Sales Training + Development

training for sales managers

, , , , ,

Why You Need Training for Sales Managers

Sales is an ever-evolving landscape, with tools, techniques, and targets shifting regularly. Yet, while we often focus on training our frontline sales reps, there’s a critical group that’s frequently overlooked: sales managers. 

In fact, 60% of new managers fail within the first 24 months in their role. Why? Lack of training and development. Oftentimes, companies will promote reps into management without providing critical leadership skills to prepare them for their new role.

DOWNLOAD: Critical New Manager Skills to Master

Let’s dive into why training for sales managers is paramount and the benefits that come with it.

Why Do We Neglect Sales Manager Training?

Often, organizations operate under the assumption that a stellar sales rep will naturally transition into a stellar sales manager. However, the skills required for each role differ significantly. Managing a team, strategizing, forecasting and coaching demand a unique skill set that isn’t always innate.

The Case for On-the-Job Training for Sales Managers
  • Different Roles, Different Skills: A top-performing sales rep doesn’t automatically make a top-performing sales manager. Management requires understanding team dynamics, effective communication, and the ability to inspire and lead. On-the-job training equips new managers with these essential skills.
  • Rapid Adaptation to Change: The sales environment is dynamic. According to a report by CSO Insights, organizations with a dynamic sales process, which includes regular training, reported a win rate of 49% for forecasted deals, compared to those with a random or informal process. 
  • Consistency in Approach: With proper training, sales managers can ensure consistency in sales strategies, team communication, and performance reviews, leading to a more cohesive and effective sales team.

DOWNLOAD: Leader Activities to Start & Stop Doing

Benefits of Training Sales Managers
Short-Term Benefits 

New call-to-action

Long-Term Benefits 
  • Consistent Growth: A well-trained sales management team can be a game-changer for revenue growth. According to research by the Sales Executive Council, sales teams led by supportive managers are 67% more effective at closing deals than those with managers who exert high levels of pressure. This shows that the right training can significantly influence managerial styles and, by extension, team performance.
  • Increased Profitability: The Harvard Business Review highlighted that companies that invest in training see a 24% higher profit margin than those that spend less on training. While this encompasses all forms of training, the impact of upskilling managers – those responsible for driving and guiding the sales strategy – cannot be underestimated.
  • Stronger Leadership Pipeline: On-the-job training prepares sales managers for higher leadership roles, ensuring a robust succession plan. This is crucial for organizational stability; a study by the Gartner for HR (formerly the Corporate Leadership Council) found that organizations with proper leadership training realized a 32% increase in leadership strength, which is directly tied to financial performance.
  • Cultural Cohesiveness: Trained managers foster a positive, consistent culture, enhancing team collaboration and overall company morale. According to a Gallup study, companies with highly engaged teams report 20% higher sales and 21% higher profitability.

On-the-job training for sales managers isn’t just a “nice-to-have”; it’s a necessity. By investing in our sales leaders, we’re not only boosting current performance but setting the stage for sustained success in the future. It’s high time we prioritize sales manager training for those at the helm, guiding our sales teams to victory.

Are you looking for training for sales managers?

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


scheduling next steps in sales

, , ,

The Importance of Scheduling Next Steps in Sales

I can’t tell you the number of calls that I listen to (or receive) where salespeople do not schedule next steps before ending the call. It’s so basic, so fundamental, yet so often neglected.

READ: Call Bridging 101: Paving the Way for a Follow-up Sales Call

Whether it’s an initial cold call, a discovery session, a product demo, or (I shudder at the thought) a proposal review, the lack of direction is startling.

Below I’ll share the importance of next steps, why reps aren’t doing it, and how managers can ensure their reps are scheduling next steps.

The Importance of Concrete Next Steps in Sales
  1. Efficiency: A streamlined sales process is gold. According to CSO Insights, having a defined sales process can increase win rates by up to 15%. Concrete next steps are a cornerstone of this process.
  2. Commitment: When both parties agree on a specific next step, there’s a subtle commitment. This can increase the chances of a deal moving forward.
  3. Clarity: With clear next steps, there’s no ambiguity. Both the rep and the prospect know what’s coming next.
So, Why Aren’t Reps Doing It?
  1. Fear of Commitment: Some reps fear that setting a concrete next step might deter prospects. They think staying “open-ended” gives prospects breathing room.
  2. Lack of Confidence: A rep unsure of the call’s outcome might hesitate to suggest the next step, fearing rejection.
  3. Overlooking the Basics: Surprisingly, some reps get so engrossed in the conversation that they forget this fundamental step.
How to Ensure Reps Schedule Next Steps
  1. Sales Training: Make next-step training a part of your regular sessions. Emphasize its importance, backed by data. For instance, Hubspot reports that 40-50% of sales go to vendors that respond first. Concrete next steps ensure you’re always a step ahead.
  2. Role Play: Include the process of setting next steps in your role-playing exercises. Make it second nature.
  3. Call Monitoring & Feedback: Use call monitoring tools to track how often reps set concrete next steps. Provide feedback and reinforcement.
  4. Celebrate Wins: When a rep successfully moves a deal forward due to well-defined next steps, celebrate it. Let it be a lesson for the whole team.

READ: Tips for Mastering Call Coaching

The sales dance is a series of well-coordinated steps. Missing one can mean stumbling or even falling flat. As someone who’s been in the sales arena for years, I can’t stress enough the importance of clear next steps. It’s not just about closing the current call; it’s about paving the way for the next one. So, let’s get back to basics, prioritize efficiency, and drive our sales with precision.

Subscribe to our email list to receive new content, webinar invites, and training offers.


event-based-sales-training

, , ,

Why Event-Based Sales Training Falls Short

In the world of sales, the quest for effective training solutions is never-ending. For years, event-based sales training has been the norm, but is it actually effective? 

I’m here to tell you 7 reasons why event-based training won’t cut it, especially for leaders managing large teams.

  1. Lack of Sustained Learning

Concern: Event-based training is like cramming the night before a test. You get a bunch of info all at once, but will you remember it next week? Probably not.

Reality Check: Enablement leaders get that learning isn’t just a one-time thing; it’s an ongoing process. Sales teams require continuous skill development and reinforcement. Event-based training, with its one-off sessions, can’t provide the consistent support needed for long-term success.

  1. Limited Application to Real-World Scenarios

Concern: Event-based sales training can feel like it’s all talk and no action. It’s theory-based and detached from real-world sales situations.

Reality Check: Enablement leaders know that the sales landscape is dynamic and challenging. To thrive, teams need training that is directly applicable to their daily tasks. 

  1. Poor Skill Retention Rates

Concern: Sales reps can struggle to retain the vast amount of information taught in a single training event. (That’s why micro-learning over time is critical to ensuring skills stick!)

Reality Check: Enablement leaders recognize that skill retention is the key to performance improvement. Event-based training can overwhelm participants, leading to lower skill retention. This leads to less effective training that fails to drive tangible results.

  1. No Skill Reinforcement

Concern: Event-based training typically lacks ongoing skill reinforcement.

Reality Check: Just like learning a new language, if you don’t use it, you lose it. Skills deteriorate over time if they’re not regularly practiced and reinforced. Enablement leaders need training that includes coaching, mentoring, and opportunities for reps to apply what they’ve learned to their daily work life – something that’s missing in event-based learning.

  1. High Cost, Limited ROI

Concern: Event-based training can be expensive, and the ROI may not always justify the investment.

Reality Check: Enablement leaders are under pressure to deliver results and prove the value of their initiatives. Event-based training’s high costs and questionable long-term effectiveness can make it a tough sell when trying to show ROI.

  1. Challenging for High Attrition

Concern: High turnover is a common challenge for large sales teams, making it difficult to keep everyone up-to-date through periodic training events.

Reality Check: Enablement leaders understand that training should be agile and accessible. Event-based training struggles to accommodate the rapid onboarding of new hires or the need for ongoing training when turnover rates are high.

  1. Inadaptability to Change

Concern: The sales landscape evolves rapidly, and event-based training can’t keep pace with these changes.

Reality Check: For those at the helm, it’s crucial that our teams are prepped and ready to tackle the ever-shifting industry trends and customer needs. Relying solely on event-based training might not give us the flexibility and swift adaptation we genuinely need.

A More Effective Approach: Continuous, Virtual Training

Event-based sales training has its merits. However, for those leading large teams with a notable churn rate, it might not be the optimal choice. The better route? Ongoing, virtual sales training. It promises consistent, deep learning, techniques that align with real-world challenges, enhanced skill retention, ongoing skill reinforcement, cost efficiency, and the flexibility to adapt to the ever-evolving landscape.

READ: Why You Need a Sales Training and Enablement Budget

Ongoing learning fosters a culture of proactive growth which improves employee retention. This continuous approach ensures that every team member, whether a seasoned sales pro or a new rep, is armed with the most current strategies, insights, and best practices. In a landscape as competitive as sales, staying updated isn’t just recommended—it’s imperative.

Are you looking for virtual sales training?

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


good inside sales rep training

, , ,

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.

New call-to-action

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 training and enablement budget

, , ,

Why You Need a Sales Training and Enablement Budget for 2024

Tons of amazing sales trainers and enablement folks fell victim to RIFs because of this year’s slow economy.

It’s unfortunate, but not surprising, right? We all know that when companies cut spending, training is one of the first things to go.

I’m here to talk to the progressive leaders who are seeing things turn around and planning for next year.

I beg you, please budget – or over budget – to bring your trainers and enablement people back so you can focus on reinvesting in your employees.

READ: How to Budget for Sales Training

Before the economy went south, we were fighting for talent (hello, Great Resignation). 

And what were these people looking for? Hint: Not just a paycheck.

  • They want career growth
  • They want learning opportunities 
  • They want a chance to do good
  • They want a boss they don’t hate
  • And, of course, they want more money 🙂

Then, we cut their learning.

Oh, and then we left them at home on an island with a swamped sales manager drowning in Slacks and emails and without the ability to listen to peers to learn how to do their jobs.

Folks, we have a crisis ahead of us.

DOWNLOAD: Sales Team Retention Survey

That’s why I’m here to offer you the chance to get ahead of the problems that are coming.

  • Plan ahead for 2024 training budgets
  • Bring back your trainers/enablement folks
  • Do more than buy video-based learning (it doesn’t work, trust me)
  • Buy reputable training content (check out The Sales Bar)
  • Train your managers (they’re the key to motivating reps)

Sellers are struggling. Our close rates are going down, our engagement rates are going down, and satisfaction rates are going down, this isn’t a coincidence. We quit training them and put them on an island with busy managers (who can also use some skills).

Do your future self a favor, and get back on track with enabling people to succeed. They need that investment so they can get these wins, be successful in sales faster, hit quota sooner, and stay longer.

Not sure what you should budget for sales training? Email me at LB@factor8.com and I’ll share some stats in the industry that will help you hit goal and be best-in-class. 

Are you looking for sales training?

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


sales training technique

, , ,

Associative Learning: Why It’s the Best Sales Training Technique

Last week, I soapboxed about how videos aren’t training sellers anything (read that post here).

So today, I’ll share a learning strategy that ACTUALLY works if you really want to use a new skill (or want your team to try it)…

“Associative Learning” – wait! Don’t go to sleep!

This theory is why everyone says, “Oh, you’re like Sandler” to me about my training company.

It’s also the reason your college lectures were SO BORING:

Adults learn by relating new knowledge to older knowledge and to experiences.

That’s it. The whole magic.

We’ve got to talk about it. We’ve got to know where to “file it” in our brains.

  • Early call rapport-building is like when you met your freshman roommate
  • Late call bridging to the next call is when you asked her out again before the first date was over
  • Getting a decision-maker on the phone is like getting to first base 😉

Your amazing new software with zero competitors – “OH, so it’s like Ambition had a baby with Gong.” Don’t be offended, at least they’ll remember what you do.

Here’s why it works (for my fellow training nerds):

The “Associative Learning Rule” is the theory behind the phrase “Synapses that fire together, wire together.” It explains that brain cells grow stronger by sending off impulses at the same time, therefore, connecting them and overall growing stronger. When connections grow stronger, learning has taken place.

It’s why your video-based “learning library” is a waste of money. I get it, they’re easy, cheap, repeatable, and scalable – but nearly worthless when it comes to helping your team retain knowledge – let alone use it on the job to pick up the phone and sell something.

Big takeaways:

  1. Don’t think that telling or showing a video will result in behavior change
  2. Create opportunities for your team to talk about what they’re learning and tell their stories
  3. Use your LinkedIn Learning budget to hire a trainer or a training company that can interact, workshop, and actually help sellers apply new skills on the job

(Now, if only I knew a great sales training company… Seriously, if you’re looking for sales training techniques that actually work, contact us here.)

Want to learn more sales training techniques?

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


sales rep onboarding

, , , ,

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).


What is Inside Sales

, ,

What is Inside Sales?

What the heck does it mean when we refer to “inside sales”? 

Inside sales is the practice of selling products or services remotely, and it’s seen HUGE growth in recent years. As technology continues to advance, so does the future of inside sales. This is an exciting time in the industry! Keep on reading for key takeaways on what to expect in the future.

READ: Different Inside Sales Roles Explained

Artificial Intelligence

One of the biggest trends in the future of inside sales is the use of artificial intelligence (AI). AI can be used to analyze data and identify patterns, allowing sales representatives to focus their efforts on the most promising leads. When used correctly, AI can even assist with customer service – freeing up time for sales representatives to focus on closing deals.

Another trend in the future of inside sales is the use of virtual reality (VR) and augmented reality (AR) technology. These technologies can actually give potential customers an immersive experience, allowing them to see how a product or service will look and feel before making a purchase. This is really useful for products that are difficult to visualize, like home renovations or new furniture.  

READ: How to Use ChatGPT to Write Sales Emails

Remote Work

One of the most significant benefits of inside sales is the ability to work remotely. More and more companies have recognized the benefits to remote work after significant changes around the world (especially the pandemic). Remote work allows sales representatives to be located anywhere in the world, which also allows companies to expand their customer base and tap into new markets!

READ: Transition from Field to Inside Sales

Communication & Marketing

In the future, inside sales will also be impacted by advancements in communication technology. With faster internet speeds and more reliable communication channels, sales representatives will be able to communicate with potential customers more easily and efficiently. We can expect faster response times and better customer service, ultimately resulting in increased sales.

Another development is increased use of video and multimedia content. Sales representatives will be able to create videos and other multimedia content to showcase products and services, but also to provide personality and interact with a more human touch.

This human element ties into the idea that companies will need to focus on developing a strong brand identity. They’ll need to create consistent messaging across all channels and build a reputation for quality and reliability. Sales representatives will need to be brand ambassadors, and work to build trust with potential customers.

Companies will also need to focus on data-driven decision making. With access to more data than ever before, sales teams will be able to analyze customer behavior and make informed decisions about their sales strategy. This will require a strong understanding of analytics and data management, as well as a willingness to embrace new technology.

DOWNLOAD: Human-Centered Communication

Building Relationships + Customer Engagement

As the inside sales industry continues to grow, companies will also need to focus on building strong relationships with their customers through a combination of personalized marketing and customer service. Sales representatives will need to develop a deep understanding of their customers\’ needs and preferences, and tailor their approach accordingly.

Changes in the buying process will also have a huge impact moving forward. With more consumers conducting research online before making a purchase, sales representatives will need to adapt their approach to meet these needs and even anticipate them. This may involve providing more information online, offering live chat support, and using other digital tools to engage with potential customers.

Final Thoughts

The future of inside sales looks increasingly bright! With advancements in AI, VR, and communication technology, sales representatives will be able to work more efficiently and effectively than ever before. 

And as companies continue to adapt to changes in the buying process, inside sales will play an increasingly important role in the sales industry. Utilizing all of the above will set you up for success and help you make a big impact on your bottom line!

READ: What Makes Good Inside Sales Training? 

Subscribe to our email list to receive new content, webinar invites, and training offers.


#GirlsClub- A Program for Rising Female Sales Leaders-01

, ,

#GirlsClub: A Program for Rising Female Sales Leaders

If you’re familiar with Factor 8 or #GirlsClub, you may know that I founded both companies, but you may not know how they are intertwined.

Here it is: Factor 8 eLearning and live training classes are repeatedly ranked as the #1 and #2 favorites of #GirlsClub participants! 

Of this, I’m tremendously proud. To have the “required management skills” come out on top with a program that includes Mentors, famous guest speakers, intimate interviews, speaking opportunities, and more… tells me we’re doing something right over here.

While we’re on the subject of good news, a few more “#GC” stats I hope you’ll help me celebrate: 

  • To date, we’ve had over 1400 active participants from 700+ companies in 750+ cities and 25+ countries
  • Over 85% of the women who started the program graduated and certified
  • About 40% started as managers (the other 60% aspiring managers) and over 60% ended as managers – for our last cohort, 24 promotions and counting in under 6 months!
  • Over 13,000 learning “shots” consumed in The Sales Bar over 6 months (AKA pieces of content)
  • The average test score was 95%
  • There were 8 awards given

Our mission is to change the face of sales leadership by helping more women earn leadership positions.

So how’s #GirlsClub different from the training you already know from Factor 8?

  1. We train in cohorts across various companies, industries, and even countries. 
  2. It’s all 100% virtual and the content isn’t customized for any particular company.
  3. We assign the participants (called “Protégés”) to work with their leaders on activities, customization, and application – bottom-up instead of top-down.
  4. We add a curriculum around confidence-building & risk-taking.
  5. Each Protégé gets a Mentor (most are other females, but our male mentors are also super popular).
  6. We do “spotlight” opportunities like LinkedIn takeovers, blog posts, speaking engagements, and more.

Conversely, with Factor 8 programs, your sales team is your cohort. It allows for more customization and deeper dives into situations and needs, customized curriculum and activities, and hands-on coaching for managers and reps. Factor 8 programs usually last a year and can also include certification (with a bit more stringent requirements for demonstrating skills).

We also don’t include all the confidence-building and community portions of #GirlsClub in The Sales Bar for Factor 8 clients. In short: 

Factor 8’s goal is to move the number and change lives. 

#GirlsClub’s goal is to build confidence and change lives.

We don’t mean to disclude the guys (in fact we award our favorite “Ally” male supporter each year). But I chose to keep #GC women-dominated to create a safe space. 

Studies show women won’t speak up in male-dominated environments nor will they take a risk until they feel 100% confident. So we talk about that stuff. We ask female role models about discrimination, wearing beachwear on company award trips, and yes, even sexual harassment (folks, nearly EVERY woman has had a story). Yuck.

There is a day in the future when my two companies will blend more and I don’t confuse people with my double persona. But for now, what we’re doing with #GirlsClub is really working and I’m not messing with it.

Get it now and want to help or get involved?

#1. Identify female talent and encourage them to get into management. They won’t feel ready. Send them to us. Applications open each Fall and our new cohorts start in April. Learn more at: https://wearegirlsclub.com/apply/

#2. Sign up to Mentor (1 hour/month & 6-month commitment) + free access to the entire program and community. Contact us to learn more about being a Mentor: https://wearegirlsclub.com/contact-us/

Subscribe to our email list to receive new content, webinar invites, and training offers.


« Older Entries Newer Entries »