Inside/Virtual Sales Tips
How to Develop New Sales Managers
Working with newly-promoted sales managers may be my very favorite thing. Maybe that’s because the pain I remember in their position is still a bit fresh (albeit over 20 years old…)
READ: 5 Quick Tips for New Sales Managers
The transition from rep to manager is tough. It’s also risky for both the company and the new manager. Companies lose top-performing reps and serial high-achievers sign on to feel NOT successful for a good six months. I’ve seen some sad stories of new managers flailing, flat-lining growth, or simply quitting in their first year. It’s sad for the manager and it’s a double loss for the company. They lose a manager AND top performer.
So how do we support and develop new sales managers to help them feel more successful sooner?
1. Talk in detail about the expectations of the new job.
Top reps are competitive, self-centered, and aggressive (said with love, folks). Margaret Arakawa said it best in a panel once. I paraphrase, “Moving from top rep to manager is like leaving the role of the lead actress on stage to become an executive producer.”
Exactly.
Successful managers focus on:
- Developing their team
- Solving problems
- Creating atmospheres for motivation
- Prioritizing work
- Managing admin to clear selling time for reps
READ: Tips for Mastering Call Coaching
What they don’t do is:
- Close sales
- Maintain customer relationships
- Win contests
- Count on themselves alone to get the job done
- Sit in the spotlight
2. Be frank that disappointment is OK
Most new managers talk to me about their utter disappointment in their first year. Not with the job (exclusively) but with their team. They aren’t used to relating to reps who aren’t as dedicated and passionate as they were. Help them see that this is normal and talk about strategies for dealing with the frustration.
Ultimately the buck stops with them and their success is getting the most consistent and high-level performance from these people. Set some expectations! For example, talk about how a sales manager’s success is judged not just by the number but also by:
- Reduced time for new hires to hit quota
- Percent of the entire team to quota – not just overall percent
- Reduced attrition
- Rep promotions
Each of these requires a focus on the people, their success, and their development. Sure we want managers focused on the “W,” but it needs to be a Team W, not their personal commission check. Hearing this advice from a leader they respect can help them focus on the right things early and find new ways to get daily wins.
3. Go beyond HR
If you’re lucky, managers have access to some generic management skills about communicating with others, approving timecards, giving feedback, etc. Helpful stuff. Not job training. Get them sales management skills like:
- The management cadence: what meetings they need on their calendar and how often.
- Time management for sales managers: Which is first? The line at your desk? The upset customer? The request for a report from the boss or the deal discount to close a sale? This skill will make or break a new leader. Prevent burnout before it happens!
- Translating sales goals and driving sales performance: New managers struggle to get beyond managing activity. Help them learn to translate strategy and the big number into monthly, weekly, and daily activities for reps.
- Performance 1:1 meetings: Help managers communicate the goal, the performance to date, motivate reps to succeed, and build relationships with their teams during this meeting.
- Call coaching: Call coaching isn’t natural behavior for high-achievers. It takes an extreme amount of patience, customer focus, and a set process to be successful. Without skill training on coaching, they’ll either skip it or maybe even demotivate their team. Help teach them to do it right before they wind up a statistic.
- Find them a mentor: A mentor becomes a safe space to vent, ask questions they’re afraid to ask their Director, and frankly a lifeline. And if you’ve promoted a woman, work to find her a female mentor. Yes, it does make a difference. #GirlsClub can help here if you’re lacking female sales leadership talent.
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8 Components of a World-Class New Sales Hire Onboarding Program
Been thinking that revenue targets would be easier to crush if your new hires would ramp up to speed more quickly? You’re spot-on, my friend.
WATCH: Onboarding Sales Reps: 10 Hacks To Improve Training + Ramp Time
Best-in-class onboarding (or new hire training) programs go well beyond the standard “Welcome to the company” orientation and dive into actual job training. But most programs stop after introducing reps to their new systems and products. This leaves reps on their own to figure out things like:
- What do I do first?
- How do I get people to call me back?
- What do I say if they ask me X?
The result? Long ramp times, while they use experience to supplement what they could have been taught.
There will always be a ramp period. Our goal is to shorten it. Awesome new hire programs have been proven to cut new hire ramp-to-target in half (Training Magazine).
What is the right ramp time? Sorry for this, but it depends – on the talent you’re hiring, your training program, and the complexity of your offering and sales cycle. But here are a few basic benchmarks:
- Top business development (BDR, SDR) programs ramp reps before three months.
- Account managers between three and six months.
- If your deals aren’t over $200K, your sales cycle is over 6 months, and it’s taking your reps 6+ months to hit quota, your program probably needs some help.
I’ve been building and benchmarking new hire programs for the past fifteen years, and there are very few who don’t need help. Why?
Most onboarding programs need help because trainers don’t get sales, and sellers don’t usually get training – it’s a sandbox thing.
A great program is a killer combination of both worlds. Incidentally, a great program can also shrink your rep attrition. Keep them longer, ramp them faster = this is worth your investment, sales leaders!
READ: How to Hire and Retain Top Sales Reps and Managers
Here are eight signs of a world-class rep onboarding program (that you should steal immediately!)
1. Training is a process, not an event.
Think of it as “Just-in-time training.” 100% classroom time is 1-2 weeks and then decreases gradually to once a month.
For example, a new hire is in full-time training for 2 weeks, but by week 4 they’re in class 2 hours a day, and in week six 1 hour a day. By week 8 it’s one hour a week and by month three (and for the rest of their tenure!) they’re in training once a month.
This makes it critical to focus their first two weeks only on what they’ll need in month one on the phone. Why? They’ll have no idea what they don’t know yet. That means you’ll graduate a team of super-confident sellers who can’t wait to get on the phones. Perfect.
2. Use call recordings.
This is my favorite tip. My theory on ramp time is that it will always be present because it isn’t the “what to do/say” that takes a long time to get. It’s the “when do I do it/say it” that takes experience to really nail. So shorten that by letting reps listen to call recordings. Nope, the recordings don’t have to be their own, and they shouldn’t all be great calls. Just typical. It’s like reviewing game tapes before the big game – breaking down what the other team (customer) is doing and when they should have used the right play (skill).
3. Includes 6 critical components
All six critical components of the program are included and mixed together:
1. Systems & Tools – CRM, Intranet, Lead Management, AI, etc.
2. Product/Service – be sure it’s “how to sell it” and not “the full history of it”
3. Sales – how to sell our products over the phone (not generic sales 101 field training!)
4. Process – how leads and orders get processed + rep and customers’ top 10 questions
5. Acumen – business acumen, industry acumen, and customer acumen – critical!
6. Manager integration – nope, lunch on day one isn’t enough. Get them more involved.
4. GET ON THE PHONES! (ASAP).
If you can create an exercise where reps are calling current, potential, or even past customers by day two, do it! They can qualify leads, gather success stories, call cold leads – whatever! The right hires are itching to start calling, and the wrong hires will show reluctance and wash out. You’re welcome.
READ: Tips for Virtually Onboarding New Sales Reps
5. Less than 30% is e-learning.
Sorry large organizations, I know it’s so tempting! But classroom-based training (in-person or virtual) is still the most effective for a reason: You can’t practice selling with a computer! Also, how engaging is your new hire’s experience when they’re clicking forward 200 times a day? Painful.
6. Rigor.
In my experience, a good 25% of every new hire class should not graduate training (yes, please be sure you’re hiring in groups, not “onesie-twosie”). When you really trust your training department, you’ll count on them to de-facto manage reps during training and coach them out the door if they won’t make it. Start, stop, and break times should be like real life on the floor, and weekly tests let them know how they’re doing.
7. Training mimics the floor.
Quick hit ways to do this:
a. You have a systems sandbox for training (a monthly updated mirror image of all systems)
b. Phones and systems in the classroom for better role plays
c. Dummy accounts or even real (low scoring) accounts for practice
d. Call coaching or quality forms approved by sales leadership used for role plays/testing
e. Scenario-based testing (because when is a real client going to say, “A. send me a quote…B. schedule a call back…”?)
8. Don’t let HR teach reps how to sell.
There’s a difference between regular company training and sales training. Aberdeen recently reported that 85% of best-in-class sales teams use a professional sales curriculum or trainer. What is good sales training? (read more about that here)
Overwhelmed? Here are a few easy ways to start:
- Get to know your training ASAP. Pick your best sales leader and charge them with shortening ramp. Attend training, learn about good training, and partner and assist your trainer with the curriculum.
- Get the reports. Sales numbers won’t show you class-by-class ramp times unless you specifically build them. Believe me, it’s worth it.
- Close the loop. Are you reporting the top three skill gaps on the floor to training on a monthly or quarterly basis? Do you have the call coaching and rep meeting cadence in place to provide this?
- Get some help. Spend the money to bring in a professional sales training leader, someone to fix your program or a great sales training curriculum. When reps ramp faster and stay longer, you’ll wish you budgeted for this three years ago!
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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).
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.
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?
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.
Tips for Enablement Leaders to Increase Sales Coaching Focus
This one is for the enablement folks. Truth: I’m an enablement leader in my heart and soul.
I was just talking to an enablement leader friend who was really frustrated that they spent so many months building a robust training program – rolled it out beautifully – and had to hand their baby over to the sales manager to keep those skills alive. Which did not work…
I’m here to tell you why it’s not their fault.
READ: Why You Need a Sales Training and Enablement Budget
I’ve been both an enablement leader and sales manager and can tell you that sales management is the busiest job in the world. We spend the bulk of our day fighting fires and there’s never been a learning emergency.
So if you’re an enablement or training leader and you’d like some tips to get sales managers to coach more often and keep rep skills alive, keep reading.
WATCH: Creating A Coaching Culture
I’ve got 20 tips to help you increase the sales coaching focus at work. Below are my top 3 (get the rest at the bottom of this article).
#1 – Don’t expect them to do more work. As I said previously, sales management is the busiest job in the world. If you want them to coach, you’ve got to fit coaching into their jam-packed schedule. What meetings do sales managers have often? Rep performance 1:1s, pipeline meetings, team meetings, and sales huddles. You’ve got to find ways for your managers to keep rep skills alive during their existing meetings.
At Factor 8, we’ve built manager toolkits that have activities a sales manager can run during a sales huddle to keep skills alive after training.
#2 – Make it easy. If they need to build a deck, it’s not going to happen. If they need to create a process, it’s not going to happen. If they need to go on a scavenger hunt to find different information for the coaching session, it’s not going to happen. You’ve got to make it fast and easy for managers.
At Factor 8, we’ve created coaching guides for various rep skills that managers can easily use for skill reinforcement. They combine a cheat sheet of what “good” looks like, which questions to ask during coaching, and a ready-to-use worksheet that coaches both the will and the skill with an easy grading form.
#3 – Most managers don’t know what “coaching” means. Sure, they understand the definition, but they don’t know what it means to actually coach a rep and they definitely don’t know what “good” coaching looks like. That means you get a lot of things like this…
“Hey rep, let’s work on this deal.” You’ve been coached. ✔
“Hey team, what’s the forecast?” You’ve been coached. ✔
“Let me get on this call and help you close it.” You’ve been coached. ✔
Folks, this isn’t coaching. As enablement leaders, we know that.
READ: How to Increase Sales Coaching Frequency
So, in training hundreds of sales managers over the last few years, I’ve learned that it’s a tough skill, it’s not natural for sales managers, and they’re too nervous to do it (though they’ll never admit that last one out loud).
Just put yourself in their shoes. Imagine going to a top player and saying “Let me listen to your call and give you feedback on how to do it better.” Sounds terribly nerve-wracking, right?
That’s why we’ve got to address it and build confidence in their sales coaching, call coaching, and rep skill coaching skills.
If you haven’t taught your managers how to coach to build up their own confidence, it’s probably no surprise that you think they can be doing more coaching.
If you’d like to talk about more specific strategies or a particular issue you’re dealing with in making that connection with sales leadership so they really get behind enablement, I’m here to talk. Email me at LB@factor8.com.
Want more tips to increase the coaching focus at work?
Download our guide on “20 Ways To Increase Sales Coaching Focus At Work.”
Are you looking for sales training?
Contact us today to request information on our customizable virtual sales training programs
available for reps (and managers).
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).