Skill or Will: New Data About Sales Training Success
By Mike Esterday
If you’re like most sales leaders, you’re constantly hunting for the “secret sauce” of sales- and sales training success. You’re convinced that, once found, that secret sauce will put your organization over the top – and into the rarefied group of consistently top-performing companies.
Look no further. Chances are good that you already have all the ingredients you need. You’ve just added them to the sauce in the wrong proportions.
We recently conducted a research study in partnership with the Sales Management Association to find out what top-performing companies focus on that’s different from the others. The answers were revealing and, in some cases, surprising.
We surveyed leaders at more than 200 sales organizations. We asked them to rate how a salesperson’s achievement drive – that is, their attitudes, beliefs, and passions – affects their performance. Likewise, we asked the same of them about how a salesperson’s product knowledge and selling skills affect performance.
Here’s what may surprise you: More than 80 percent of the respondents rated achievement drive as being of equal or greater value than product knowledge and selling skills in terms of positively impacting sales performance. However, only a quarter of the respondents said they were very effective in delivering sales training that focuses around achievement drive.
That is a tremendous gap between importance and effectiveness on what is potentially the most important driver of sales success.
Here’s the kicker: Those who said they were effective at focusing sales training on achievement drive reported 20 percent stronger results than everyone else.
What about you? Does your sales training (and coaching) emphasize achievement drive and ignite motivation? Your sales training success and ROI might hinge on that answer…
What’s Causing the Gap?
If so many executives recognize the value of achievement drive, then why don’t more companies address it in their training programs?
Well, ostensibly, it’s just plain easier to provide salespeople with product information and techniques on what to say and when – and then manage numbers and activities.
But relative ease is only part of the story. In fact, there are plenty of ways leaders rationalize focusing on skill and product training – even when they agree that attitudes and achievement drive play a bigger role in performance.
Based on our study, here are the top four reasons sales leaders ignore attitude and achievement drive in sales training:
- Skills and product training are just easier to deliver and measure.
- We expect people to have this already when they’re hired.
- The subject matter is too personal for corporate training or coaching.
- We’ve never done this type of development in our organization.
This isn’t to say that training on product knowledge and selling skills isn’t important. But it will only take your team (and your organization) so far.
When training goes beyond product knowledge and techniques – when it gets to the motivating attitudes that increase achievement drive – that’s where your competitive edge lies.
Top Performers Focus on These Three Critical Conversations
So, what advice can we take away from the lessons of the top-performing companies in our study?
There are three critical conversations every salesperson must focus on for the organization to consistently realize its growth goals:
- The conversation I have with my customers – How will I interact in ways that are seen as valuable by customers? This is where training around selling skills/methodology, account strategy, and product knowledge falls.
- The conversation I have with myself – Those moments of reflection, inner belief, and personal values are sometimes seen as “intangibles,” but the impact on performance is quite real. This is where training focused around achievement drive comes into play.
- The conversation I have with my coach – One of the key determining factors for growth is coaching. However, when and if sales coaching actually happens, it’s nearly always focused on how to improve the first conversation – a salesperson’s ability to interact effectively with the customer. It rarely addresses the other critical conversation, the one that salespeople are having all the time – with themselves.
This holistic approach to development requires ongoing commitment from the top and alignment throughout the organization. But, as our research shows, it can be the turbocharger for your success.
When you think about it, it’s not all that surprising. After all, who among us hasn’t felt the undeniable power of self-belief and self-drive? And who wouldn’t want to work for a company that is committed to developing people in a way that unleashes their inner drive and potential? And, just as important, who wouldn’t want to do business with a company that values each salesperson as a whole person – not just a selling machine?
Take a closer look at your sales training approach. Are you missing any of the key conversations that could be the “secret sauce” of your sales training success?
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