can be certain that business outcomes are tied to learned skills. When teams are aligned around a core set of skills, they’re better able to work in cooperation and even help one another. Alignment is especially important as team selling becomes the norm. As the number of decision makers increases, there is a greater need for a team of sales professionals to engage the group with a unified approach
- To address the challenges in financial services and other industries, we’ve brought an additional focus on building trust, credibility and a clear focus on what the client is thinking feeling and what they are willing to do following a conversation with a banker. This content is in the second edition of our solutions and the new content we’re bringing to our clients. We are growing our library of sustainment tools – you’ve used QC and the Manager ToolKit in a few solutions. We’re expanding reinforcement through the tools and games within the accelerate platform which also includes good to great videos in the learning portion of the content. Measurement – if learner relates to the content, feels it may be readily applied to their responsibilities, they are more likely to retain and apply the skills, if they remember what they learned, they are likely to apply and if they apply, business results will be favorably impacted.
- Pic of team jumping out of plane