Sales Management or Superstition From experience, sales organizations invest more than enough in sales training, courses and seminars, but they ignore implementation We all have ability. The difference is how we use it. Stevie Wonder They forget to follow up on learning, or they underestimate the need for managerial support for the modification of salespeople’s habits and behaviour. Consequently, the investment in competence development is guaranteed to fail, even though you hope that the course will have an impact; that the salespeople will use what they have learned. But that rarely happens. As a sales manager it is your job to ensure that:◾The salespeople know why they are being trained, and what you expect them to learn ◾The salespeople know what to use the new tools and methods for ◾The salespeople have the time and space after the course to try out the new methods in practice ◾The salespeople are supported and guided on their journey, e.g. via joint visits, follow-up meetings and coaching ◾The salespeople are measured on whether they use what they have learned, and whether they are getting better. ◾In other words: Move the focus from competence development to competence activation. If you don’t, then sales management will turn into superstition and hope instead of knowledge about progress through pipeline. Exploit the sales potential: Put an end to superstition in the sales department
Posted on: Mon, 27 Oct 2014 13:23:08 +0000
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