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Lauren Bailey

About Lauren Bailey

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maximize sales training investment

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5 Tips to Maximize Your Sales Training Investment

After you’ve hired a sales training vendor, there are a series of questions you need to answer in order to ensure you’re getting the most out of your sales training investment, like:

  • How do I maximize sales training ROI?
  • How do I measure training success?
  • How do I get results FAST?

Having been both the vendor and the buyer in this equation, I definitely have some insight to share. I’ve made mistakes as the Training Director hiring a sales/sales leadership training vendor, and I’ve had clients do some really smart (and less than smart) things. 

Although I could write about this topic forever, I’ve narrowed it down to my top 5 tips to maximize your sales training investment.

1. Customize the Customization. Then customize that. Twenty years ago, I paid a vendor $15,000 extra to customize the training for my company. I spent countless hours sending them examples, marketing data, and websites. I forwarded redacted emails and unpublished case studies. I just KNEW they would get the “real feel” for how special our snowflake was. The result?

The vendor added one half-page sheet to the back of the workbook with two custom role plays. TWO! The pages weren’t even numbered with the rest of the workbook. Total afterthought! Literally, nothing else was custom.

Ready for the vendor flipside? Six years ago we up-leveled all our workbooks for Factor 8. This meant I couldn’t build custom workbooks from scratch anymore for clients (the downside of totally custom is a less professional look – even a few errors). Now each of our course workbooks of about 10 pages has around 15 sections in bold red font that our Advisors tailor prior to delivery. It might be the customer’s language, an industry example, a customer voice example, specific sales objections, etc. During the live interactions, our coaches play their sales calls, coach actual delivery, and will give custom samples/scripts of every skill. That’s customization!

Tip: Get an actual list of what is tailored to your organization, its format, and when/how it is delivered. 

2. Require Manager Involvement. Note: I didn’t say attendance. You need attendance AND involvement! Back when I was delivering training in an enablement organization, we were afraid to invite all the sales managers to our training. They were so busy and important (and let’s be honest, a little rude). As I gained more confidence, I would meet with them 1:1 after the training with tips on what we trained and what to look for. As I got busier, I would schedule a 15-minute meeting so I could do this all at once. When I was put in charge, I required them to come AND met with them for 30 minutes afterward.

Guess what? They still couldn’t coach the skills. Sure, they attended the training, but they didn’t participate. They didn’t come and play to win as if they, too, would be graded on their adaption of the skills. They half-listened, did some email, smiled and nodded, and stole the stage as often as possible to give sage advice.

Vendor Flipside: At Factor 8, we meet with managers before the training, require attendance at the training, train the managers on how to coach the skills after the training, give managers 3+ tools to make it easy to support and coach the training, then do a follow-up meeting with the managers on how skills went, AND certify the managers to certify the reps on the skills. It may seem like overkill, but trust me, it works.

Your ROI will be cut in half if your managers aren’t underlying the importance of using the new skills and coaching their execution. Go overboard making sure they are trained, incentivized, and supported by your vendor to do this! 

3. Measure Your Heart Out! If you aren’t crystal clear on the results, KPIs, and metrics that should be impacted by the training, then you’re not ready to outsource sales training. (Really, a vendor just said that!) In fact, ask the vendor what numbers they expect to move with this engagement (and don’t hire them if they don’t know!) At some point, you’ll have to show your sales training ROI, so define during the interview stage what success looks like and then go get a 3-6 month baseline on these metrics. As a training manager, I was nervous early in my career to do this. It only took one sales leader saying, “You are not solely responsible for the 35% uptick in XYZ…!” for me to start backing down and measuring success anecdotally or with smile sheets. As I grew in my career, all I did was add two words: “contribute to.” If we measure pre and post, we can all SHARE the credit! 

Vendor Flipside: I love a case study. Number one reason I don’t have one on every client? They don’t provide us with their reporting. The leader pulls the trigger on the contract and then sales managers or the enablement team are left to execute and the ask never bubbles to the top. In fact, I’d love to take contracts based on the up-side (we get paid when you improve) and have offered it many times in the past, but the baseline metrics and results weren’t available from the client.

4. Get Leadership Involved (more than they are). How do I know they aren’t very involved? I’ve had about 3 clients out of 300 who were. As a training leader, I had about none. Why is this critical? Because your attendees determine how important the training is based on what the leader says, does, and spends money on. Even if you have to write the script for the VP to kick off the meeting and send over the questions they need to ask in their 1:1 meeting afterward, take the time and do it. Otherwise, you may be the flavor of the month. 

Vendor Flipside: They’re my favorite three clients ever. And when they ask for anything extra, they get it. I’ve helped them get jobs 10 years later, spoken free at their conferences, and featured them on our blogs. When a leader lends their time, voice, and stature to training, it will literally change the organization’s culture. Help convince them they’ll get more ROI by being involved. Make it easier on them with cheat sheets and reminders. These clients get double their money’s worth.

5. Focus on Long Term. Ever met with an internal client who wants you to train 5 things in 20 minutes? Me too. Try every single sales leader ever. Here’s why: Most people don’t know the difference between telling and training. That’s why their people don’t change their behavior after being told. Folks, if you want people to change what they’re doing, the training will take 5x longer than you want it to AND the support “tail” for the training will be months, maybe even years. Don’t make training an event – studies show they’ll remember about 30% of what is taught. The best leaders get this fact:

Training isn’t something you did, it’s something you do.

Vendor Flipside: Events are fun. They’re low risk and high reward. We often would have better selling days during training than normal days (live calling during training). Lots of energy, buzz, and results. But if that’s all your vendor is doing, reconsider. What about keeping skills alive? Pulling the buzz forward? Seeing skills move from the classroom to the sales floor? 15 years ago we offered a 1-day post-training follow-up. Then 90 days virtual. Now we do one-year contracts. It’s the right thing to do and the right way to do it. Doesn’t fit the SKO? Hire a speaker instead.

If you’re evaluating sales training, we’re here to help. Fill out the form or email info@factor8.com and let us know how we can help.

Want more information on how to maximize your sales training investment?

Contact us today to request information on our customizable virtual sales training programs
available for reps (and managers).


overcome brush-offs

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How to Overcome Brush-Offs (and Get Prospects Talking)

Let’s face it, every seller has been brushed off (and probably quite often).

“I’m not interested.”

“We’re all set.”

“I don’t have time right now.”

Sound familiar? If you’re making outbound sales calls, cold or warm, you’ve heard these before. But here’s the good news: Brush-offs are not objections. And when you know how to handle them, you can double your talk time, increase your conversion rates, and book more meetings.

I’ve broken down my 6 tips and tactics to help you beat the brush-off and turn dismissals into meaningful conversations. Let’s dive in!

Brush-Offs Are NOT Objections

Objections happen late in the sales cycle after you’ve made your pitch and the buyer has concerns, usually about price, timing, or fit. Brush-offs? They happen early, and they’re not objections at all.

sales objection examples

Think of a brush-off like an automatic reflex. It’s the prospect’s way of saying, “I don’t have time for a sales pitch right now.” That’s all it is. And it doesn’t mean they aren’t a good fit or won’t buy from you later. It just means they don’t know you… yet.

So, what’s your job? Keep the conversation going, show them you’re different, and provide value ASAP.

READ: How to Keep Prospects on the Phone

Brush-Offs Are Uninformed (That’s Good News!)

Prospects brush you off because they don’t know who you are or what you’re selling. That’s great news! It means they haven’t actually rejected you, they just haven’t heard your value yet.

This is why you should never “kill” a lead based on a brush-off. Too many sellers give up too quickly, assuming the lead is a dead end. In reality, the prospect just isn’t paying attention.

Here’s why you shouldn’t take brush-offs personally:

  • They’re often automatic responses, not actual decisions
  • The prospect is likely multitasking or distracted 
  • They don’t remember you yet (if you call back, you get another chance)

Your instinct might be to respond to the brush-off directly (“Oh, but we can save you 20%!”). DON’T DO THAT. That just gets you lumped in with every other pushy salesperson. Instead, sidestep it. Keep the conversation going by staying confident and trying again.

  • If it’s a high-value lead, try them at least 10 times before moving on. They won’t even remember they brushed you off the first time.
  • Call back quickly. If someone brushes you off today, try them again tomorrow. They probably won’t remember the first attempt, and this time, they may actually listen.
  • Don’t answer the brush-off directly. Beat it instead. Instead of reacting to “I’m not interested,” keep control of the conversation and guide it where you want it to go.

By understanding that brush-offs are uninformed and automatic, you can push past them and start real conversations.

The REAL “Objection” Behind the Brush-Off

When someone brushes you off, what are they really saying?

  • I’m busy.
  • I don’t like sales calls.
  • I don’t know who you are yet.
  • I assume you’re like every other seller who’s going to pitch me something useless.

brush-off examples

The key to overcoming a brush-off is understanding what’s underneath it. Most brush-offs aren’t real objections, they’re reactions to an interruption. Your prospect isn’t rejecting your solution; they’re rejecting the idea of being sold to in that moment. Your job is to shift their perception of you.

Here’s how to uncover the real meaning behind their response:

  • Listen for patterns. Is their response rushed? Dismissive? A sign they don’t trust salespeople? Recognizing their tone helps you respond appropriately.
  • Acknowledge and reframe. Instead of pushing back, show you understand: “I hear you. Sounds like you’ve got a lot going on right now.” This lowers their defenses.
  • Use curiosity to break through. Ask a question that shifts their attention, like: “Would you say Q4 is your busiest quarter?” or “Out of curiosity, is this something you handle directly, or does someone else manage it?” When they engage, they’re opening the door for a real conversation.

The goal isn’t to argue with their brush-off, it’s to help them rethink it.

WATCH: How To Overcome Brush-Offs On Sales Calls

Get Them Talking (It’s Like Buying a Drink!)

If you’ve ever bought someone a drink at a bar, you know the goal isn’t to “close the deal” in 30 seconds. It’s to start a conversation. The same applies here.

When a prospect gives you a brush-off, they aren’t thinking deeply about your offer, they’re reacting instinctively. Your job is to interrupt that instinctive response and guide them into an actual conversation. 

The best way to do that? Use the CCO Framework (Closed, Closed, Open) to break through their initial resistance. Start with simple, closed questions to get them talking, like “Is this a crazy time of year for you?” or “Would you say Q4 is typically your busiest quarter?” Once they’re engaged, move to an open question that invites more thought, like “Is this for a short sales cycle, or do deals take months to close?” By following this structure, you can take control of the conversation and steer it toward a meaningful discussion.

CCO framework

As a reminder, a brush-off is different from an objection. An objection is a real, considered response to your pitch, something they’ve thought about and have a concern over, like pricing, timing, or relevance. A brush-off, on the other hand, is a knee-jerk reaction designed to end the conversation before it even starts. Your job isn’t to overcome an objection here, it’s to keep them talking long enough to break their automatic dismissal.

DOWNLOAD: 4-Step Process to Overcome Objections

Shaking up the conversation with a pattern interrupt gets them to stop and engage. Small talk about something unexpected (like their location, the weather, or a recent event) can lower their defenses and make them more receptive. People also love talking about themselves, so guiding them toward a topic related to their role or priorities can naturally steer the conversation toward business without feeling forced.

Breaking Through Brush-Offs

Once you start recognizing brush-offs for what they really are—automatic, uninformed reactions—you’ll realize they’re not personal and they’re not final. The key to overcoming them is choosing the right approach. You can take the direct path by breaking the ice with the CCO Framework (Closed, Closed, Open), easing your way into the conversation until the prospect naturally engages. Or you can sidestep the brush-off completely by shifting the conversation to something unexpected, like their location, the weather, or a relatable topic, disrupting their auto-response and creating an opening for dialogue.

Either way, the goal is to bypass their defenses and turn a brush-off into a real sales conversation. Try it out, test both methods, and see what works best.

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Managing Remote Sales Team

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Tips for Managing a Remote Sales Team

Sales Management is a tough gig. Virtual sales management is tougher. Like our sales teams struggle to sell “with an arm and leg tied behind their back” with the exclusion of visual cues, difficulty reaching customers/prospects, and having drastically limited selling time, these same challenges (and more) affect managers. Especially newer leaders.

In my first few years of sales management, I relied heavily on the visual cues of how my colleagues managed their teams. I saw huddles happening (“Oh, I should do that.”) I overheard team meetings and coaching sessions (“Wow, I need to give that kind of advice”) and I picked up deal strategy and day management skills.

Until we’re tenured leaders of sales teams, we don’t have our management cadence locked in. The cadence is our management process – the series of meetings, touchpoints, and actions we take in a day, month, and quarter to keep our business on track. In fact, I dare say most sales managers spend their first year or two bouncing between requests, fires, and demands.

It’s natural to be reactive in our high-demand, fast-paced environment. There’s a line at our desk, in our email inbox, and in our assignments from above. Without these, we’d wander a bit aimlessly trying to figure out our jobs as we transition from individual contributor/seller to leader. It’s why so many leaders struggle to give up the deal, the customer base, the live sales calls – we know this world! We RULE this world!

And herein lies the rub. Now that we’re managing virtually, we need a proactive approach. We need to shortcut the learning curve and have a plan – one that includes the challenge of not seeing who’s in their seat, overhearing the calls, and picking up on the team dynamic. Rough.

To speed this process, and alleviate some stress along the way, let me share a few key tips:

1. Establish (and edit) your proactive management cadence immediately. We teach this in “Essential Manager Meetings” (a course in The Sales Bar) and it’s one of our first courses for all new managers. At a minimum, your cadence needs to include:

    • Multiple weekly sales huddles to provide focus, inspiration, energy, and insight
    • Monthly private 1:1 performance meetings with each team member
    • Multiple 1:1 to 3:1 call/skill coaching sessions with each team member monthly
    • Multiple team forecast meetings (frequency depending on sales cycle)
    • Ad-hoc sales strategy meetings helping reps hit goal (deal, lead, account, and/or territory)
    • Monthly team meetings for updates, development, communication, connection

Where do you find the time for all these meetings? By pushing the daily incoming demand to one of these meetings. Rep Slacking you with a “great call update?” Push it to your morning huddle or your next call coaching. Rep forecasting below goal? Schedule an ad-hoc sales strategy meeting to review deals. Getting lots of emails with company questions? Move forward the team meeting and address them together. 

We set the process and then we daily teach our reps to operate within it by delegating, pushing, and scheduling “official” meeting time vs. reacting all day. That makes time management a critical management skill…

2. Own Your Day (another course in The Sales Bar). Especially now that we’re at home, it’s way too easy to work 12 hour days (or the opposite for some). The line at your desk is now your chat. Email is center screen all day. It’s harder than ever to stay proactive and protect our rep-focused parts of the day. We have to schedule it, and then protect it. Our top priorities also get calendar time and we protect them like our most important meetings of the day.

We love the Eisenhower Matrix (everyone’s favorite part of this course) to help managers decide when to fire drill, when to delegate, when to schedule, and when to trash a request. When you’re in charge of your own day, you can help reps be in charge of theirs – so critical for virtual selling. 

3. Call Coaching. When we’re virtual, the tendency is to count heavily on the numbers. If we can’t hear the calls and watch the behavior, we watch what we can – the metrics. This is a mistake. Especially now that your reps are selling a new way, focus on quality over quantity. That means it’s time to get visibility. If you don’t have call recording capabilities, start lobbying for it now. ExecVision, Chorus, and Gong make it easy to be legal and to get the insight you need into rep conversations + the tools to coach them.

READ: The Best Sales Coaching Questions Ever

Scheduled call coaching using recordings or ride-along meetings are critical. It’s going to be tougher than ever to make it happen (hence the first two points), so give this to your reps. When your calendar is up to date, they know when you are free and it’s on them to invite you to 1-2 calls/week.

Sales skill feedback also has some new priorities right now. Field sellers gone virtual will need some help and focus on phone detective skills – working phone systems, making multiple attempts, capturing new contacts, qualifying accounts – honestly some of the basic skills covered for new BDRs. They may not LOVE the idea of getting entry-level phone skills training, but these are tools they need in their belt today – and tomorrow.

Phone sellers now struggle with video. They need your feedback on the basics like backgrounds, lighting, proper attire, and etiquette. We’ve all seen the fails – those are on us as their managers. Check out our course Running a Virtual Sales Meeting in The Sales Bar for basics on virtual meeting agendas, engagement, and online tools use.

The key is that they get the coaching and support regularly and you build it into a regularly scheduled meeting as part of your cadence.

My entire team – including the sales team – has been virtual since inception. Our BDR is new and gets call coaching every Tuesday and Thursday for 45 minutes at 9 a.m. She brings the call recording to support what we coached last time and before it’s over there’s a commitment to what we’re coaching next time. The coaching is done over video so we can see faces and reactions and expressions – this is a personal development moment, and it helps us connect. 

Remember, a connection to the boss is critical for every employee. Call coaching is about helping develop reps skills (not close deals) as much as it is about increasing our team’s engagement with us and with the company – and there is nothing more important for retention. Coaching is bonding 1:1 time and your team needs this attention from you, even more, when we’re virtual.

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time-saving tips

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4 Time-Saving Tips for Sales Managers

I’m writing this blog at 9 am tucked into bed with the flu. I started to write it at 7:15 am, but decided on OJ and an episode of American Housewife instead. 

In the 45 minutes I procrastinated, I received 74 emails. WHAT?!

Please be clear that I counted the new emails, scanned briefly, and then shut Outlook. Why? Because if I didn’t this article wouldn’t get written this morning – probably not even by end of day. And because if someone really needed me there are at least 3 faster ways they can get a hold of me.

Email is the new snail mail. It’s where un-urgent requests, FYIs, and sales pitches belong, and if you aren’t treating it that way you and your organization could be wasting precious time. Yes, you get enough emails to keep you busy 4-6 hours/day, and if you ignore them all the time they will pile up (you make good points my dear sweet email lover). Alternatively, answering other people’s requests is probably not the most important part of your job, is it? 

Our completely normal instinct to deal with something simple that’s in our line of sight is prioritizing other people’s to-do lists over our own. 

New call-to-action

Here are a few best practices and time-saving tips to take back your day:

  1. Get rid of email alerts. Immediately. If we can agree that email is NOT where urgent items live (read: it has an imminent deadline), then quit interrupting your current screen with them. Every time the pop-up happens, a part of your brain goes down the rabbit hole until it finally just can’t resist a quick alt-tab to email to take care of it. It only takes a minute, right? Sure! Until you see the next one and the next one…it’s like trying to eat just one handful of popcorn at the movies. Impossible. If we could resist we wouldn’t be in our inbox right now. Kill the alerts. Be present in your current task instead.
  2. Designate a time for email. There, that may feel better to my GMail addicted friends. 🙂 I do email once a day at the end of the day. True, my assistant cleans it out for me in the morning, so I’m cheating just a little bit. Carve out two hours/day, put it on your calendar, and be strong. It only hurts for a couple of days. You’re not ignoring. You’re prioritizing. You were hired to coach, strategize, lead…not to type.
  3. Set communication expectations with your team. Have a conversation about what you consider urgent and important tasks and requests. Agree on what task/topic requires an instant message, text, phone, call, drop by, or email. Help team members know when you want to be CC’ed and when you don’t (there’s 50 less per day for you) and help them understand that if they email, they can expect a reply in 2-3 business days. If you choose to reprimand them for “bumping their email to the top” and sending you emails about their emails, that one is up to you. It may also be a great time to let them know when you’ll be doing meetings, coaching, and other activities that may not be interrupted with a minor customer issue or system question.
  4. Assess in a week. Getting more done? Finding times where you wonder what you should be doing? Getting more rep coaching done? These are good signs. If you find you’ve chewed off your nails and you’re staying at work late to do all the email, your addiction is more serious and I’m sorry for recommending this cold turkey. Try some of these gentler adjustments instead:
    1. Start the day by cleaning out emails – just book your first meeting within an hour so it doesn’t go long
    2. Try an email cleaner like Unroll.me that will aggregate your junk mail
    3. Consider delegating – if you’re on email alerts, groups, etc. for leads or training, perhaps someone on your team could monitor these and bring hot topics to a team meeting
    4. Eat lunch at your desk once or twice a week and take the extra hour to respond during that time
    5. Find one email/day your can unsubscribe or junk

I cordially invite you to try several of these time-saving tips and join me in the sweet, sweet freedom of being released from email jail. Looking for more ways to get sales management tasks done in less time? This was one of over twenty hacks in our top-rated sales manager course “Own Your Day”, which is now available on-demand at The Sales Bar.

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hiring salespeople

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How to Hire and Retain Top Sales Reps and Managers

Help! I’m hiring salespeople, but where do I find them? Well, probably not in the stack of resumes from your recruiting department. Or maybe you already know that and hence the Google search bringing you here. Great sales talent is near impossible to find these days and will continue to be difficult in the coming years thanks to shifting employment rates, aging demographics, and increases in sales hiring. Your ideal candidate profile with a few years of experience in your industry and a college degree isn’t coming to you. So, what do you do?

Here are a few creative strategies and tactics to consider when hiring salespeople:

Get Ready to Win

It’s a seller’s market, not an employer’s market so every candidate you do happen to find will be comparing you to other potential offers. You are competing with other companies, so make sure now that your…

  1. Website reflects a great culture
  2. Glassdoor reviews are positive
  3. Employees and customers have posted good things
  4. Website reflects diversity (they won’t apply if they don’t see it)
  5. Your process moves 2x faster than it used to. If it takes you 4 weeks to hire, they’ll accept elsewhere
  6. Social presence is engaging, recent, and active
  7. Pay and benefits are at, or above, market rate
  8. Company social causes exist and are enticing
  9. Job descriptions aren’t wish lists. Keep them short to fill the funnel (key for females)
  10. Career growth and development opportunities are plentiful

More than ever, employees are shopping employers and the new generations care less about pay and more about career growth, development opportunities, and social causes. Ask yourself: How would they look to their followers if they joined your company? Will their friends think they went back to the dark ages? Or will they have FOMO because the company is totally GOAT?

(If you don’t know what either of these terms mean, it’s OK, I had to look up one of them too. But maybe get a 20-something in recruiting to do the social checks for you 😉)

Get More Candidates

OK, got this all delegated and you’re ready to win the battle? Now it’s time to fill the pipeline. Like any smart sales leader, you know better than to have just one source. Here are some great actions to try this year:

  1. Repurpose a sales headcount to shop LinkedIn for passive candidates
  2. Start a program at local colleges BEFORE they graduate or go to career fairs
  3. Partner with sales colleges to volunteer to speak or judge role plays
  4. Grant a massive bonus for referrals
  5. Comp (or measure) managers for finding their own talent
  6. Go talk to employees in service, marketing, product, delivery who might try sales
  7. Try community college or tech school career fairs (is a 4-year degree totally necessary?)
  8. Use social networks to post (e.g. is there a local mom’s group?)
  9. Try advertising a contest, scholarship, or other promotion for sellers/leaders and use it as a marketing funnel (it’s a lead list! Call it!)
  10. Find your favorite person each week (Restaurant server? Your kid’s teacher?) and recruit

If these seem like desperate measures, then I’ve hit the mark. This is not a time for passive recruiting. Anyone great at selling who isn’t employed already is probably not your hire.

Improve Your Selection

Got folks in the funnel but need help choosing a better fit?

Listen, I made some HORRIBLE hiring decisions my first year in every new position. Bet you have too. It’s critical to remember that your hiring process needs to be a documented and rigorous pipeline just like your sales funnel. Here are a few questions to help:

  1. Is the screening aligned to the job (e.g. phone screens for phone sales?)
  2. Do you have defined gates to pass to the next stage?
  3. Are you involving multiple decision-makers?
  4. Are you looking for experience and skill? Or behavior and aptitude (pick the latter)?
  5. Who’s doing the heaviest lifting and how can you put less on your managers?
  6. Do candidates have a great idea of what to expect? Could a job shadow help?
  7. Are your managers aligned on the definition of a good candidate?
  8. Can managers hire their own teams (trust me, don’t do it for them)
  9. Do your screening tools help you increase the pool vs. decrease (your resume screener or profile tool may be weeding out today’s definition of good)
  10. Have you trained managers on how to interview?

I know, overwhelming – especially with your rag-tag group of new and tenured managers (just guessing). I got your back on this one with our new Sales Bar eLearning course, “Hire Like a Rockstar”, that will help your entire team define good, create a rubric of criteria, and align interview questions + scoring to make consistently better hires. You’re welcome. 🙂

SALES TEAM RETENTION [INFOGRAPHIC]

Keep the Talent You Find

Finally, we can’t address keeping your sales team afloat if there’s a hole in the boat. The best way to staff your team is to keep the ones you have. Remember, you make your number every month on the backs of your B players. Work like hell to keep your A, B, and C players coming to work and grow. Here’s what’s most important in this fight:

  1. Monthly sales training opportunities. That’s right, several hours a month is table stakes, and a pass to LinkedIn learning isn’t impressive anymore
  2. Monthly call coaching. Yes, monthly. Make sure your managers are trained on how to do call coaching well and are doing it consistently
  3. A documented career path with clarity on how and when they’ll move up
  4. Opportunities to move up within 18 months (average lifespan of a new rep)
  5. Access to leaders. Manager meetings, skip levels, feeling close to executives
  6. Company social causes. Volunteering together or a pet charity with hands-on opportunities
  7. Work/life balance. Kids these days (did I just type that?) are uber-focused on having a full life, less stress, and chances to be with family and friends
  8. Basic tech stack. They’re used to a great CRM, engagement tool, call recording, data sources, and more. If you’re using Excel spreadsheets, you’d better rock the rest of this list
  9. A mission to believe in. Listen, even if you sell floor wax, be sure every employee knows how they’re helping change the world
  10. A mentor and/or buddy. Having a great friend and/or confidant at work is a leading indicator of employee engagement.

They have choices, and as soon as they choose you, someone else is recruiting them.

Need to train newly hired sales reps or managers?

We’ve got your back! Contact us today to learn about our customizable virtual sales training programs
available for reps and managers.


Overcoming Sales Objections

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Quick Tips on Overcoming Sales Objections

If you’re a BDR or SDR, you’ve probably heard your fair share of sales objections. And chances are, you’re likely NOT a big fan of them. I’m here to change your mind. Why?

I LOVE objections.

They’re proof a prospect is actually listening, and at some level, they’re even considering buying. I see objections as a challenge to understand prospects better and to showcase the SWIIFT℠ value of my product. 

Ready to love objections? Let’s get started.

First, let’s understand the difference between a brush-off and a sales objection. If you’re hearing things like “I can’t talk right now” or “I’m not interested,” what the person on the other end of the phone is really saying is “I’d rather be doing anything than be sold to right now.” In these cases, you are experiencing a brush-off. These are typically heard at the beginning of the call and have almost nothing to do with your product or solution. Brush-offs require their own set of solutions, we’ll get to those in another article.

On the other hand, an objection sounds like “we don’t have a budget for XYZ” or “it’s too expensive” or “this isn’t our top priority.” Prospects with true objections are informed. They know who you are and what you are selling. Their objection is directly related to what you have presented to them (i.e. “We don’t have room in our 2022 budget for XYZ right now”).

Now that we understand the type of push-back that we’re solving for, let’s talk about overcoming objections in sales. Think about sales objections in terms of dating. You’ve poured your heart (your “pitch”) out to this potential customer and they’re quickly trying to show you the door. It’s only natural for us to take it personally. But let’s think about it this way, would you rather hear why a prospect is rejecting you, or be ghosted and left wondering why you weren’t a great fit? If you’re anything like me, you need to know “why?!”

So, let’s go over the 4 easy steps to sales objection handling so you can find both a solution and the answer to that “why?!”

SPOILER ALERT: Most sales reps only follow one step and the majority are unsuccessful! The most important thing to successfully handle an objection is to complete ALL 4 steps! 

#1 Acknowledge 

When you first hear an objection, you and your prospect are like two people on opposing sides of the table. You need to move to the same side in order to work together. Start by listening closely to what your prospect is saying to help identify the truth behind the objection and to LOWER defensiveness. Be sure to use your active listening skills here, folks. Nodding your head saying “mmhmm” or “I get that” are all useful cues to let them know you hear them. Go a step further by rephrasing their objection to show that you were truly listening to their thoughts. 

Skipping this first step will leave you sounding defensive to someone whose guard is already up. That is not a recipe for success. So, let’s listen and acknowledge before moving to step 2.

#2 Ask Questions

The end goal of this step is to truly understand the prospect’s objection. Often, the initial objection is superficial. So, let’s use questions to isolate and clarify before we attempt to handle it. Taking a breath and approaching the questions with a calm tone can really help as well. Below are a few examples of defensive questions vs. calm, open-ended questions. 

“What do you mean by that?” vs. “Sure, I get it, tell me more?”

“How could you say we’re too expensive?” vs. “I totally understand. Can you explain more about the cost?”

“You honestly think you don’t need this?” vs. “I hear you. So, what’s your solution to this problem?”

The most important part about this step is asking questions until you fully understand what the roadblock is. 

#3 Overcome! 

This is the step that most salespeople jump to. Reminder: If you skip steps 1 and 2, you are very likely not getting to the root of their objection and are coming off as defensive. This will lead to an aggravated prospect who will likely hang up on you. 

Now let’s talk about addressing the true objection and providing a solution. After years of handling objections, we have found three tactics that show proven results! 

  • Value:
    • Find the SWIIFT℠ value that the client’s objection embodies and use it to explain how your solution will overcome the objection at hand. (New here? Don’t know about the SWIIFT℠ values, yet? Check out the details HERE)
      • Money Example: “You know, if we implement this right now, our solution will help save about five times this investment! And that’s just in the first year. Our projections estimate at least $50k in savings right off the bat! I know it’s scary, but the savings are worth it!”
  • Felt/Found: 
    • This tactic explains the cause and effect of your solution in the context of a previous client or clients.
      • Example: “I get it. Honestly? At least half of my current customers have FELT this way. It’s scary to invest upfront. But, what each of them has FOUND is that the cost savings more than make up for it – and does so quickly!”
  • Story: 
    • This is similar to the Felt/Found tactic but goes into more detail. It’s important to remember that this can be a true story that happened to you or one of your co-workers, it could be a story pulled from a research report (with the names and details adjusted to your specific company), or it could be a story based in truth, with a few exaggerations. 
      • Example: “I get it. It’s a totally normal reaction. You know from the beginning, you’ve reminded me of Bob from Spokane. He was shopping for the same solution – although he picked the XYZ model. He hesitated to pull the trigger too, and he has already recouped 75% of his original investment. That was literally just last month!”
    • When you’re sharing a story with a prospect, remember that good stories have these components:
      • Time
      • Place
      • Main Character
      • Challenge
      • Goal
      • Series of Events (aka Plot)
      • Outcome
      • Details (1-2 fun embellishments or random details)
  • Insider Tip: facts are 20 TIMES more likely to be remembered when they are part of a story! Stories release dopamine to the brain. Which, in turn, causes a deeper sense of emotional engagement with what is said. The brain automatically goes into curiosity and receptive mode (instead of defensive mode). Cool, right!? So, get your clients to drop their guard a bit with a good story! 

DOWNLOAD: 4-Step Process To Overcome Objections

#4 Check-In & Close

In this step, you’ve got to confirm that you’ve answered your prospect’s questions and concerns. After confirming, we push the deal forward to either the next steps or to a close. Only about 10% of customers will close themselves. This means 90% of deals will stall out if you skip this step! Check out the image below to see 5 different types of closes. Which one feels the most comfortable for you?

BONUS! Here are a few additional tips to use after you’ve mastered the 4 steps above:

  • Always run through the proposal live with your client. If you are only emailing a quote you will lose a larger percentage of business. 
  • If you are getting pricing objections from a lot of clients, you are probably selling on features only. You’ve got to include those SWIIFT℠ values! 
  • If you don’t know which questions to ask, then remove the objection. Example: “Suppose you didn’t have ______? How would the situation be different?”
  • If you don’t know what to ask, then ask “why”? Example: “I’m sorry to hear you feel that way. I would like to understand your concern. May I ask why you say that?” 

If you master the 4 steps above, you’ll find those sales objections turning into deals in no time!

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Top Techniques for Closing the Sale

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Top Sales Closing Techniques

So you put in the hard work, you hooked your prospect, you got to the decision-maker, and you’re at the finish line – it’s now time to close the sale.

Time to celebrate? Not quite yet…

A shocking 64% of reps don’t actually end up closing the deal. (and unsurprisingly enough, only 10% of customers will close themselves).

So, why aren’t most reps closing? Hint: there are 5 main reasons.

Keep reading to learn our top sales closing techniques. Buckle in, folks!

READ: How to Close More Deals

You Feel Too Pushy & Lack Confidence

I get it – you don’t want to come off as the “used car” sales rep and hound someone to get your deal finalized. Or maybe you’re just nervous and don’t have the full confidence to take that last step.

Let me help you out here – take a look at the graphic below of the buying funnel. Most prospects are stuck up in the top half – they’re in research mode!

Buying Funnel

When you lack the confidence to ask for the close, you’re letting them stay in an endless loop of research and evaluation without clear next steps. The reality is you should be offering clear steps on the VERY FIRST CALL to lead them into the evaluation phase.

Think about it like this: when you go to buy coffee in the morning or stop to pick up lunch, do you walk up and order? Or do you wait for someone to ask you what you want? You probably stared at the menu figuring out what to get and then someone asked if they could take your order, right? They prompted you out of your research and evaluation mode into the bottom half of the funnel!

Helping lead them into those next phases is the core of being a sales rep! It’s not pushy, and not doing it shows a lack of confidence. This is where you decide if you are a true salesperson or not.

Remember: Closing. Helps. The Buyer.

You Don’t Know How To Ask

If you’re worried it sounds too good to be true – it’s not! You can literally just ASK them questions to inch closer to the close. Okay, so the reality is that a lot of those go-to closes rely on cheesy or crappy tactics. Here are a couple good questions and statements for closing sales to steal:

  • Ask a Question: Did we solve the problem? Did we meet your needs? Ready to move onto the next step? 
  • Make an Assumption: We’ll get this nailed down and start next week. When do you want to take delivery? (You’re acting like you’re already involved in the next step!)
  • Which pitch: Which solution is a better fit right now? Which option is a better match for budget? Do you like option A or option B? 
  • Timeline: You mentioned wanting XYZ in place by next month – working backward we’ll need to ink the contract by next week.
  • Add-On: If we can get this wrapped up by the end of the month, we can throw in an extra license and a live training. 

DOWNLOAD: How to Transition to Close

You Need More Customer Info

Don’t make the super embarrassing mistake of lacking customer insight and information by the time you get all the way to closing!

CSO Insights estimates that 26% of deals are actually LOST because sellers weren’t fully aligned to a buyer’s needs before closing. Save yourself the time and hassle by making sure you know these before you get to close:

  • What is the agreed customer goal or pain?
  • What is the “why” behind the buy/value to them?
  • What’s their budget & timeline?
  • What does their buying process look like?
  • What is their current state vs. desired state?
  • Are there other options/competition?
  • Any personal motivation here?

(Hint, if you need help coming up with a pitch that aligns with their value – check out SWIIFT℠!)

READ: SWIIFT℠ Selling Methodology 

You’re Out of the Closing Habit

Closing is a muscle just like anything else – if you aren’t exercising it, you’re not going to know what to do with it when the time comes to use it!

You can close every single call you have with something we like to call closing for commitment. 

Think about football for a second. You’ve got your first downs to lock it in – and instead of having to go all the way back, you get to start on THAT yard line. Now when you apply to this sales – even if it’s something small you’re getting a customer to make a commitment to you. That means next time you’re starting from THAT point! You’re taking up mindshare with them.

Here’s an example:

You’ll never have to ask yourself if it’s closed because you will know and you will OWN exactly what you need to do.

Always plan for the win!

READ: Increase Close Rates Fast With This Technique

You Don’t Know When to Close

Can you guess the most critical stage when it comes to closing?

Gong did a study on this, and believe it or not – the qualification stage is MOST important. Close rates decline by 71% when the next steps are not covered on that first call. Plus – deals that closed the fastest spent 1.53 times MORE talking about those next steps compared to other deals.

If you have a well-defined sales process, you’re 33% more likely to close your deals (TAS Group). And if you don’t know how to gauge when that is or how it plays out – do a trial close! Try something different!

Sometimes you have to abandon your sales script, and that’s okay.

Read: Quickly Transition to Close on Sales Calls

The more confident you get with closing, I promise the easier this gets. So don’t be afraid to get out there, practice, and remember that there’s a closing strategy for each and every one of those fears you might have. You got this – now go get those deals!

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good inside sales rep training

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Inside Sales Training: What Does Good Training Look Like?

Whether you’re shopping around for external inside sales training vendors or working with your internal training department, knowing what good inside sales rep training looks like is the first step to ensuring your training is checking all the key boxes.

We’ve outlined a few of the most important considerations to keep in mind when choosing an inside sales training partner.

Decide What Good Inside Sales Training Looks Like

This shouldn’t be a surprise to any sales leaders out there — but what makes good inside sales training is results. You’ll be able to know whether or not sales training worked simply because it moved the needle.

These “results” look different depending on your company, team, and goals. It’s important to go into the sales training and decide on what those goals are to you — whether it’s sales units sold or market share gained.

READ: How to Measure Sales Training ROI

This is even more important when partnering with an external sales training vendor. The vendor should understand your goals as well as your sales process, product, customers, industry, and competitors. There is so much specialization in the market today, don’t let a vendor bring SDR training to your team of AEs.

In order for sales training to be considered “good”, it must achieve your goals. Outlining what these goals are, and what success looks like, beforehand is a surefire way to get what your team needs out of their training.

We recommend identifying metrics, behaviors, KPIs, and overall results that you expect to shift during and after the training. Metrics and behaviors should lift immediately showing you’re on the right track, and KPIs are early indicators that the results are on the way. Identifying metrics or results only can lead to a miss.

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5 Characteristics of Good Inside Sales Training

After the goals are set, here are a few more tips to ensure you’re maximizing your training investment:

1. The Sales Training is Customized

Really great sales training is customized to your industry and product/service.

This ensures your reps aren’t left trying to figure out how to take a broad theory and apply it to their job, customer, or service.

While it’s true that customized sales training is more expensive, the ROI is up to twenty-fold when you consider how much your reps are actually retaining, and how much they can apply immediately to their practices.

Use public seminars and events to help someone get a tip or two. Use custom live training to move the needle on results.

2. Get a Professional Sales Trainer

Aberdeen reported that 85% of the sales teams that are considered “best-in-class” utilize professional sales trainers or resources.

Don’t try and turn your managers or reps into trainers. Let’s face it, they’ve got enough on their plates. Plus, even really good managers and reps have no idea how to train — it’s just not their job! They might be excellent at sales, but they have no expertise in training.

Even worse, don’t let your HR department teach sales. They’re great at training and professional facilitation in many areas of your business, but their bailiwick is in company orientation and sexual harassment training — not sales and selling. They may be excellent at training but have no expertise in sales.

See where we’re going with this?

Make sure to bring in someone who is an expert at both training and sales. That’s the secret to good inside sales training, and it’s what the best in class are doing.

3. Make Sure the Training Has the Right Focus

If you’re training your inside sales reps, make sure they’re attending an inside sales training. It sounds simple, but oftentimes well-meaning sales team leaders are duped into thinking “sales training” is enough. Shoe-horning your company’s existing field training for your inside team may actually do more damage than good.

Most popular sales books and training curricula deal with a very narrow view of selling: The conversation between Person A and Person B. Anyone who has been working in inside sales for a while can agree that the true issue lies in getting that interaction in the first place.

If your reps are struggling with connecting with decision-makers, getting callbacks, finding the right people, figuring out who to call, and capturing attention at the top of the funnel, then conversation selling and overcoming objections will miss the mark.

Make sure that your inside sales reps are being coached on topics like:

  • Leaving compelling voicemails that will be returned
  • Capturing a prospect’s attention in the first 30 seconds
  • Leading with value
  • Creating engaging conversations vs. script reading
  • How to get a callback or bridge to the next call
  • Finding more decision-makers in the company
  • Dealing with gatekeepers

It’s important to make sure other aspects of the strategy are covered as well, so the reps can rely on their managers less for questions such as:

  • Who should I call first?
  • How often should I call?
  • Should I leave a voicemail message?
  • How often?
  • Now, what do I do?
virtual sales challenges
4. Sales Training NEEDS to Be Hands-On

Theory stinks.

During the training, make sure reps are getting on the phones. There’s no reason that training shouldn’t be stopped so that the reps can go try out the skills they’re learning, and role-plays don’t really tell the whole story, do they?

Live calls to live customers using the training guarantees that these training methods are going to be applied. Live calling in a safe space leads to more rep buy-in and builds confidence. When reps see the tactics work in real-time they adopt, apply, and try more often. Training fall-off (the forgetting curve) has the odds stacked against it now!

Make the training stick by actually making calls and building pipeline during training.

5. Make Sure Your Managers Get Involved in Sales Training

Put managers in the reps’ training, and when possible make sure they have their own version of the training class tailored for their needs. Managers need to learn how to recognize the new skills in action, when to coach, how to coach the new skill, when to celebrate it working, and how to keep the momentum alive when the trainers leave. Behavior change lives and dies with the management team, and their buy-in, involvement, and use of the new skills are critical to success.

Ask your vendor how the managers will be involved in retaining the new skills.

READ: Tips for Enablement Leaders to Increase Sales Coaching Focus

Good Training is Ongoing Training

You got it, training is a process, not an event. Reps reported a “Lack of Development” as a top 5 challenge every year for the past five years as reported by the American Association of Inside Sales Professionals. Aberdeen also reported missing development opportunities as the number one rep-reported reason for leaving companies.

Deciding to invest in rep development is a smart choice, but be sure you don’t assume that it is “one and done.” Your teams want ongoing opportunities to learn, grow, and advance their careers.

READ: Why Event-Based Sales Training Falls Short

Training Magazine reported an average number of development hours/year/employee at about 48 hours – or four hours/month. Is your internal training team ready to provide this? Most corporate training teams get quickly maxed by providing new hire orientation and onboarding. Manager coaching can fill some of the gaps, but if you’re talking with learning vendors, check their ongoing offerings as well.

Ongoing training will often nurture and advance skills taught onsite – helping check the box of retaining new skills and providing the ongoing development reps crave.

The easiest way to accomplish this is with vendor-provided online skills training or inside sales training courses after their session to brush up on their skills, hone in on their weak spots, and keep skills in practice.

When evaluating sales training software, look for interactive resources such as:

  • Recorded call libraries
  • Sample scripts/messaging starters
  • Interactive micro e-learning modules
  • Printable cheat sheets
  • Manager coaching
  • Team activities
  • Videos
  • Sales certifications

Reps want skills on-demand. Learning should be easy, fun, interactive, and flexible. The old days of long-form narrated slides and sales training videos are over. Anyone who has clicked their way through to the final test (or let it run in the background while doing email) can attest to the fact this isn’t engaging or effective.

Again, look for sales training software to engage your management team as well as the learners. New skills and a culture of development live and die on your front lines. Does the software provide manager resources?

How about fast-reference cheat sheets, coaching guides, or contest ideas? Is it nimble enough to allow quick reference before a big call or team meeting?

Get your sales managers involved in testing your top choices.

Are you looking for the best inside sales training programs?

Contact us today to learn about our customizable virtual sales training programs
available for reps and managers.


sales rep onboarding

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8 Sales Rep Onboarding Best Practices

By now you’ve heard that the sales rep onboarding experience is a major factor in how they ramp to quota and ultimately affects how they feel about your company.  

There are about 3 million moving parts in an onboarding program since it happens across so many departments, mostly outside of sales. Because of this, it’s easy to lose our way during onboarding. One of the most important hindrances is the lack of investment — both in effort and money — in onboarding.

Insidesales.com did a study that found organizations spend an average of 3x more on rep tools than on rep development, with the average rep having between 5-10 tools. Similarly, Training Magazine found that organizations spend on average 25x more on recruiting than development. 

Moreover, Training Magazine tells us that a good onboarding program can cut ramp time and attrition by 50%. If we focus more time on crafting an onboarding program that will help retain the reps we recruit, we save time, money, and energy down the line.

So let’s do this! Here are 8 best practices you can dive into fixing right now.

Integrate These 8 Best Practices Into Your Sales Rep Onboarding

  1. “Just-in-time” training
  2. Leverage sales (not HR) professionals
  3. Balance software and traditional training methods
  4. Continue onboarding long after the rep is “ready”
  5. Adopt the six critical components of a training program 
  6. Use ample multimedia resources
  7. Create a formal, but flexible, rep training program 
  8. Set realistic, data-based expectations 

Let’s dive a little deeper into why and how to integrate these tips into your onboarding.

1. “Just-in-time” Training

When building an onboarding program, it’s tempting to start by listing all the things “Johnny” may ever need to know and start from the top. Instead, try slicing off only what Johnny needs to know in month one.

It can be tempting to dive deep into company waters with things like histories, organizational charts, and other detailed and specific areas. It’s more effective to shift this information to the backburner for the time being and focus only on what the new rep needs in the first month to be successful. After all, how often does a customer quiz your rep on key events in the company’s founding?

Onboarding training should mirror what a rep’s day-to-day activities will look like once training is finished during the first month on the job (and only that first month).  This ensures reps don’t feel like a fish out of water when the time comes to execute the tactics taught in training.

Why stop at month one? Because we want our reps to come out of onboarding feeling confident! We want them ready to pound the phones and execute what they learned! If we start introducing them to all the sales process complexities, advanced products, and deep conversations, then we run the risk of scaring or overwhelming them.  

This is a time when “you don’t know what you don’t know” is a good thing. If your reps will likely spend that first month talking to existing happy customers or cold calling and leaving a lot of voicemails, stop training there. Bring them back later for the rest. 

2. Leverage Sales (Not HR) Professionals 

Aberdeen reported that 85% of the sales teams considered “best-in-class” use professional sales trainers or curriculum. But the majority of us outsource our onboarding to HR.

This absolutely does not mean that your sales managers should be the trainers. It means that as a sales leader, you have sales managers and a sales training manager reporting to you (or at least attending your meetings). It could also mean that you have a sales manager who acts as a liaison to training.  

But what it definitely means is that you and your sales team all know what is being taught, agree with the how, and are thrilled with what reps can do when they graduate from the onboarding training.

Some companies shy away from investing in an expert for new hires due to the high turnover rate. But, by investing in good sales training and following best practices, companies can reduce new hire turnover rate and save money in the long run.

3.  Balance Online and Classroom Training 

What we use to teach reps is another balancing act between digital learning and resources and traditional training methods. 

Best practice? Use technology for about 30% of your overall curriculum. Much more and we’re missing the opportunity to engage new reps and ensure their first month is lonely and, let’s face it: boring. 

Online learning is easiest to leverage for one of the following areas:

  1. Rote knowledge that isn’t likely to change. This includes policies, laws, company history, and unchanging products.
  2. Already-created, third-party curriculum. Commonly this is from technology vendors like Salesforce or basic Microsoft how-to assets
  3. Trusted adviser curriculum. If you’re working with social, sales, or marketing experts already and have adopted their methodologies, ask about online resources to onboard new reps. 

Leverage your training department’s learning management system with whatever you’re doing. You’ll want to track what reps have and haven’t done and add a layer of accountability with reporting and testing.

4. Don’t Let It End! Continue Training Even After Onboarding

Rep development should be ongoing. Don’t ever fall into the trap of “They’re trained! My job here is done.” That’s akin to the NFL putting players in preseason camp and then stopping practice when the regular season begins.  

Development is an ongoing sport.  

At Factor 8, we’re huge champions of sending new reps to the phones early and often. But that is with the assumption that they’ll come back to the classroom to address the gaps they find while out on the harsh streets of your sales floor. It’s also assuming that managers are closely keeping track of rep progress and development needs.

How do you facilitate this?

Try to organize the curriculum into three levels:

  1. Level 1 maps to onboarding – the foundational/month 1 skills.  
  2. Level 2 is “just in time” after reps master level 1 and get 6-12 months under their belt. They’re ramped to quota, and it’s time for ongoing development to keep growing and do the whole job well.  
  3. Level 3 maps to the mastery of the job in years 2 to 3 — more advanced skills to help them be superstars.   

Between each level we add exercises, activities, assignments, and refreshers to keep the skills top of mind, show new ways to try certain tactics, and help managers engage reps in 1:1 and team skill development. The Sales Bar helps us make all of this accessible on-demand so teams can learn what they want to when they want to while still keeping track. We also drip new content monthly and use leaderboards to keep things fresh and different so users want to log back in.  

Use this as an example of the microlearning and ongoing development young reps crave. Millennials expect a certain percentage of learning to be in the classroom and online, and they expect opportunities to develop themselves long after onboarding.  

Offering blended learning, leveled learning, and ongoing learning checks all those boxes.

5. Adopt the 6 Critical Components of a Sales Training Program

If you’re just starting to build your program or you’re going in to assess yours, start by evaluating what’s being trained. It’s easy to go deep into systems and products, but those are just two of the six components of well-rounded onboarding training:

  1. Systems and tools — Your CRM, intranet, engagement tool, dialer, etc. 
  2. Product and service — What you’re selling. Tip: Focus on “how to sell it” versus a full rundown of product history, speeds, and feeds. This harkens back to best practice #1 and maintaining training relevancy. If your product people are teaching this, chances are your reps don’t need half of it and are using this time to snooze.
  3. Sales — Even if you hire for experience, reps need to be taught how to sell your services to your customers in your industry over the phone.  Haven’t met a new hire yet who doesn’t.
  4. Process — Think of how your leads and orders get processed internally and who a rep goes to for the top customer questions. In other words, how do you get stuff done at your company?
  5. Acumen — Sorry folks, they’re not coming out of school with business acumen and certainly not industry and customer acumen. This is a big gap, and filling it will drastically shorten ramp time.  
  6. Manager integration — this is where tip #5 really comes to life, both during and after onboarding. Reps need to see their leaders often, and training needs input and oversight.

6. Utilize Ample Multimedia Resources

No two reps are identical when it comes to learning style. Make sure you’re meeting every new hire where they’re at by using a mix of helpful resources. 

This includes but is not limited to:

Mixing up these methods not only appeals to reps with different learning styles but also helps keep training exciting and fresh. Who wants to sit and listen to someone else make calls all day and slap a “training” label on it? 

7. Create a Formal, but Flexible Rep Training Program

If you’re not putting all new hires through the same rep onboarding process, how can you ever tell if what you’re doing is working?

As we said: Different reps have different learning styles, so it is important to remain flexible to an extent. Just make sure you have some core pillars of onboarding training in place so all new hires are experiencing the same process.

This helps you measure KPIs and tweak your processes if weak spots surface.

8. Set Realistic, Data-Based Expectations for Your New Reps

How many times have your managers set sky-high call quotas for new reps? How many times have they failed to reach it? But, most importantly, how many times has this been documented?

The only thing more frustrating (for both rep and manager) than someone consistently underperforming on quotas, is for there to be nothing in place to fix it moving forward.

Make sure when you’re setting expectations and KPIs for new hire reps that they are based on data. Once you have a fleshed-out onboarding process, it will be easier than ever to keep track of this information.

Find a Tool That Works for Your Onboarding Needs

What if we told you there’s a tool that complements in-person sales training, allows managers to monitor new hire learning during onboarding, and offers a wide variety of inside sales resources?

It’s not magic — it’s The Sales Bar. Fill out the form below to learn more.

Want more information on our sales rep onboarding programs?

Contact us today to request information on our customizable virtual sales training programs
available for reps (and managers).


get stalled deals moving

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How to Stop Prospect Ghosting and Move Stalled Deals

In today’s world, it’s (unfortunately) become the norm for deals to stall out—even when everything felt great on the call. 

You’re not imagining it, prospect ghosting has increased and sales cycles are longer (it’s brutal). But that doesn’t mean you’re helpless. By making some tweaks and improvements to your approach and outreach, you can get deals moving again. 

READ: Top Sales Closing Techniques

Whether it’s ensuring you’ve locked in next steps, gotten a commitment from your prospect, or revived stalled conversations, these tactics will help you avoid deals slipping through your fingers.

1. Close Every Call

If you’re not securing the next step before you hang up, you’re missing out. Deals don’t move themselves, you have to drive them forward. That’s why it’s crucial to close every call. The best way to do this is by using the 4 Cs of closing:

  • Check-in: Ask your prospect, “Did we hit all your top questions today?” This ensures they feel heard and reassures them that you’re paying attention.
  • Commitment: Make sure everyone knows what’s expected before the next call. Are you sending them more info? Are they bringing pricing from a competitor? Clarify all deliverables to ensure everyone’s prepared. It sounds like, “Will you send over the pricing you received from the competition next week after your meeting?”
  • Call bridge: Here’s where the magic happens. Lock in the next step on the spot. Don’t settle for a vague promise of a follow-up. Instead, say, “How does Tuesday at 10 AM look for us to review the proposal?” Pull up your calendars and nail it down before you hang up. No next meeting means no progress. Important: Don’t wait to do this 2 minutes before the call ends! Give yourself time to schedule the next call (so they’re not eagerly rushing to their next meeting).
  • Close: Finish strong with a positive sign-off. “Thanks, I’m looking forward to our next call!” Leave the prospect feeling good about keeping the deal in motion.

TIP: Master the 4 Cs of closing by taking our course, “Closing Confidently”

Now, to ensure no prospect ghosting ensues, you need to lock in your next meeting with these three key steps:

  1. Calendar Invite: Don’t leave the meeting up to chance! Get them to pull up their calendar and schedule it right then. If it’s not on their calendar, it doesn’t exist.
  2. Reminder: As soon as you hang up, send a meeting invite with a clear agenda. This helps keep both of you accountable and sets expectations for the next conversation.
  3. Cell Phone: Always, always get their cell number. This is your backup plan in case they go dark. Having a direct line makes all the difference when it comes to securing that next call.

Combine the 4 Cs with these three steps, and you’ll ensure that every call ends with a solid plan and keeps your deals moving forward. No more ghosting, no more stalled deals!

2. Get a Customer Commitment

Don’t let the conversation end without getting a customer commitment. It’s simple: give them a little “homework” before the next call. When you ask a prospect to bring something to the table for your next meeting—like competitive pricing or feedback from their team—you secure mindshare.

Why does this work? People are less likely to ghost you if they’ve agreed to do something for the next step. It turns your prospect into an active participant, making them more invested in the process and, ultimately, the deal. This tactic keeps things moving forward while solidifying your partnership.

Here’s another way to think about it: Imagine your friend invites you to a party and asks you to bring the beer. You agree, but when the day comes, all you want to do is stay home in your sweats and binge Netflix. Then you remember, you promised to bring the beer, and your friend is counting on you. So, you get up, get dressed, and head to the party, knowing they’d be upset if you bailed after committing. That’s how mindshare works. By giving you a responsibility, your friend increased the chances you’d follow through.

Securing even a small commitment can be the difference between a deal that fizzles out and one that’s locked in with purpose and momentum.

TIP: Take our 15-minute online course “Getting Deals Moving” to get more customer commitments

3. Re-engage Prospects

When a deal stalls or a prospect ghosts, it’s easy to assume all is lost. But a stalled deal doesn’t mean a dead deal! To re-engage those quiet prospects, you need to get creative and tune into buying signs and signals. What’s going on under the surface? Are they asking about functionality or delivery times? Are they showing glimmers of interest but not committing? Recognizing these signals helps you approach the next touchpoint strategically.

Buying Signs and Signals

Mix up your communication channels and don’t just stick with email. Reach out through LinkedIn, send a personalized video, or even text (that is, if you’re text buddies). Keep your messaging light but direct. Something like, “Hey, are you buried in work? Let’s reconnect when you’re ready,” shows empathy. Or, if you want to go a bit bolder, say, “Did I drop the ball somewhere?” to draw out what’s really happening.

Urgency also plays a role here. Is there a deadline approaching or a new feature/product that could catch their attention? Mention that to reignite their interest and get them back in the conversation. And when you do get them back on the phone, don’t book them two weeks out. Leave room for urgent follow-ups so you can capitalize on those buying signals.

READ: How to Quickly Transition to Close on Sales Calls

In this tough sales environment, deals won’t close themselves (in fact, only 10% of customers close themselves). You need to be proactive in securing next steps, getting commitments, and re-engaging prospects when things slow down. Whether it’s using the 4 Cs to bridge every call, locking in a prospect’s commitment with small tasks, or mixing up your re-engagement tactics, these strategies will get your deals moving and keep them on track for a win.

The insight in this article was shared in our webinar, “3 Tips to Get Deals Moving NOW (So You Hit Quota!)” 

Watch it here: https://factor8.com/get-deals-moving-workshop/

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