There are a number of tell-tale behaviors which under-performing sales teams display. It probably won’t apply to yours, but for the sake of four minutes of your time, why not read this post and make sure – or click here and watch the shorter version on video.
1. They’re really good at NOT asking for sales training: Why would they? It’s not their job to ask. In the eyes of the under-performer, the responsibility of improving lies with their boss. Anyway, they’re too busy, looking really busy, trying to do the day job to worry about sales training. Bottom line is they’ve been in sales for years – they know the score…
Let’s not forget too, that these years of experience means that they know plenty of reasons to justify why sales are flat-lining, The good news here is that quite often, these will get accepted by Management.
So you can see why they’re not going to get too excited about making life any more complicated than it has to be with a spot of sales training. And anyway, it’s comfortable where they are; doing just enough; bobbing along in mid-table mediocrity; why on earth would they want to change things just for the sake of it? Delusional, isn’t it.
But here’s what I’ve learned over more than twenty years in B2B sales, with the last six years professionally training sales teams:
A salesperson not asking for regular training is a bit like Anthony Joshua rocking up to fight Andy Ruiz Jnr for the heavyweight boxing championship of the world and… well, I think we all know how that one ended. A lack of preparation will catch you out even the highly experienced at some point. God knows its caught me out in the past.
If a sales team isn’t constantly learning new skills, you should find out why. Even great sales results cannot be a justification for ignoring or turning a blind-eye to a lack of regular training, how can it be?
The genius that is Teemu Pukki doesn’t stop practicing just because he’s already scored six goals in the Premier League this season? It’s blindingly obvious that the hours of practice away from match-day, is the single reason why he has – God bless him!
Amateurs Practice Until They Get It Right; Professionals Practice Until They Can’t Get It Wrong
In my experience, sales teams who aren’t constantly asking to be trained, usually don’t think they need to or are thinking about jumping ship to an employer who will meet their L&D needs. Both of those options are going to cost an employer money in lost time, lost revenue or recruitment fees – often all three.
The UK’s top performing businesses are putting employee learning and development (L&D) at the heart of their strategy. The UK L&D Report 2018 shows that 94 per cent of the best performers surveyed say learning and development is critical to success. As a result they enjoy the lowest turnover of staff and those companies spending above the national average of £300 per employee on training, none have a retention rate of less than six months.
I meet many Sales Professionals doing what I do and some of them aren’t waiting for their employer to act on their behalf. They’re taking responsibility and investing in their own personal development. Here’s just a few ideas around what £300 could deliver in terms of sales training outside of the day job and each of them will transform results in it:
- Three years subscription to Audible. Turn your car into a learning zone and listening to a host of outstanding Sales books between client visits.
- 5 hours of on-line training on Udemy – an hour a week over five weeks is all it takes to start to shift performance.
- A 121 session with an outstanding Sales Coach – face to face preferably, but Skype works really well for my clients.
- Get along to an Open event – a good one will guarantee to more than treble your ROI
- Attend a reputable, relevant paid seminar, listen to the speakers and Q&A them afterwards – priceless!
Let’s pretend for a moment that your sales people decided to ask you for regular, highly effective sales training and you gave it to them – just £300, the National average. What impact would that have on them, on you and on your organisation over the next 12 months?