We talk with James Buckely, of Cirrus Insight, about how sales reps can build a personal brand and why they should do it.
How micro-learning helps close the gap between when training offers and what businesses need w/ Carol Leaman
We talk with Carol Leaman, CEO of Axonify, about key factors driving L&D measurement and how technology can help close the gap between what trainining typically delivers and what businesses need and expect.
We talk with Rubi Ho, Founder and President of The Rubi Ho Group, about whe he belives the "why" behind any training is so crucial. Uncovering they"why", or underlying reason for the training, is key to connecting with learners and to delivering what they need to help solve the problem driving the training.
We talk with Bob Wonderlin, national sales trainer and coach with Windstream Enterprise, about using LinkedIn as a prospecting tool. The key, Bob says, is to create a profile that's not all about you and how amazing you are--it should be about how you help other people and businesses solve their most pressing problems.
We talk with Peter Horwing, CEO of Chart Learning Solutions, about blended learning--what it is, how it works, and why blended learning can be such a powerful approach to training for sales and other functions.
Gary Zimmermann, found of the Sales Escalation Group, talks about his approach to reinforcing training. Using a tool pioneered at Xerox in the 1970s, Gary builds in pre-training preparation and post-training followup to frame training. The tool is what Gary calls an "impact map," which helps create a line of sight between the learner in the class room and the company's goals and objectives. The map contains several columns, the first of which lists the learning objectives. The second column captures the behaviors the training is meant to change. The remaining columns are for listing goals aligned with the learning and the new behaviors the learning is meant to spur. The impact map helps reps and managers get on the same page regarding the purpose and point of the training. Then, after the training, managers can use the tool to faciliate coaching.
Why a strong infrastructure is necessary for training and coaching to make a difference w/ Blake Johnston
We speak with Blake Johnston, CEO of Outbound View, about why have a strong infrastructure in place is crucial for facilitating meaningful and impactful coaching and sales training. Infrastructure--the processes, schedules, and people doing the right things--is important because without it, coaching ends up being sporadic and unfocused. Too many coaching conversations focus on internal problems instead of on the customer's problems. But when a strong infrastructure is in place, prioritizing one-to-one meetings between sales reps and managers, the coaching conversations can focus squarely on the customer and on reviewing the strengths and weaknesses of the rep's strategy.
Sandler sales trainer Marcus Cauchi discusses how he trains reps to be authentic in their interactions with prospects. What does Marcus mean by "authentic"? It's about being vulnerable, open, and honest with prospects. In Marcus' own words: "Prospects care about their own problems, about their pain and can you fix it? Do you have their best interests at heart? Can you set your ego aside and listen to their story? Are you ready to get them to feel completely understood before you tro to peddle your solution?" In short, as a sales person, you're either there to help the prospect, or not. If you can't help, you must admit that and move on. If you can help, you have an obligation to make that known and take the prospect's money.
Jenifer Laslo, head of national training and sales enablement at Patriot Energy Group, talks about techniques and tools to deliver training that drives behavior change. One key tool is video. Laslo has her reps deliver various types of messaging based on a range of customer scenarios. The videos serve as valualbe training and coaching tools; reps and sales managers watch and discuss them, discussing ways to improve messaging, voice inflection, clarity, and other elements crucial for connecting with prospects.
Steve McCullough, of The McCullough Group, talks about sales training reinforcement--why it matters and how to do it efficiently and effectively. It's well known that around 90% of sales training delivered in any single session is largely forgotten within 90 days. The problem, McCullough says, isn't that the content is bad; the problem is that the human brain isn't built to absorb that much information all at once and retain it in a meaningful way. Instead, information and ideas tend to stick when we're exposed to them incrementally, in bite-sized chunks. Steve offers four tactics for successful reinforcement:
1. Break the information down into a few simple, primary components to build upon.
2. Make the information relatable to the learners' everyday working lives; if the info is purely academic, it won't stick.
3. Practice. Reps need to put the ideas and information into practice to test them out and improve their skills at acutally using what they've learned.
4. Follow up training with ongoing coaching.