ASTD ICE - Five Sales Training Best Practices from Industry Leaders (Part 2)

By Debbi Conger


At the recent ASTD (now ATD) International Conference and Exposition in Washington DC, Sales Readiness Group hosted a panel discussion on how to improve the effectiveness of sales training.  This is Part 2 of a two-part blog summarizing key best practices from the panel discussion. 

The panelists were Jenny Dearborn, Chief Learning Officer and Senior Vice President, SAP, Robby Halford, Learning Architect, Sales Enablement, ExactTarget, Maria Leggett, Director, Learning Design, Time Warner Cable, and Ray Makela of the Sales Readiness Group.  Roxy Torres, the ASTD Sales Enablement Community of Practice, moderated the discussion.

In Part 1, the panel shared insights on motivating sales people to participate in sales training and the importance of customization.  Below, we review the panel’s thoughts on spaced learning, reinforcement, and measurement.

#3 Spaced Learning

For many sales organizations, Sales training has traditionally been offered in concentrated two day workshop format.  The panel spoke about the challenges this training format has on learning and utilizing new technologies to deliver the sales training over a longer period of time.

Robby discussed the impact of cognitive load on learning when a sales organization concentrate too much sales training into too short of a time period.   He added that sales trainers should try to counter the “pasta” method of training: let’s throw training at the participants and see what sticks.

Robby also suggested that sales trainers should focus on simplifying training programs to reduce “clutter” and “noise.”  One method he likes to use is blogging on a weekly basis on sales training topics, giving him the ability to share information and training content with the sales team on an ongoing basis.  Robby noted that in his organization, 60% of the sales force uses his blog to get information.

Ray discussed how effective virtual instructor-led training (VILT) programs can be when the content is “spaced out” over a period of time.  For example, Ray explained how a traditional 2-day sales training program can be delivered via VILT in 90 minute or 2-hour modules, one module per week over a six or seven week period.  Ray also discussed how Sales Readiness Group is successfully using blended training programs that combine an in-person training event with multiple VILT reinforcement sessions.

Jenny observed that irrespective of how the training is delivered, nothing replaces good instructional design.  It is important that the training be fun, engaging, and inspirational, and connect with what the participants care about—driving results. 

#4 Reinforcement

Our panelists all emphasized the importance of ongoing reinforcement to maximize the long-term effectiveness of a sales training program.  If you are going to roll-out a major training program, it is key to make sure the management and leadership are going to support and reinforce the training in a programmatic way.  A consistent theme among our panelists was the crucial role sales managers play in post-training reinforcement, particularly sales coaching.

Maria emphasized the importance of post-training sales coaching and how frontline sales managers are best positioned to do this.  A comprehensive sales training program should also include sales coaching training for the sales managers.  Maria added that sales organizations should measure the manager’s coaching time.

Jenny brought up Jeannie Meister’s work several years ago about what made training stick. A critical variable was that sales managers discussed the training with the rep before and after the training. Post-training, the manager asked the rep “What did you like?” and “What did you learn?”, and took a lead role in coaching.  Jenny recommended that sales managers devote at least 3-4 hours of coaching time per rep per month.

Ray discussed how sales managers need to clearly define behavior expectations for their teams. If the rep doesn’t know what to their responsibilities are and the manager doesn’t know what they should expect from the sales rep, you are not going to get the desired business results. He suggested that organizations should develop tools to help coaches set the right expectations and coach the right behaviors. He reinforced the point about creating a programmatic way to reinforce training by requiring the managers to do on-going sales coaching as well as structured post-training reinforcement sessions at 30, 60, and 90 day intervals.

#5 Measurement

The final topic discussed by the panel was measurement.  Measurement is always challenging for sales trainers since numerous variables can influence sales results that are outside the scope of the training.  Nevertheless, the panelists agreed that measurement is the way that training departments must ultimately prove their worth. CRM data and results are good tools to use to support training measurement.

The panel recommended that before any sales training programs gets launched, the business owners should define how it is going to get measured and provide a baseline.  Ray discussed all of the practical challenges of measuring the effectiveness of a sales training program and reviewed the types of measurements the SRG customers use; many of them are using some combination of Level 1 (participant satisfaction), 2 (learning outcomes) and the more sophisticated programs use some combination of those plus level 3 (behavior change) and level 4 (business results).

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Written By: Debbi Conger

Debbi Conger has over 25 years of experience in instructional design and development of customized training program for sales professionals, marketing organizations, and technical teams. She spent over 12 years at Microsoft where she developed and taught a wide selection of courses covering product knowledge, partner programs, and selling skills. Debbi also was responsible for Microsoft's world-wide new hire sales onboarding program.

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