Research finds that sales reps are left to learn material on their own, which is a risky business move.
http://www.astd.org/Publications/Magazines/TD/TD-Archive/2013/08/Intelligence-Sales-Training-Needed-for-New-Product-Launches
Just like the coin flip, we can’t control all the variables in sales. But with better data providing deeper insights to the performance and productivity of the sales organization, we can improve our odds of success beyond 50/50.
http://www.astd.org/Publications/Blogs/Sales-Enablement-Blog/2013/07/Decision-Making-More-Than-a-Game-of-Chance
The ancient Greeks gave us great words to convey the value and opportunity that coaching represents. Let me explain. There are two ancient Greek words for the concept of time: “chronos” and “kairos.”
“Chronos” refers to the chronological measure of time, and it’s what’s meant when you talk to sales representatives (SRs) about time management, productivity, efficiency, and effectiveness—the better use of their time on territory.
“Kairos” refers to a supreme moment; in other words, a moment of truth, or the right, memorable, or opportune moment. It’s a moment of indeterminate time in which something emotionally special happens. It’s the moment when you and the SR just know that “we get it”—when a real spiritual connection occurs.
http://www.astd.org/Publications/Blogs/Sales-Enablement-Blog/2013/07/Sales-Coaching-in-2013-Merging-Ancient-Greek-with-Modern-Engagement
The flaw in current coaching models is that they weren’t designed to apply to salesforces.
http://www.astd.org/Publications/Magazines/TD/TD-Archive/2013/07/Avoid-Sales-Coaching-Failure
A new sales coaching strategy improves the performance and sales results of internal associates.
http://www.astd.org/Publications/Magazines/TD/TD-Archive/2013/07/Excellent-Sales-Coaching-Leads-to-Big-Gains
Over the course of my career, I’ve had the privilege of personally working with many great sales managers. I’ve seen countless examples of effective sales management in our client organizations. I’ve also seen how quickly a corporate strategy can fall apart without this vital leadership.
http://www.astd.org/Publications/Blogs/ASTD-Blog/2013/05/Sales-Management-Isnt-Second-Nature
Effective training reinforcement must include coaching and institutional support. These are two very different—but equally important—types of reinforcement follow-up. Let’s take a brief look at each.
http://www.astd.org/Publications/Blogs/Sales-Enablement-Blog/2013/04/Companies-Need-to-Get-Serious-About-Sales-Training-Reinforcement
During a recent speaking engagement, someone from the audience asked a simple but important question. She said: “You know, we constantly tell our sales managers that we want them to coach their reps, but I’m not sure that the managers know what that means. In your opinion, exactly what is ‘coaching?’”
http://www.astd.org/Publications/Blogs/ASTD-Blog/2013/04/Why-Well-Trained-Sales-Managers-Are-Not-Coaching
Sales leadership talks about it all the time. Sales consultants advocate it. Sales managers say they would like to do more of it—if they had the time. The “it” of course is sales coaching.
http://www.astd.org/Publications/Blogs/Sales-Enablement-Blog/2013/04/Is-Sales-Coaching-Really-Necessary
To encourage knowledge retention and behavior change in a saleforce, Working Simply converted its trademark productivity program into a custom mobile learning app.
http://www.astd.org/Publications/Magazines/TD/TD-Archive/2013/04/Mobile-Masters