Sales Training + Development

Improve Manager Rep Relationship

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How to Improve the Relationship Between Sales Reps and Managers

With all the economic uncertainty out there, it’s tough to find and keep good reps right now. Data from HubSpot indicates that sales rep turnover is around 35% (even in an economic downturn, attrition is shockingly high).

So how do you keep your star players around? Well, according to our Sales Team Retention Research Project study, the top reason both reps and managers stay with a company is ongoing training and development opportunities to help them succeed in their roles.

In my opinion, the key to a solid rep-manager is: both sides support each other to develop and grow. Here are some tips to put it into action to improve the sales rep-manager relationship. 

What should managers do to retain their reps?

READ: How to Hire and Retain Sales Reps

1. Create coaching opportunities outside the normal flow

A lot of managers wait until the pipeline call or the forecast call to coach. While those meetings add value, they focus on specific outcomes. Where reps often struggle is investing in skills that they can apply to a variety of situations, like negotiation and price anchoring. Spend 30-60 minutes with your reps to work on these skills, and you’ll start seeing more engagement from them. As a general rule, newer or underperforming reps should be coached once per week and tenured or high-performing reps should be coached once per month.

2. Create an explicit growth template

Reps can’t grow if they don’t know what their growth path is supposed to look like. This means you need to actually document the basic competencies and objectives you expect. Then monitor rep improvement on a weekly, monthly, and quarterly basis—not just during an annual 360-review. 

READ: Increase Sales Coaching Frequency

3. Don’t be hypocritical

People have a strong B.S.-meter. They know when you’re faking them out. So if you’re going to expect things from them, you better make sure you’re holding yourself to the same standards.

This doesn’t mean you need to be “macho” or push bravado all the time. You’re going to make mistakes, just like anyone. But set the example of always striving to be better, holding yourself to a high standard, and fixing problems when they arise. 

4. Drive deeper engagement

The more engaged your reps are at work, the more they’ll stick around. So make sure their work stretches them and helps them grow. Provide opportunities for them to push themselves without setting them up to fail. 

When appropriate, let them provide input on the direction and growth of the product and company. They have valuable insights that you can use. Plus, it helps them feel included. 

5. Stay hungry and humble

Even though you’re in a management position, there’s always the opportunity to learn more. Don’t rest on your laurels. Stay hungry, and always look for ways to learn, grow, and improve. 

DOWNLOAD: Tips for Retaining The New Generation of Sales

6. Don’t expect your people to always copy you

Don’t fall for “mini-me” syndrome. Just because you have a great process for selling doesn’t mean it’s the best for everyone. Instead, think about how effective reps are in driving results and meeting quotas, and focus on helping them close gaps and reach those goals faster. There can be an openness in process and style, while at the same time consistency in results. 

7. Seize on little opportunities to build human connections

Managers can do a lot to show reps that they care about them not only as sales machines, but as individuals. And these don’t take a lot of extra time. 

Especially in virtual environments, reps hear from their managers only to discuss forecasts, or when there’s a problem. Find other ways to connect with them as well, even if it’s just to talk about how they’re doing on a personal level. 

What can reps do to build a better relationship with their managers?

1. Be solution-oriented

Don’t come with problems and no solutions. Be a solution-oriented thinker. It helps show the manager that you’re taking ownership of a problem, rather than force them to handle every little thing that comes up. 

2. Be coachable

The opposite of coachability is “I already know everything.” Know what you know, but also know what you don’t know. And be open to learning and growing. It’s really hard for a manager to support a rep who thinks they know everything. 

READ: 10 Tips for Sales Success from a High Performer

3. Don’t blame the leads

We all hear it all the time: If only the leads were better… Strike that phrase from your vocabulary! Stop blaming outside sources for your problems. Find a way to make the most of what you already have. 

4. Get comfortable with ambiguity

Things aren’t always going to be straightforward, especially at different stages of companies. Can you execute when the answer isn’t fully defined? Are you willing to put the answer together yourself? If so, your manager will love you for it. 

5. Always be curious

No one knows everything. There’s always a chance to learn, grow, and evolve. While your manager should be open to your own style, don’t assume that your way works best. Learn from others, and find a way to implement those learnings in your own unique way. 

Final thoughts on the ultimate rep-manager relationship

The key to a good rep-manager relationship is this: support each other, hold each other accountable, and focus on growth. If you do that, you’ll build a solid foundation that makes both parties hesitant to leave the organization. Happy selling!

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sales training buy-in

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How to Get Sales Training Buy-in From Salespeople

If you’ve been in sales training and enablement for a minute, you’ve encountered this challenge: How do you engage those who don’t wish to be there? 

Sometimes the “crusty experts” who resist training are the longest-tenured, sometimes the highest performers, often just a random non-believer or egoist. So how do you handle them? I have three sure-fire solutions that work like a charm when it comes to getting sales training buy-in from your reps: 

1. Let them go. No, really. Nowhere in your job description does it say your job is to sell the Kool-Aid to the non-thirsty. Are you graded on attendance? This approach ends one of two ways:

    1. They’re grateful to leave and the rest of class is happy to see them go.
    2. They realize they’re being unprofessional and backpedal themselves right into your front row. 

DOWNLOAD: Sales Training Vendor Partner Checklist

Here’s what to say (at first break/quiet work opportunity): 

“Ethan, do you have a moment? Pop into the hall/breakout room with me? Hey, I feel like I’m wasting your time. I’ve heard a few comments about my approach and your busy schedule, and I just want to remind you that this is optional. If ongoing training isn’t for you or this doesn’t work for you, I’m the last person who is going to keep you.”

If the backpedaling begins in earnest and you really want them gone, try this:

“Actually, Ethan, what I’m suggesting is no longer a choice. The disruptions are now affecting the whole class and I’d appreciate it if you’d grab your stuff and maybe try next time this is offered. Appreciate it.”

Be careful to stay cool. You don’t need to offer lots of evidence he’s being rude, just let him know you noticed and give him the out.

If you want to keep him, then try something simple like:

“Hey, I get busy. You’re welcome to stay but I need you to really be here and act like a role model to…” There’s some good stuff here and I’d love your input if you can get present and stop the commentary maybe?”

2. Stroke that ego! As soon as you see the attitude, assume they’re a top performer superstar and pull their story and tip for the class. “Jane, what do you think about storytelling during discovery, have you seen it work?” 

Note: For this to work, we want to pick something where Jane will agree AND give her narrow guardrails, OK? Otherwise, you’ve handed Jane the stage to derail you in front of the entire class on nearly any subject she chooses.

DOWNLOAD: How to Partner with Busy Sales Leaders Checklist

What NOT to say:

“Jane, What do you think” 

This invites her to wax on about nearly anything. Good luck getting the spotlight off her and her amazing self.

Try this instead:

“Jane, have you ever tried using the second step of the objections process? I bet you have a great story”

This should give her a headstart in proving your point. Assume she will agree with you, give her a narrow focus, and specific instructions so she knows how long she has the green light. One of two things happens next:

  • “Thanks, LB. Yeah, I’ve totally seen this work…this one time I was a hero…”
  • “Nope, in my experience this happens instead…”

If I get the latter, I get a few details and then interrupt (stop her momentum before it gets worse) and ask the class, “Do you all agree? Raise your hand if there is no second step of this process? What happens instead?” Now quickly organize into a positive direction. You don’t want ten individual stories, you want a vote so you know where to go. Follow up with, “OK, how can we pivot these four steps to work in this situation?”

READ: How to Measure Sales Training ROI

In other words, be ready to pivot and engage their expertise. Maybe Jane is actually right! If she isn’t, the class will shut it down and pop that inflated ego balloon.

The second benefit of this approach is the learning we do by abandoning script/trainers’ notes. Your credibility will soar with your ability to zig-zag your way to a custom solution the class experts endorse.

3. Option three is best or a 1:1 coaching approach vs. classroom. It’s two steps:

  1. Enroll their help
  2. Call them perfect

This approach combines a little of the psychology of options one and two, and almost always lands with the resistant egoist shifting into reverse and backing right into helping you out! Here’s how it works:

Adam: “Do we really need to do this? I’ve got so much to get done.”

You: “No man, we totally don’t! I’m 100% not here to tell you how to get better. You’re the best there is! I was more hoping you could show me what it should sound like in a few of these areas. Talk me through the ultimate demo. How do you kick it off?” 

How to Find the Best Inside Sales Training Company

Let the ego stroking ensue – smile, nod, clarify, maybe even a few ooohs and ahhhs – then go in for the kill:

“Would you be willing to do some coaching on this? I’d love to have some of the new guys hear this. Maybe we can book a session with 2-3 guys and have you do some role plays?”

He’s taken the bait, now it’s time to reel him in!

DOWNLOAD: Maximize Free Sales Training Resources

In front of the group, find an opportunity to call Adam perfect. You’ll have to move out of his way he’ll be shifting so fast. 

Try this:

“Group, this is Adam and he’s one of our top 10% around here. 10%?! Probably 1%! I heard his demo kickoff and asked him to share it with you all. Seriously, ya’l’ need to keep your eye on this guy. Adam, you must literally be the perfect Account Executive.”

Wait for it…

Adam’s reply will sound like, “Oh, gosh no. I’m far from perfect! I’ve just been doing this a while.”

I’m humble and fabulous, and terribly good-looking.

Now you have a chance to ask what he’s working on and his brain will search for and find an answer in front of the group (or 1:1). 

Try something like, “Whatever, humble! No, I really love that even the best are always striving to be better. That’s what makes the greats great right? Tell us about the skills you’re focused on improving right now?” 

Pretty soon he’s a coaching role model, assistant coach, and your best friend.

WATCH: Sales Enablement Secrets: Building A Manager-First Approach To Empower Your Team

Have you found a theme? There are plenty of people who may not believe in sales training and coaching and it’s usually ego-related. They’re feeling under-recognized for their skill and maybe a little insulted someone sent you to teach them anything. As soon as we reverse this and give them some spotlight, recognition, and control, the defensiveness deflates and they shape up. They will also become a big YOU fan and you can count on them to help and sing your praises.

Most of the time. (Then I recommend choice one!) 

Good luck! 

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best sales coaching questions

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The Best Sales Coaching Questions Ever

Learning to be a great sales coach is hard – really hard. It’s the hardest thing we teach new managers who were formally reps. Now, it’s not as hard as climbing Mt. Everest or teaching your grandma how to order presents online, but it’s rough. 

It’s the #1 skill that most new managers struggle with. If you’re a naturally phenomenal coach, congrats (seriously!), but the rest of us are struggling. Why? We don’t often know what defines great sales coaching. So let’s break it down…

The Difference Between Presenting vs. Facilitation vs. Coaching

The lines are often blurred between presenting, training, and sales coaching, especially when we don’t have staff and resources dedicated to each. Why does it matter?

Well, does this sound familiar?

“I’VE TOLD THEM 100 TIMES!!”

We’ve heard it from managers and VPs (and parents 😉 ). It’s rough, folks. If people aren’t retaining what you’re telling them to do, they obviously aren’t going to do it. So we have to back up a few steps and make sure it gets in their brain and sticks.

What is presenting?

We define presenting as…Introducing new information through speech often using slides/visual aids.

Watching a webinar? You’re listening to someone presenting. Sitting in a lecture hall in college? That’s presenting.

Now the downside to presenting is something called The Forgetting Curve. If you’re in sales enablement or training, you’ve likely heard of it. It shows us that by the end of the day, reps have lost 50% of what you taught them. In a week, they’ve lost 90%. So it’s pretty obvious why they aren’t doing what you told them to do – they can’t even remember it!

There are two ways you can beat The Forgetting Curve.

  1. By utilizing great facilitation or training. The better (and more interactive) the training, the more likely the skills will stick. The more often reps actually do something, the more likely they’ll remember it and the more likely you’ll get results. 
  2. Through coaching. All you have to do is tell people what to do and then 1:1, 4x throughout the week, go and coach them on the same skill. You’ve got time to do that, right? 😐 Nope! That’s why good facilitation is the better option.
The Forgetting Curve
What is facilitation?

Folks the name of the game to get people to do what you need them to do, to get results, to get commission checks is: RECALL. They can’t do it if they can’t remember it.

In order to obtain recall, you need to have good facilitation or training. Unfortunately, most facilitation is broken. You can’t just tell someone to do something and expect them to do it perfectly, they need to practice.

Grab a sheet of paper and draw a picture of the Statue of Liberty based on memory. Assuming your side hustle isn’t as an artist, it’s probably going to look like something a child drew. Why? Well, when was the last time you drew something? Drawing is something we did a lot as a kid until other things became more exciting or interesting. We quit practicing, and when we quit practicing, our skills freeze. 

For many of us, teaching is also a skill frozen in time. We think of teaching and we see ourselves sitting in a lecture hall with someone talking at us, telling us what to do. And we know that’s not how people learn.

That’s why we’ve got to redefine teaching and facilitate instead. 

We define facilitation using the acronym CUP. It stands for…

  • C = Connect. If you want people to remember things, apply them, and do what you tell them to do, you have to help them connect with the information (it’s called Adult Learning Theory). It basically says that adults have filing cabinets in their heads. If you tell a kid something new, they’ll accept it as fact. Adults won’t even log it until you help them find the file folder. That means you’re helping them connect with it.
  • U = Use. Great training takes longer because we’re facilitating them actually getting their hands on it. I’ve watched people do systems training where their team is just sitting and watching. Totally hands-off, and totally a waste of time. If we want people to understand, we have to get them to use it.
  • P = Practice. We absolutely, positively have to practice. End of story.

By using the CUP method for facilitation, that’s how we beat The Forgetting Curve. Expect 70-80% recall. Get some buy-in along the way, a little practice and roleplay, synthesis with what they do on the job, and you’re looking at 80-90% recall. Plus, you’ll create new habits.

What is sales coaching?

Everyone does it a little differently, but a lot of people confuse sales coaching with leading, but with a few questions sprinkled in. 

We define sales coaching as… Ongoing development method used by leaders using questions to inspire and deliver personal feedback on skills.

Pay attention to the bolded words. If you’re just giving people advice or there are 25 people in the room, that’s not coaching. When you’ve got a team of reps in the room, what you’re really doing is presenting.

ACTION: Go and CUP check your virtual sales training. If you’ve got a lot of videos and little practice, people aren’t doing what you tell them to do. Leaders, if you do a lot of announcing without any coaching, follow-up, or roleplays, they’re not doing what you tell them to do. And when it’s something critical like learning how to sell and be successful in new hire onboarding, you’ve got to do all 3.

READ: Why You Need a Sales Training and Enablement Budget

The Power of Sales Coaching

If behavior change is critical, start with the 1-2-3 punch. Begin with the presentation, then facilitate, and then coach. Now, coaching alone CAN be powerful (but not how you think…)

Great coaches have 1 thing in common: they motivate people. Motivation is the key to everything. It affects recall (information + caring = recall).

READ: Tips for Enablement Leaders to Increase Sales Coaching Focus

Our job as managers and coaches is to ensure our reps leave our coaching sessions feeling like superheroes. That’s why we teach the 5:1 method – share 5 positives and 1 area for improvement. It’s also the #1 mistake new managers make. Why? We hear the laundry list of things that went wrong on a sales call and can’t help but tell them every single one of them. 

The power of sales coaching is in the questions you ask. Said in another way:

“Leaders who ask more, get more.”

That’s why we coach in questions. It’s called “Instinctive Elaboration”. It’s the secret behind the Factor 8 SWIIFT℠ intro where we’re literally hijacking the brain of the prospect to answer our questions even if they didn’t mean to and it’s why it works to get them talking.

It works like this: how old are you?

Did a number pop in your head? Now it’s halfway out of your mouth. 

The brain stops what it’s doing and starts answering questions whether it wants to or not. 

Here’s more proof: how much do you weigh?

I know you didn’t want to share it, but you thought it, didn’t you? 🙂 

DOWNLOAD: 20 Ways to Increase the Sales Coaching Focus at Work

The Best Sales Coaching Questions Ever (and Why!)

We’ve spent years mastering the art of coaching and have compiled the best sales coaching questions ever (and they’re backed by science).

1. “Tell me about a time you had to do something similar?”

This helps them connect. Unfortunately, not all of us have the time or tech to do the CUP theory. We use a lot of video, but do videos actually teach? We don’t think so (read more about that here.)

2. “Why are you so good at this?”

You can ask this to anybody in any coaching session and something happens in the brain called “Confirmation Bias”. If you ask them a ‘why’ question, they’ll look for the reason that it’s true. This instantly boosts motivation. 

3. “What happens when you knock this out of the park?”

This question builds confidence by creating mental imagery, scientifically known as “Functional Equivalence.” You’ve probably heard it with Olympic athletes where they picture themselves doing their gymnastics routine perfectly in their head and it fires the neurons as if they’re doing it. If you can get your reps to picture success, they’re more likely to achieve it.

There’s also something called the “Pygmalion Effect” which says that if your manager believes in you, you’ll believe in yourself more. Read differently:

“Leaders who expect more, get more.”

4. “What are you most proud of on that call?”

If anybody has reps that beat themselves up a little bit, this question is for you. The brain will search for an answer and find it – guaranteed.

5. “What should we do next?”

This is all about active recall; going in and finding the information in the brain. The other question we ask is “what was the customer thinking?” This is out of our head and our noise and puts ourselves into the shoes of the customer which is what we’re trying to do. It shortens ramp time, folks. Ramp time isn’t about me not knowing it, it’s about me not knowing when to use it. And if we can burn the pathways in the brain to recall the information we need at the right time, that’s how we get people to learn and apply skills faster.

6. “What one thing is most important to work on?” 

You can use this in any coaching interaction anywhere and the science behind it is called “Implementation Intention.” Studies show that if you work on one thing and put a plan in place, it’s 2-3x more effective. 

Coaching your team is more than just sharing information with them—it’s about really changing the way they think and act. By incorporating presenting, facilitating, and coaching, you’ll move from just talking at your team to actually sparking real behavior change.

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5 Components of a Great Sales Onboarding Experience

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5 Components of a Great Sales Onboarding Experience

What’s the most important component of a sales rep’s onboarding process? If we measure by time spent, most companies’ inadvertent answer would be company history, product, and systems. In an employee’s first few weeks, that’s where the majority of time is spent.

Outside of company orientation, there are five components of a great sales onboarding experience:

  1. Sales
  2. Acumen
  3. Systems
  4. Process
  5. Product

I’ve put these in priority order, let me tell you why I rank sales first and product last (you probably didn’t see that coming):

Sales 

Sales tactics are the little skills that determine if an employee feels successful in their first 90 days. If you want them to stay, this is critical. Too often young reps quit sales because those first few months are full of calls, voicemails, and rejections. Product training will help them in a few months when they have sales conversations, but we need to focus first on getting them more of these conversations. 

DOWNLOAD: Sales Team Retention Infographic

Focus on skills like how to prospect, how to make an outbound dial, how to write a valuable sales email, how to leave a good voicemail, and how to overcome initial brush-offs. When we focus on these skills with new hires, we see results like 200% more productivity than previous new hire classes (HPE, 2023).

Pro Tip: weave sales training and practice into the curriculum daily. Combine with product training to produce better questions, with acumen information to help identify ICPs and do better discovery. Daily practice builds better recall and confidence!

READ: Quick Sales Voicemail Tips to Build Phone Confidence

Yes! Outsourcing sales training in new hire onboarding can be very successful. License a vendor’s online content for a great virtual experience and then come together in live workshops to tailor messaging and role play. You’ll save time and help reps ramp faster.

Acumen 

This is business, industry, and customer know-how. What do they care about, what are the challenges, what are the trends, and how do I have an intelligent conversation with them? Then, how do these relate to what I’m selling? New reps are afraid of conversations, and helping them get to know their customer and their customer’s business, lingo, questions, and challenges can fix this. 

Use customer testimonials, old call recordings, and lingo bingo to get the voice of the customer. 

Systems

I wish I could put systems last, but just like sales, it takes repetition to get good. Please resist the temptation to teach a system start to finish and start instead with the first 10 things they’ll do on the job. 

Practice system drills DURING sales role plays. It’s not the individual skill that’s hard, it’s using them together. Systems finals should include multi-tasking and be timed.

Systems and sales are ripe for outsourcing by the way. Use your systems provider’s training – just re-organize it from the rep’s point of view. Using outsourced training helps mix it up, cover different learning styles, and infuse your program with expertise. Same with sales – some things need to be customized but don’t rely on professional training facilitators to coach selling tips.

READ: How to Build Sales Confidence During Onboarding

Process

Process is how to GSD (get stuff done). Try organizing this by the top ten questions managers get and customers ask. Teach reps how to use tools to answer their questions instead of giving them the answers. I like a good scavenger hunt for this and it’s easy to do remotely. Reps need to know how to get accounts assigned to them, do research, send info, answer customer questions – do a day-in-the-life study of your last newbies, and your curriculum is written!

Process training can also cross over into acumen practice. Role-play conversations with customers or use recordings with questions and challenge reps to find the answers. 

Product

Finally product. Sure, I overcorrected a hair by putting it last, but there’s such a glut of product training in most programs I wanted to balance it a bit! When we give full-blown product training to new hires, we actually DECREASE their confidence. If you don’t expect a rep to have a conversation about the intricacies of what you provide in the first 2 months, then SKIP THIS. Focus instead on what problems it solves, the customer situations/profiles who love it, and the questions to ask to uncover this situation. Then provide resources just in case to look up answers. Slimming down the product features and functionality helps beef up the “how to sell it” portion. 

Pro Tip: do product training daily just before sales training so you can incorporate the product situation questions into your sales questions and be teaching them how to do discovery right from the start.


We’re talking about unconscious incompetence and it’s important. We can’t have reps making outbound dials feel underprepared and afraid. So lop off half of the training you’re doing in the first month and instead drill the basics. If they don’t know the complexities of what they’re selling in month one it’s a win. We will only retain about 50% of what we’re taught in sales onboarding unless we drill it, practice it, and role-play it, so less info and more practice! Bonus: mix it all up and use it together like they will on the job.

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scale inside sales team

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How to Scale Your Inside Sales Team

In the past decade, inside sales has been out-pacing field sales by a 10-15x ratio. Scalability is a challenge inside sales leaders will continue to face for years to come.

While I normally focus on building your process, today my job is to talk about the people angle. Although, a good half of my people’s suggestions are process suggestions! Allow me to highlight the top 3 common pitfalls we have all faced when trying to scale your inside sales team and a few outside resources that can help.

Pitfall #1: The success of a massive growth number will live or die in a rep’s ramp time.

Ramp time means something different to each company. It could be time to quota, paying for their overhead, or something unique to you. Whatever your ramp goal, you’ll be creating projections to hit a 1.5x, 3x, or even 5x number and you’ll be doing it with a new headcount.

That means your success hinges on the ability of your headcount to:

  • Be hired on time
  • Be trained on time
  • Hit goal on time

Really dig into your new hire training program, and start doing it six months before your first hiring wave. If you haven’t onboarded recently, check out our sales rep onboarding best practices. And if your offices are still remote, brush up on virtually onboarding new sales reps

Pro Tip: Hire a sales-focused training leader NOW. Most new hire training programs need a LOT of work, and the good ones can cut your ramp time by HALF.

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Pitfall #2: We don’t change our hiring process.

Even if you previously onboarded an awesome team that is still with you today, your process likely needs a few tweaks before being pressure-tested during scaling. We usually see breakdowns in two key places:

  • The pool isn’t as deep any longer. We are in a hiring crisis, folks. Many companies stole great talent when they were new on the scene, but now they’re competing for headcount like everyone else. So even if the number of candidates and job postings are similar, you may find the depth of talent more shallow.
  • The hiring and onboarding process wasn’t built for volume and is probably too dependent on your managers (but the slew of new hires on the floor will need them more too!) At launch, these managers had all kinds of time to hire. If you triple your model (then double it for the shallow talent pool), think of how many hours per day they will be in interviews. Ouch!

Pro Tip: Pull hiring out of HR and to a recruiter – even if you need to re-appropriate a sales headcount. You need someone doing passive recruiting on the front end, AND who can handle a phone screen for sales. It’s the only way to free up your managers’ time. Make sure you tie the recruiter’s compensation to the RIGHT hires that align with your goals, instead of fighting a recruiting company’s goal of straight-up bodies. I’ve seen way too many new hire classes filled with “live bodies” by recruiters only to have to rehire a replacement class a month later. Sales leaders make no mistake, the need to retrain or rehire is how your hiring goals will be perceived in a culture of scale.

Also, check your hiring process. It should look like your pipeline, with your managers involved only toward the final stages. Oh, and let them hire their own team, OK? (Managers, you can send your cash directly to the Factor 8 HQ for that tip).

Pitfall #3: Develop your managers, NOW.

I’m watching a friend’s floor triple in size right now. They’re super successful and swimming in leads. They need a headcount to maximize the revenue. What they’re missing is strong leadership, definitions of what ‘good’ looks like, and consistency among the management team. And folks, it’s being held together with duct tape and rainbows right now. These managers are SO (say it like a teenage girl) green. Everyone runs different reports, they all manage a different sales process, there are seven disparate call methodologies, no one can forecast because pipelines are atrocious, teams are mixed and matched constantly (because managers are leaving the chaos!) and no two are managed the same. I’d say they’re all marching to a different beat, but no one remembered to hire the drummer.

Pro Tip: Hire a drummer…as long as that drummer is a series of documented processes (management cadence, performance improvement, sales handoffs, sales process to name a few). Then, TEACH your managers how to execute against them. You and I both know these people were reps five minutes ago. They need training. They need help being better leaders (or you’ll quickly wind up back at #1 hiring even more bodies). Reps join companies and quit bosses, right? New managers are going to FLAIL in a rapid-growth environment, and your reps will be confused, frustrated, and complain about a lack of development (which also happens to be the number one reason reps leave).

So, save yourself some time and a headache by updating your training program, and getting the professionals to help you with hiring, and developing those managers! I promise, the work now will be worth it once your sales floor is full (and stays that way!).

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sales training ROI

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How to Measure Sales Training ROI

Training geeks will tell you there are four traditional ways to measure sales training ROI and the impact it has on an organization. It’s called “The Kirkpatrick Model.” In my experience, this model only includes two measurements that sales leaders actually care about. I’d like to add a few alternate levels to consider.  

Level 1 is Learner Feedback. The smile sheet has more to do with liking the trainer or getting fed than the impact, and the quiz results are more about short-term memory than anyone’s understanding of how to actually apply skills.

Level 2 is Observation. What happens on the job? It’s observed behavior change, and it’s subjective. “Manager, did Bob use his new skills?” Manager: “Um, I haven’t been listening to Bob all day long, boss. I have 14 people and 200 emails to read…” You get the struggle.

Level 3 is Information Retention. New skills should be fresh in their minds and easy to execute the day after training, but what about 2 months later? 6 months? 1 year? Over time, people are known to fall back into bad habits. Truly valuable training provides easy-to-use (and memorable) skills that stick with the learner over time. 

Level 4 is ROI. Calculate sales training ROI by taking the results that went up and dividing by the cost of the sales training. Naturally, there are flaws here, like, “When do we stop measuring?” “What about soft costs of missed revenue?” “What if results fall off?” and “Training wasn’t all we changed that quarter!”

When I advise sales training leaders, I help them solve it all with two little words:

“Contributed to”

Last quarter, new vendor training contributed to a 25% increase in meeting close rates and a 34% increase in show rates. Extrapolated over the period of a year and using our standard meeting to deal close rates, that means an additional 245 meetings and 66 closed deals or $3.1 million in revenue. That’s a 31x return on investment of the $100K training investment. (That’s also expressed 3,100% folks and it’s BIG. It’s also a real case study, BTW).

So, sales training ROI is a big deal. When calculating, the bottom line is nearly always revenue or profit, but there are little wins along the way. Look for bumps in any of the following (and celebrate!):

  • Talk time
  • Conversations over 2:00 minutes
  • Close percentage
  • Show rate
  • Pipeline velocity
  • Average deal size

Combine these as I did over a time period of a year and the numbers get big fast. Even a modest increase in a close percentage or deal size will bring double-digit ROI.

Now for the new stuff. In today’s climate, there are 5 more sales training ROI measurements I advise you to start tracking:

  1. Applicant increase
  2. Tenure
  3. Promotion rate
  4. Employee satisfaction (a KPI to tenure)
  5. Ramp time

Yes, nearly all of these are about helping show the link between the career development you offer the new generation of sellers and how many of them come to work for you and stay.

If you’re offering ongoing development, a training budget, a certification, or a partnership with a premier vendor, ADVERTISE THAT (you’ll attract the new generation of sellers!). Then start tracking the average number of applicants over the previous months, but don’t compare pre-COVID (that’s apples vs. bacteria).

Great development keeps people in companies longer. So count what percentage of promotions are now happening internally and whether your investments are moving the needle of employee satisfaction. 

There’s a direct correlation between employee engagement (and happiness) and their performance. If they’ve been with your company for 6 years and are consistently meeting or exceeding quota, chances are they’re happy in their role and less likely to leave. Have they missed quota a few times now, or are they not as engaged with their customers as they once were? Then it might be time for a 1:1 to see what is going on behind the scenes. 

Finally, my holy grail: ramp time. How long does it take a new hire to get to quota? This critical number not only impacts revenue right where it counts but also determines whether a rep stays or not. Here’s an insider tip:

People who feel successful at work will keep coming back to work.

No, not Earth-shattering, but it might be if you reverse-engineer it. 20 years ago I revamped a new hire sales training program for a computer manufacturer. It was taking reps 9 months to hit their goal. Ouch. (Best practice is 3-6 months and it’s getting longer – we’re now approaching 9 months again) Yes, we took out a bunch of filler courses and implemented my “Just in Time” training approach, but we also did something a little sneaky. We lowered the bar. The VP of Sales and I saw the mass exit happening at six months and we worked together to get reps PAID if they were on track by this point in time. The result? We cut the turnover in half.

Help people win, and they’ll stay and keep winning.

Long story long, employee development has an impact on more than just revenue. There’s a reason training investments are up over 30% as an industry over last year. And if you don’t already have your enablement team running regular reports on these new stats, I suggest you get started or you’ll be late to the party. It may feel like we’re in a war for talent, but I assure you this is only the battle. Use your training investments strategically to attract, keep, and promote your people because this precious resource will become only more scarce.

Want more information on how to measure sales training ROI?

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


logistics companies adapt sales strategies

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How Do Logistics Companies Adapt Sales Strategies Amid Global Challenges?

Logistics companies must strategically evolve their sales approaches when facing unprecedented challenges. As the world experiences geopolitical shifts, economic uncertainties, and digital transformation, logistics companies must adeptly deal with these complexities to sustain and grow their businesses. This demands understanding emerging market trends, integrating cutting-edge technologies into logistics strategies, and proactively responding to changing consumer behaviors.

In this context, let’s discuss a few examples of how logistics companies adapt sales strategies amid global challenges and recalibrate their methods to effectively meet the demands of the modern market.

READ: 6 Logistics Sales Tips to Master Phone Selling

Key Takeaways

  • Logistics companies face unprecedented geopolitical shifts, economic uncertainties, and digital transformations. To thrive, they must understand emerging market trends, integrate cutting-edge technologies, and respond proactively to changing consumer behaviors.
  • Volatile markets demand adaptive strategies and resilient decision-making. Logistics companies must navigate economic uncertainties by staying agile, making strategic decisions, and optimizing operations to thrive in unpredictable landscapes.
  • Economic uncertainties directly impact consumer spending, influencing logistics demand. Companies must remain flexible, efficiently manage supply chains, and be prepared to handle fluctuations in workload, ensuring resilience in uncertain economic times.

Understanding Global Challenges

Dealing with complicated global challenges requires a comprehensive understanding of the complex factors shaping our world. From geopolitical tensions and economic fluctuations to environmental concerns, let’s look into the various global challenges, offering insights into their origins, impacts, and potential avenues for effective resolution.

Economic Uncertainties

Businesses struggle with volatile markets and changing paradigms amid economic uncertainties. Navigating these challenges demands adaptive strategies and resilient decision-making to thrive in an unpredictable landscape.

Impact On Consumer Spending And Demand For The Logistics Industry

Economic uncertainties affect people’s spending, impacting the whole inbound logistics industry. When people are unsure about the economy, they spend less. This makes logistics companies rethink their plans to save money and work better. The demand for moving goods around also goes up and down.

So, these companies must be flexible and smart in managing their supply chains. They have to find ways to be efficient while being ready to handle more or less work quickly. This helps them stay strong and responsive, even in an uncertain economy.

Currency Fluctuations And Their Effects On Pricing

Currency fluctuations play a pivotal role in shaping pricing dynamics. When a country’s currency value shifts, it impacts the cost of imported goods and production inputs. For businesses dealing with international trade, these changes can lead to unpredictable costs, affecting pricing strategies. A weaker currency can make exports more competitive but might squeeze profit margins.

Adaptable pricing mechanisms become crucial for businesses to absorb currency-related shocks, ensuring competitiveness and financial stability in the face of ever-changing exchange rates. Balancing these factors is vital for sustained market presence.

WATCH: 10 Virtual Sales Tips Guaranteed To Add Faster Revenue [FreightWaves]

Supply Chain Disruptions

Supply chain disruptions, unforeseen and impactful, pose significant challenges to businesses worldwide. Whether triggered by natural disasters, global events, or logistical hurdles, these disruptions can ripple through industries, affecting production, inventory, supply chain visibility, and customer satisfaction.

Impacts Of Geopolitical Tensions On Supply Chain Management

Geopolitical tensions, like conflicts between countries, can affect how things are moved and made globally. Tariffs and trade issues can make getting the stuff needed for business harder, leading to more costs, delays, and shortages.

To handle this, companies should use different suppliers, be flexible in moving things, and monitor political situations. Planning for these risks is crucial to keeping supply chain actions running smoothly. Understanding what’s happening between countries helps businesses be ready and resilient in the face of these challenges in their supply chains.

Natural Disasters And Their Influence On Logistics Operations

Unfortunately, natural disasters, such as earthquakes or floods, disrupt supply chains. They hinder the transportation of trucks and deteriorate roadways, making it difficult to deliver goods on schedule. Companies must quickly find new ways to send stuff, deal with insufficient products, and keep their workers safe.

After the disaster, they might need to help deliver things to needy people. Being ready for these problems by checking risks, using different suppliers, and having backup plans. With more and more bad weather happening, companies always need to stay ahead and be ready to adjust their plans to keep things working okay.

Technological Advancements

In the era of rapid innovation, technological advancements are transforming how we live and work. From the breakthroughs in artificial intelligence to the seamless integration of smart devices, let’s explore the dynamic landscape of technological progress and its profound impact on shaping our present and future.

Digital Technologies In The Logistics Industry

Digital technologies are changing how the logistics system works. Things like computers, data analysis, and smart devices make moving goods faster and cheaper. Tools track shipments, improving routes and reducing delays. Using the Internet to share information helps everyone work together.

Smart machines predict what will happen, making it easier to plan. Connecting online shopping with shipping makes delivering orders faster. These tech changes improve the logistics process, help the industry stay flexible, and grow in our modern and tech-driven world.

The Rise of E-Commerce And Its Implication For Logistics Sales

The rise in e-commerce is changing how things are bought and sold, significantly affecting logistics sales. The increasing popularity of online shopping has led to a greater need for dependable and effective logistics services. Logistics companies must adapt by integrating advanced technologies and logistics functions, optimizing last-mile delivery, and bolstering warehouse capabilities.

The growth of online businesses demands a customer-centric logistics strategy that prioritizes openness and adaptability. Meeting the changing demands of online platforms, maintaining a smooth supply chain, and taking advantage of the growing opportunities given by the digital marketplace are now critical components of successful logistics sales.

DOWNLOAD: Top Virtual Sales Challenges [INFOGRAPHIC]

Adapting A Sales Strategy

In a dynamic landscape, businesses must flexibly respond to shifting consumer behaviors, emerging technologies, industry events, and market trends, ensuring resilience and sustained success in a rapidly changing environment.

Embracing Digital Transformation

In the era of rapid technological evolution, embracing digital transformation is key to staying relevant and competitive.

Leveraging Technology For Efficient Sales Process

Using technology effectively is essential for a successful sales process. Customer relationship management (CRM) systems streamline communication, track interactions, and optimize lead management.

Automation tools facilitate personalized communication and nurture leads at scale. Advanced analytics provide insights into customer preferences, aiding targeted selling strategies. E-commerce integration enables seamless transactions, while AI-driven chatbots enhance customer support. Mobile platforms empower sales teams to operate flexibly.

By leveraging these technologies, companies increase productivity, decrease expenses, and develop a customer-centric approach and responsive sales ecosystem, giving them a competitive advantage in today’s tech-driven market.

Implementing E-Commerce Platforms and Online Sales Channels

Integrating e-commerce websites, online platforms, and online sales channels is transformative for businesses. Establishing a robust online presence facilitates global reach and 24/7 accessibility. E-commerce platforms streamline transactions, ensuring a seamless and secure customer shopping experience.

Utilizing online sales channels, such as social media and marketplaces, expands visibility and diversifies revenue streams. Responsive websites and mobile optimization enhance end-user experience. Leveraging predictive analytics also provides valuable insights into customer behavior, aiding targeted marketing.

Businesses can increase market reach and adjust to changing consumer preferences by utilizing various digital distribution channels, which promotes growth and competitiveness in the ever-changing world of online commerce.

Diversification Of Services

Embracing diversification in services is a strategic move for businesses navigating today’s dynamic markets. Know the importance of expanding offerings to meet diverse consumer needs, fostering adaptability, mitigating risks, and ensuring sustained growth in an ever-evolving business landscape.

Expanding Service Levels To Meet Changing Market Demands

Businesses need to adapt their services as market demands change to stay competitive in the industry. It means offering what customers order, whether personalized experiences or quick customer support. By being flexible and paying attention to people’s needs, companies can keep customers happy and grab new opportunities in the evolving market.

Specialized Solutions For Niche Markets and Industries

Creating specialized solutions for niche markets means customizing products or services to meet specific needs in particular industries or customer groups. This approach helps businesses stand out by addressing unique challenges and opportunities.

It allows companies to build expertise and establish a competitive edge in markets with specific demands. Providing tailored solutions is an effective way for businesses to differentiate themselves and succeed in industries where one-size-fits-all offerings may not suffice, fostering long-term success and customer satisfaction within these specialized markets.

Agility and Flexibility

Agility and flexibility are essential for success in the dynamic business world. Understanding how businesses navigate change, seize opportunities, and respond promptly to evolving demands positions themselves for resilience and sustained growth in dynamic environments.

Creating Flexible Sales Structures To Respond To Dynamic Market Conditions

Creating flexible sales structures involves strategic design to respond swiftly to dynamic market conditions. Start by understanding evolving consumer needs and monitoring market trends. Develop an adaptable framework that allows quick adjustments to pricing offerings and sales strategies. Embrace technology for real-time data analysis to inform decision-making. Foster a culture of agility within the sales team, encouraging proactive responses to changing market dynamics.

Regularly assess and refine the sales structure based on performance metrics and customer feedback. This approach ensures that businesses remain responsive, capitalize on emerging opportunities, and effectively navigate the complexities of a dynamic market environment.

Building Adaptive Pricing Models

Building adaptive pricing models requires a strategic approach. Analyze market dynamics, considering demand, competition, and economic trends. Implement data-driven insights to identify optimal pricing points and incorporate flexibility to adjust in real time.

Embrace dynamic pricing algorithms that respond to changes, ensuring competitiveness. Tailor pricing structures to diverse customer segments, balancing value proposition and affordability. Regularly assess and refine models based on performance and market shifts.

Incorporate customer feedback to enhance pricing strategies. Businesses can cope with changing market environments, maximize income, and remain flexible in reacting to changing customer behavior and market situations by continuously adapting corporate strategy.

Customer Relationship Management (CRM)

Customer Relationship Management (CRM) is a pivotal strategy in modern business. From tracking interactions to enhancing personalized experiences, CRM is vital in fostering customer loyalty and driving sustainable business growth.

Utilizing CRM Systems To Enhance Customer Interactions

Leveraging CRM systems is critical to enhancing customer interactions. Begin by centralizing customer data to gain a comprehensive view. Use this information to personalize interactions, addressing individual needs and preferences. Implement automation for timely follow-ups, ensuring consistent engagement. Analyze customer behavior data to anticipate needs and tailor offerings.

Share customer insights within the CRM platform to encourage collaboration across teams. Update and maintain data accuracy regularly for effective decision-making. By utilizing CRM systems adeptly, businesses can build stronger relationships, improve communication, and create a customer-centric approach that fosters loyalty and satisfaction in today’s competitive market landscape.

Personalizing Sales Approaches Based On Customer Needs

Personalizing sales approaches involves understanding and responding to individual customer needs. Start by collecting and analyzing customer data to gain insights into preferences and behaviors. Tailor communication and product recommendations accordingly.

Utilize CRM systems for a centralized view of customer interactions, ensuring a seamless channel for customer experience throughout. Implement targeted marketing strategies that address specific needs and concerns. Foster open communication, encouraging feedback for continuous improvement. Regularly assess and adjust sales techniques based on customer responses.

Collaborative Approaches

Collaborative approaches stand as a cornerstone in today’s interconnected business landscape. From cross-functional teamwork to strategic partnerships, this approach cultivates innovation, accelerates problem-solving, and ensures collective success in navigating the complexities of modern industries.

Collaborating With Other Logistics Companies For Network Expansion

Collaborating with other logistics companies for network expansion requires strategic partnerships and shared goals. Begin by identifying compatible partners with complementary strengths. Establish transparent communication channels and define mutual objectives.

Implement technology solutions for seamless information exchange and coordination. Develop standardized processes to enhance interoperability. Foster a culture of collaboration among teams through joint training and knowledge sharing.

Review the partnership’s performance and adapt strategies as needed. By working together, logistics companies can create a robust network, optimize resources, enhance service capabilities, and capitalize on collective strengths to navigate the challenges and opportunities of the ever-evolving logistics industry.

Strategic Partnerships With Technology Providers For Innovation

Forming strategic partnerships with technology providers for innovation involves careful planning. Identify providers whose solutions align with your business goals. Establish clear communication channels and shared objectives. Collaborate on research and development to create innovative solutions.

Leverage their technological expertise to enhance your products or services. Foster a symbiotic relationship that benefits both parties. Regularly evaluate and adapt the partnership to evolving needs. Embrace a culture of continuous learning and collaboration. Through these strategic alliances and strong relationships, businesses can stay at the forefront of innovation, drive competitiveness, and capitalize on emerging technologies to meet the dynamic demands of the market.

Incorporating Sustainability In Sales Strategies

Integrating sustainability into sales strategies requires a holistic approach. Begin by aligning products or services with eco-friendly practices. Communicate transparently about sustainable initiatives to build customer trust. Implement green supply chain practices and choose eco-friendly packaging. Educate sales teams to articulate the environmental benefits of offerings.

Establish partnerships with sustainable suppliers. Integrate sustainable practices into marketing materials and campaigns. Leverage certifications to validate sustainability claims. Regularly assess and improve sustainability efforts. By incorporating eco-conscious elements into sales strategies, businesses appeal to environmentally-conscious consumers and contribute to a more sustainable and responsible marketplace.

Addressing Environmental Concerns To Attract Socially Responsible Clients

Addressing environmental concerns to attract socially responsible clients involves strategic initiatives. Start by transparently communicating eco-friendly practices in products and operations. Obtain and showcase relevant certifications.

Integrate sustainable practices into marketing materials. Support environmental causes and share these efforts with the community. Collaborate with eco-friendly partners and suppliers. Implement green packaging and supply chain solutions.

Educate clients on the positive environmental impact of their choices. Continually assess and improve sustainability efforts. By actively addressing environmental concerns, businesses can attract socially responsible clients and contribute to a more sustainable and conscientious business ecosystem.

WATCH: Sales Enablement Secrets: Actionable Sales Training Tips, Trends, And Advice

Talent Development and Sales Training

Talent development and sales training are critical pillars of organizational growth. From honing individual capabilities to fostering a culture of continuous learning, talent development, and training are key elements in achieving sustained success in dynamic industries.

READ: Why Event-Based Sales Training Falls Short

Training Sales Professionals On New Technologies And Trends

Training sales professionals on new technologies and trends involves a strategic approach. Begin by assessing skill gaps and identifying relevant technologies. Implement interactive and hands-on training sessions. Provide access to online resources and simulations.

Foster a culture of continuous learning through workshops and seminars. Encourage collaboration and knowledge-sharing among sales teams. Stay updated on emerging trends to adapt training content. Leverage e-learning platforms for flexibility.

Offer incentives and recognition for skill development. Regularly evaluate training effectiveness and refine programs as needed. By keeping sales teams abreast of technological advancements, businesses ensure adaptability and competitiveness in a rapidly evolving market.

READ: How to Measure Sales Training ROI

Developing A Customer-Centric Mindset Within The Sales Force

Developing a customer-centric mindset within the sales force requires a cultural shift. Start by emphasizing the importance of customer satisfaction in training programs. Encourage active listening and empathy during customer interactions.

Foster a collaborative approach, aligning sales goals with customer needs. Provide tools and resources that prioritize customer insights. Recognize and reward customer-centric behavior. Implement feedback loops to improve customer engagement continuously.

Integrate customer feedback into sales strategies. Cultivate a company-wide commitment to customer satisfaction. Using customer expectations and a customer-centric mindset, sales teams can build stronger relationships, enhance loyalty, and contribute to sustained business success in today’s customer-focused market.

Understanding And Adapting To Diverse Global Markets

Understanding and adapting to diverse global markets is crucial for business success. Conduct comprehensive market research to grasp cultural nuances, preferences, and economic trends.

Tailor marketing strategies to resonate with local audiences, considering language, customs, and values. Establish partnerships with local experts to navigate regulatory landscapes. Utilize technology for effective communication and market outreach.

Be agile in adapting products or services to meet specific market needs. Embrace diversity within the organization to foster cultural intelligence. Continuously monitor and respond to evolving market dynamics. Businesses can build resilience and thrive in a globally interconnected world by navigating the intricacies of diverse global markets.

Incorporating Cultural Intelligence In Sales Approaches

Incorporating cultural intelligence in sales approaches is pivotal. Start by fostering cultural awareness through training programs. Encourage active listening to understand diverse customer perspectives. Adapt communication styles and content to resonate with different cultures.

Employ sales teams that represent diverse backgrounds for a nuanced approach—leverage technology for language translation and cross-cultural communication. Respect cultural norms and etiquette in business interactions.

Collaborate with local experts for market insights. Continuously educate sales professionals on global trends and cultural shifts. By embracing cultural intelligence, businesses can build trust, establish meaningful connections, and tailor sales strategies that resonate authentically with diverse audiences in a globalized market.

Final Thoughts

In conclusion, logistics companies must adapt sales strategies amid global challenges for sustained success. Navigating geopolitical shifts, economic uncertainties, and digital transformation demands a proactive and flexible approach.

Logistics firms can thrive in the face of complexity by embracing innovative sales methodologies, integrating cutting-edge technologies, and staying attuned to emerging market trends. Their ability to recalibrate strategies, foster agility in supply chain management, and address changing consumer behaviors positions them for resilience.

In this dynamic landscape, the evolution of sales email marketing strategies becomes a necessity and a strategic imperative for supply chain process logistics companies to thrive amidst global challenges.

About the Author:

Diana Zheng

Diana leads the growth marketing initiatives at Stallion Express. As a personal trainer turned digital marketer, Diana is obsessed with equipping eCommerce entrepreneurs with everything they need to scale their online businesses. You can catch her doing yoga or hitting the tennis courts in her spare time.

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Sales Training: How to Get Buy-in From Your Salespeople

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Sales Training: How to Get Buy-in From Your Salespeople

Are you having a hard time getting salespeople bought into sales training and ongoing learning? Struggling to get their attention? Unable to get them to try and apply new skills?

It all comes down to behavior change. Getting people to try new things and change their behavior is one of the toughest things out there.

READ: What Makes Good Inside Sales Training?

That’s why I use a model called BLISS.

If you’re having trouble getting adoption, include each of the steps below represented in your training program.

B – Buy-in – If you want a salesperson’s time – their most valuable resource – you better show them upfront why it’s well worth their time. Show them ROI and results, or prove that they may need some help here. Basically, prove they’re in trouble without using the skill OR prove the benefit of using the skill.

L –  Learning – As training experts, I don’t need to tell you what good facilitation is. I use the CUP model. C stands for “Connect”, U for “Use” and P for “Practice.” If it’s a video, it’s not learning (more on that topic here).

I – Integration – We have to be able to use skills at the same time when we’re in sales. I can’t just have a folder of product training, skills training, and systems training and not integrate them. So, if you want people to use your new skill, show them HOW and WHEN it’s being applied. Help train the triggers of when to grab this folder and practice it integrated with other skills.

S – Synthesis – Make sure you’re practicing with other skills. If this is something that’s just in theory and sort of left on a shelf, it’s going stay on that shelf. Bring it into the real world. At Factor 8, we always make live calls practicing new skills during training. We’ve learned it, we’ve role-played it, we’ve talked about it, now we’re going to go do it and get some feedback on it.

S – Support – Getting busy revenue leaders to support training initiatives is rough. We’ve got to do buy-in for them as well. My tip here is make it FAST and EASY for frontline managers to support these new skills. Bring them into the training but give them tools to use. We have a manager toolkit for every class we teach with easy-to-use activities in huddles, classes, or training sessions to keep skills alive. Things like call coaching forms or call coaching cheat sheets to help them support the newly learned skills. 

Follow the steps in BLISS and you’ll blissfully ensure that salespeople will embrace and apply new skills. Need help? Email me at LB@factor8.com.

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invest in sales training

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10 Signs Your Sales Team Needs Sales Training

Your budget is limited. Your needs are not. So when do you know it’s time to invest in sales training for your team?

READ: New Funded Sales Training Program

Here are some easy benchmarks and warning signs to help determine if your sales team needs sales training:

1. Your New Hire Training Doesn’t Include Sales Training. I know, you hired for sales talent. You shouldn’t need to train them. If I had a nickel every time I heard that… Trust me, they need training. Why? Their old company did it differently, the sales motion was slightly different, they love a different methodology, and maybe they were loyal sellers but not great ones. I’ve had 15-year sales veterans in my virtual sales skills classes and often their learning curve is the steepest. (Head here for more info on what good virtual sales training looks like)

virtual sales challenges


2. The Last 4 Classes Were Product Related. If you’re thinking: “I do training all the time!”, I invite you to check the content. Reps are used to getting product/service updates and company updates, but not skill refreshes. Sales skills should be taught in onboarding AND at least once a quarter ongoing.

Think of sales calls as “game day.” How often did you practice before then?

3. There’s Been a Strategy Change. About half of our clients come to us because it’s been a struggle to change behaviors now that ______ has changed. Sometimes it’s a go-to-market strategy, client coverage, or an addition of a product or service line. You get it. What seemed simple in the boardroom can prove crazy-making when trying to align 50 junior reps and their managers. Just remember, telling them in the meeting only opens the door. Most employees don’t have the capacity nor the inclination to then translate how this will change their approach, their conversations, their goals, etc. Tell, TRAIN, then coach.

4. You Just Listened to Sales Calls and Your Ears Are Bleeding. If you’ve recently implemented a conversational intelligence tool like Gong, Chorus, or ExecVision, you probably thought it would be fun to listen to the customer’s voice. By the ninth call recording, I’m willing to bet you summoned your team leads and training liaison and had a serious talk about rep skills. Enter professional sales skills training.

5. You’re Losing Gen Z or Millennials. If the last 3 exits or thanks-no-thanks job rejections were Gen Z or Millennials, check your training package. A recent article cited “opportunities for development and advancement” as the number one requirement for these job seekers. New hire product and systems training won’t cut it if you want to attract and keep today’s talent.

Are you considering alternate hiring pools and need to teach former teachers, retail workers, vets or tradespeople how to sell?

Assign this task to the professionals, your HR trainer is probably not equipped for that heavy overhaul. Alternatively, congratulations on your brilliant strategy. Great training programs will open multiple hiring pools to you that won’t be open to your competition, and I love finding behavioral traits in an existing hire rather than teaching the skills to someone new!

6. It’s Playbook Time! If you’ve grown to the point where it’s time to capture best practices and “how a bill becomes a law” at your shop, I’m guessing you have more than 10 reps but under 50 and you’ve been selling between 1 and 3 years. It’s time to document! Before you do, grab some new best practices from a professional sales trainer. The perfect time is after draft one and before it’s finalized. Invariably, clients who just finished their playbook have gone back to update it with our skills and strategies. If you’re not sure which to do first, I do recommend starting the playbook so that what’s already created can be standardized and uniformly improved with training.

7. Flat Growth. If you’ve used the same conversion ratios the last 2-3 times you’ve done headcount projections, it’s time for some training. In other words, rep staffing isn’t always a quantity equation, you should bank on quality improvements as well. Not sure? Ask yourself how many heads you could save in your budget with a 15% improvement in your top-line conversion metric (whatever that may be). We regularly clock 30-70% improvements allowing sales leaders to lower sales headcount! Shift that spending to your “want” list instead!

Now let’s check in on manager training. Most companies invest in new hire training, then ongoing rep training, and maybe finally manager development. Makes sense, there’s only one for every ten or twenty reps, right? Unfortunately, most reps we promote to manager fail in the first 24 months (50-70% according to the Corporate Executive Board), and they can take down great customers AND reps with them. Here are three signs to check:

8. Your Turnover Is Over 65% or Increasing. If you don’t have annualized employee turnover/exit rates on your dashboard, get them – and by manager. Your star sales managers are keeping their teams and promoting reps rather than suffering high attrition. This is a red flag that you have a struggling manager – perhaps one who hasn’t been taught how to lead people yet.

9. Low Employee Engagement Scores. Consider this a leading indicator KPI of attrition. It is NOT a buyer’s market anymore and if you have a great rep they are actively being recruited out. New generations demand ongoing development opportunities, so be sure you have a line item in your budget every single year. If not, you simply won’t be able to compete for talent.

10. You’ll Be Scaling in the Next 18 Months. If you’ve proven your concept (product fit and funding or even the voracity of digital sales vs. field selling), you’ll be planning to add headcount. When doubling (or more) in size, the critical path is your management team. Sales management training helps provide a consistent rep experience (teams will juggle), a consistent sales process, a consistent definition of what is a good call, consistent performance evaluation, and consistent hiring. I think you’re getting the keyword here. Consistency will allow for a smooth scale. Without it, you’re trying to replicate the Wild Wild West and you’ll experience a spike in rep (and manager) attrition 3-9 months after your hiring waves.

Bonus: Before you scale is also the right time to upgrade your onboarding experience. You’ll need a standard curriculum, testing, wave-based hiring, sandbox systems, and a professional sales curriculum. Do this before tripling the team’s volume in class!

If you’ve found a few signs that your team needs sales training, I hope you’ll reach out and have a conversation. We’re happy to help you decide what skills would help most even if you don’t ultimately outsource to us.

Ready to invest in sales training?

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


Sales Confidence: How to Build it During Onboarding

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How to Build Sales Confidence During Onboarding

I’ve heard from many sales leaders lately that it’s tough getting the next generation of sellers to pick up the phone.

We all know that no one wants to make cold calls, but the endless email and InMail touches and cadences that your reps are using aren’t working.

And, with the new Gmail and Yahoo email restrictions that kicked in this year, it’s more important than ever to go back to basics and get new sellers to pick up the phone.

At Factor 8, we’re focused on teaching reps tactical phone sales skills to help them build sales confidence (so they’ll pick up the phone AND feel great about it!)

Today, I’m talking about new sales hire onboarding.

When you’re bringing on someone new – especially when they’re remote – one of the most important things you can do in new hire onboarding is use call recordings.

READ: Tips for Virtually Onboarding New Sales Reps

The game has changed over the past few years. When sellers are remote, they can’t just sit next to their peers,  hear what’s happening, and learn the good, bad, and ugly.

If your company doesn’t record calls, or you’re worried about not having a specific rep’s call recordings, toss that – it doesn’t matter. You can learn so much from any call recording.

In fact, at Factor 8 in our Sales Bar, our online sales training platform, we have thousands of user-submitted recorded sales calls from all different industries, organized by skill (i.e. call intro, overcoming objections, call bridging, closing, etc.)

READ: 7 Hacks to Improve New Sales Rep Onboarding

During onboarding, break down the call and let reps listen to what it sounds like, even if it’s not a good call, because what we’re scared of is what the customer is going to say to us (and the inability to think on our feet to respond to them intelligently).

When reps hear different scenarios on sales calls 20 or 30 times, they begin to feel comfortable and that fear starts to go away and the confidence rises.

And that’s the name of the game, folks: confidence. You’ve got to have it to succeed in sales, and building it begins at onboarding.

Need help building sales confidence in your sales reps? Email me at LB@factor8.com. I’m happy to help!

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