Ensure New Sales Skills Stick With Our Training Implementation Guide
When learning, recalling, and applying a new sales skill is critical, our Factor 8 sales manager training implementation guide is your ultimate resource!
It’s common knowledge that employees forget 50% of what you tell them within 1 day (and over 90% within a week). That’s where great sales training and coaching come in. So how do you do it when it really counts?
Factor 8 has been training sellers and managers for over 15 years getting and sustaining amazing results like:
Over 50% improvement in conversion rates
Double and TRIPLE talk times
25% increase in ARR
Millions in new pipeline uncovered
500% improvements over past new hire class performance
We’ve achieved these through our combination of strategy, tactics, interactions, and training best practices – including our recipe for the perfect high-stakes roll-out.
Download your guide today for a step-by-step approach to teaching, supporting, and coaching new skills including:
A blended learning approach
Using learning activities
Involving managers for coaching
Results measurement
Gamification
When it matters most, do it right!
Download your guide below!
Ensure New Sales Skills Stick With Our Training Implementation Guide
When learning, recalling, and applying a new sales skill is critical, our Factor 8 sales manager training implementation guide is your ultimate resource!
It’s common knowledge that employees forget 50% of what you tell them within 1 day (and over 90% within a week). That’s where great sales training and coaching come in. So how do you do it when it really counts?
Factor 8 has been training sellers and managers for over 15 years getting and sustaining amazing results like:
Over 50% improvement in conversion rates
Double and TRIPLE talk times
25% increase in ARR
Millions in new pipeline uncovered
500% improvements over past new hire class performance
We’ve achieved these through our combination of strategy, tactics, interactions, and training best practices – including our recipe for the perfect high-stakes roll-out.
Download your guide today for a step-by-step approach to teaching, supporting, and coaching new skills including:
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…)
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.”
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.
The Truth About ChatGPT: 10 Things Sales & Enablement Leaders Need To Know & Try
[Video Recording]
CHATGPT TIPS FOR SALES ENABLEMENT LEADERS
Everyone is talking about it, but studies show more than half of leaders aren’t actually using tools like ChatGPT regularly – but your teams likely are.
This means exposure to some risks you need to understand – quickly.
It also means you could be saving some serious time (and possibly budget?). It’s time to get your arms around how you and your team will use AI tools next year and your policies about them.
If you don’t have a task force, team training, or a roadmap yet, this session is for you. Buzzwords and hype will be broken down into simple terms, suggested use cases, and tactical suggestions you can try immediately (without feeling like the only person who isn’t getting it).
Special focus on things that work (and things that don’t) for busy sales leaders and enablement teams for prospecting, new hire training, and team management.
No theory. No hype. Just road-tested suggestions for the sales and enablement audience from a sales enablement tactician and moderate ChatGPT user.
WATCH THE VIDEO!
CHATGPT TIPS FOR SALES ENABLEMENT LEADERS
Everyone is talking about it, but studies show more than half of leaders aren’t actually using tools like ChatGPT regularly – but your teams likely are.
This means exposure to some risks you need to understand – quickly.
It also means you could be saving some serious time (and possibly budget?). It’s time to get your arms around how you and your team will use AI tools next year and your policies about them.
If you don’t have a task force, team training, or a roadmap yet, this session is for you. Buzzwords and hype will be broken down into simple terms, suggested use cases, and tactical suggestions you can try immediately (without feeling like the only person who isn’t getting it).
Special focus on things that work (and things that don’t) for busy sales leaders and enablement teams for prospecting, new hire training, and team management.
No theory. No hype. Just road-tested suggestions for the sales and enablement audience from a sales enablement tactician and moderate ChatGPT user.
WATCH THE VIDEO!
DOWNLOAD OUR GUIDE TO SEE WHERE YOUR REPS ARE STRUGGLING
The Truth About ChatGPT: 10 Things Sales & Enablement Leaders Need To Know & Try
[Webinar Recording]
CHATGPT TIPS FOR SALES ENABLEMENT LEADERS
Everyone is talking about it, but studies show more than half of leaders aren’t actually using tools like ChatGPT regularly – but your teams likely are.
This means exposure to some risks you need to understand – quickly.
It also means you could be saving some serious time (and possibly budget?). It’s time to get your arms around how you and your team will use AI tools next year and your policies about them.
If you don’t have a task force, team training, or a roadmap yet, this session is for you. Buzzwords and hype will be broken down into simple terms, suggested use cases, and tactical suggestions you can try immediately (without feeling like the only person who isn’t getting it).
Special focus on things that work (and things that don’t) for busy sales leaders and enablement teams for prospecting, new hire training, and team management.
No theory. No hype. Just road-tested suggestions for the sales and enablement audience from a sales enablement tactician and moderate ChatGPT user.
Watch the video replay!
CHATGPT TIPS FOR SALES ENABLEMENT LEADERS
Everyone is talking about it, but studies show more than half of leaders aren’t actually using tools like ChatGPT regularly – but your teams likely are.
This means exposure to some risks you need to understand – quickly.
It also means you could be saving some serious time (and possibly budget?). It’s time to get your arms around how you and your team will use AI tools next year and your policies about them.
If you don’t have a task force, team training, or a roadmap yet, this session is for you. Buzzwords and hype will be broken down into simple terms, suggested use cases, and tactical suggestions you can try immediately (without feeling like the only person who isn’t getting it).
Special focus on things that work (and things that don’t) for busy sales leaders and enablement teams for prospecting, new hire training, and team management.
No theory. No hype. Just road-tested suggestions for the sales and enablement audience from a sales enablement tactician and moderate ChatGPT user.
8+ Critical Things Sales And Enablement Leaders Need To Know About AI
[Video Recording]
GET YOUR SALES TEAM STARTED WITH AI (SAFELY!)
Ready to level up your sales team with the power of AI? Dive into this action-packed 30-minute session tailored for sales, enablement, and IT leaders. Discover everything you need to know about getting your sales team started with artificial intelligence. You’ll learn the top 3 areas to implement AI in sales onboarding to enhance your team’s prospecting skills, 3 critical questions every leader should be asking their IT department to ensure seamless AI integration and safety, and the 3 most common mistakes sales teams make with AI and how to avoid them.
Plus, get insights on the dos and don’ts of using AI in sales training, how to speed up the onboarding process, and tips for IT leaders to keep your company protected from AI mishaps. Stay till the end for real-life examples showcasing the best and worst of AI in action.
Special guest Aaron Sandeen, VP of Technology Services at Crayon, joined LB for this 30-minute, live Sales Shot.
Watch the video replay!
GET YOUR SALES TEAM STARTED WITH AI (SAFELY!)
Ready to level up your sales team with the power of AI? Dive into this action-packed 30-minute session tailored for sales, enablement, and IT leaders. Discover everything you need to know about getting your sales team started with artificial intelligence. You’ll learn the top 3 areas to implement AI in sales onboarding to enhance your team’s prospecting skills, 3 critical questions every leader should be asking their IT department to ensure seamless AI integration and safety, and the 3 most common mistakes sales teams make with AI and how to avoid them.
Plus, get insights on the dos and don’ts of using AI in sales training, how to speed up the onboarding process, and tips for IT leaders to keep your company protected from AI mishaps. Stay till the end for real-life examples showcasing the best and worst of AI in action.
Special guest Aaron Sandeen, VP of Technology Services at Crayon, joined LB for this 30-minute, live Sales Shot.
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:
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!
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.
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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Let’s dive deep into a phenomenon that’s rearing its head in the world of sales: call reluctance. Having chatted with senior sales leaders this month, it’s clear this isn’t just an isolated challenge; it’s a widespread issue. But why is it happening, and more importantly, how do we tackle it?
When you have reps dodging calls and taking refuge behind emails or DMs, you’re witnessing call reluctance in action. So, why are our once-confident reps hesitating? A few reasons…
The COVID Comfort Zone: The pandemic changed buying patterns. Many sellers shifted to a laid-back, order-taking mode. Now, as the world returns to some semblance of its pre-pandemic self, we need to dust off our sales hats and get back into the game.
A Crisis of Confidence: A few factors are at play here:
The lack of immediate success can chip away at confidence and motivation.
The absence of a clear purpose or compelling reason for calling.
The pandemic brought easy sales, which meant we didn’t flex those traditional sales muscles. Now, they’re feeling a bit stiff.
Demoralized Frontline Leaders: These folks are the backbone of our teams. When they’re down, the whole ship can veer off course.
Rebuilding Rep Confidence to Overcome Sales Call Reluctance
So, how do we turn the tide? How do we help reps build confidence and get back on the phones?
Rediscover the ‘Why’: Tap into what truly drives our reps and managers. Align their goals and motivations with their roles and rewards. It’s all about the personal connection.
Celebrate Small Wins: Start small. Take, for instance, a client of mine: once struggling with a mere 100 dials a month across a team, they shifted focus to small victories. Now? They’re rocking 90 discovery calls a week!
Skill Refresher: It’s time to retrain and remind our reps about the art of tactical sales. Equip them with the tools they need to navigate this new landscape.
Invest in Your Leaders: Here’s the golden nugget: support your frontline sales managers. I can’t emphasize this enough. Whether it’s training, resources, or just a chat over coffee, check in with them. And hey, if you’re looking for training, I might know someone. 😉 But jokes aside, these leaders are pivotal. Ensure they have the right support, tools, and motivation to steer the ship.
Embrace Technology: Virtual sales tools aren’t just about tracking; they can offer insights, refine strategies, and enhance client relationships.
Regular Check-ins: In the world of virtual sales, regular team check-ins can bridge the gap, ensuring everyone’s aligned and motivated.
Client Engagement: Beyond the sale, focus on building and nurturing relationships. Virtual doesn’t mean impersonal.
The sales landscape is ever-evolving, and while challenges like call reluctance arise, with the right strategies and support, we can not only overcome them but thrive. It’s about reconnection, retraining, and relentless support.
Do your reps need help overcoming sales call reluctance?
Contact us today to learn about our customizable virtual sales rep training programs to help rebuild rep phone confidence.
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.
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.
Improved Performance: With better training, managers can effectively guide their teams, leading to increased sales and higher win rates. 84% of sales reps achieve their quotas when their employer incorporates a best-in-class sales enablement strategy.
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.
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.
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.
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.
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.
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?
Fear of Commitment: Some reps fear that setting a concrete next step might deter prospects. They think staying “open-ended” gives prospects breathing room.
Lack of Confidence: A rep unsure of the call’s outcome might hesitate to suggest the next step, fearing rejection.
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
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.
Role Play: Include the process of setting next steps in your role-playing exercises. Make it second nature.
Call Monitoring & Feedback: Use call monitoring tools to track how often reps set concrete next steps. Provide feedback and reinforcement.
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.
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.
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