by Jeff Blackwell
http://SalesPractice.com
© 2007
Communication is often touted as the most important
aspect of
sales training, but the most important thing about sales
training is whether or not it brings about results. Why is it
that when you simply repeat your requests in memo after memo or
yell what you need changed, the change in sales training that
you are hoping for doesn't come about? Because what is going to
happen if they don't implement the new training procedure?
Another memo? Another yelling session? For most, this is not
enough motivation to make a change, especially a change that
they are not inspired to absorb.
A child does not stop repeating bad behaviors
and adopt new
ones because her mother is disappointed in her. She stops
because she quickly learns that there are repercussions for her
actions. In sales training, an effective tool that is often
downplayed is the idea of consequences. You can effectively
communicate the sales training techniques, share this
effectively communicated sales training softly or loudly,
repeatedly in memos and meetings and trainings, but still not
have the desired outcome.
The problem comes in when you don't follow through.
For
example, you have spent a great deal of time encouraging them
to
learn the sales training techniques that you've designed
because, ultimately, it will make their jobs easier and more
fluid. However, learning these new techniques may be more
difficult or time consuming than they may have thought and, for
them, their job is not made easier with this new responsibility.
You may have communicated quite efficiently to your employees
that you would suspend anyone who wasn't implementing the new
sales techniques by a certain date, but that date came and
passed without suspensions despite the fact that many were still
using the old ways. This may be due to an overwhelming work load
or an inability to do the actually suspending, but whatever the
reason, your lack of follow through communicates to your
employees that you probably won't follow through with these new
sales training techniques either, so why bother?
Along with working out how you will communicate
your new sales
training, decide what consequences, or incentives, you will put
into place. When an employee successfully learns and implements
the new training, there should be a benefit or reward. When an
employee does not learn the new training or does not put it to
use, then, too, should there be a consequence.
These consequences should be very personal to
your employee
they should not be benefits or drawbacks for the company. For
example, the benefit should be a monetary bonus for the
individual employee instead of the airy concept that profits
will soar for the company and that this will trickle down into
raises for everyone. The drawback should be a suspension for the
individual employee or a cut in hours rather than the general
threat of bankruptcy for the company – or even the threat
of
layoffs in general. Just like sales to the customers, the way
to
sell your new sales training techniques to your employees is to
make it personal.
Simply put, repetition or angry tirades do not
back up effectively communicated sales training strategies. Instead,
put your time and energy into creating and backing up consequences
for jobs well done (or not done). Plan casual meetings during
the a work day to get input on how things are going, to see if
anyone has questions, concerns, or needs help. In this way, you
will create an environment of trust and a foundation of follow
through that will not only help you implement your current new
sales training ideas but future ones as well.
