Earlier this week, I posted on two related or intersecting topics sales leaders need to manage and improve. First, their view of, and approach to sales training; second the alignment of their sales assets with clearly identifiable market segments.
Based on some feedback, I want to expand on some key points and make sure that the wrong message is not being taken away.
With respect to KPI’s and training, I was not saying that KPI’s do not belong as part of training initiative. In fact there needs to be metrics, measures and other indicators to ensure that the training is effective, implemented and is delivering the desired behavioural change. Those same indicators should then be utilized to refine training strategy and implementation. What I was saying, and don’t apologize for, is that sales leaders need stop making decisions on training in order to meet one of their KPI’s. Not only does this not result in training that moves the dial forward, but more importantly communicates a clear message to their sales teams. The message is that it is OK to just go through the motion to meet the basic requirement without regard for the end result. After all, if the VP can get by with training that does not change sales behaviour, than why can a rep take a similar view, “you wanted five face to face visits, you got five”; KPI met, sale or not.
The question of alignment extends in to training as well. Just as you don’t want to misalign the resources based on the type of buyer involved, you also don’t want to assume that all your sales people will benefit from the same type of training. I have written in the past that there needs to be no democracy in sales training. Indeed, when it comes to sales training, one size does not fit all. Many have taken a forward step of separating new recruit training and some form of “advanced” training; others created online programs better matching requirements and content. When actively managed this moves things in the right direction, when not, which is often the case, this type of training just invites the KPI mentality highlighted above. This happens eve when there is testing built into modules.
In the end, as with anything strategic and core to business success, it is about having a long term view and the backbone to execute, especially when long term results and success will materialize after the next fiscal quarter or year end. Let’s start by removing the KPI for cosmetic band aide initiatives.
- Develop or ensure your sales process aligns with and reflects your market’s buying process
- Make sure you have the right people on the bus
- Use the two above to determine he right training to create success behaviour
What’s in Your Pipeline?