Living Sales Excellence - Dennis Connelly's Blog

Five Steps to Frictionless Feedback

Posted by Dennis Connelly on Tue, Dec 04, 2018 @ 11:12 AM

63645866_s_FrictionlessFeedbackSix years ago, I wrote an article on how to give feedback. It was narrowly focused on how the brain processes criticism. As an executive coach, I'm frequently asked for the best way to give constructive feedback and I'm still stunned at how many people try to insert negative comments into a "sandwich" with two positive-sounding bread slices on either side. Even though we have all been on the receiving end of such a tactic and therefore probably know it doesn't feel good and isn't motivating, many of us still do it and wonder why we get friction and resistance to our generous offers of help.

After reading the research from many world-class business thinkers, extensive personal training in neuro-strategies, and 30 years leading several companies, I'd have to be in a deep sleep not to pick up a few tips on human behavior. If your role includes helping people change their behavior and you want to be more effective and encounter less friction, I hope you find some useful distinctions here.

As I was pulling my notes together for this article, I came across Forbes.com contributor, Dede Henley's warm-off-the-press article on this very topic as it applies to millennials. No matter how old the subject, there is always room for fresh perspective. Millennials' nearly continuous social interaction puts them in a different category than earlier generations. They have developed and evolved certain norms of interaction that are foreign to non-digital natives. As leaders adapt to the unique managerial challenges that many (though certainly not all) in this younger group present, the lessons learned will bring them more success with other generations as well. What works for millennials will work for others, but the reverse is not necessarily true, as any frustrated boomer knows.

I revised the original article to keep up with new research, to add fresh experience, and most importantly to share the topic with a wider audience than my necessarily finite list of clients. I hope you find it useful. Please send me your feedback, which I will graciously accept whether you do so in a manner consistent with the use of the tools presented here or not!

Giving Feedback

What if you ordered a baloney sandwich and just as you were being served, both slices of bread were swiped away leaving only the inside part?  You might feel annoyed and hungry for something better than just a pile of baloney.  When coaching your staff, feedback is an important tool. However, many often use the same idea as the sandwich. They give criticism but sandwich it between two pieces of positive encouragement, thinking that approach will somehow soften the blow of the criticism. It's sometimes referred to as the "criticism sandwich!"

Research has shown that this approach is surprisingly ineffective for several reasons. Nobody remembers anything you said before the criticism and no one believes your positive comments that follow the negative ones. That leaves them with only a stack of baloney and a bad taste in their mouth.

This practice was studied by Clifford Nass and described in his book, The Man Who Lied to His Computer.  The brain goes into full alert when hearing negative criticism and enters a state called “retroactive interference” which results in nearly total memory loss of anything said prior to hearing the criticism. It might take minutes, hours or even a couple days for the memory to disappear, but your brain simply forgets the words of praise that precede criticism. If asked later if there was any positive feedback in the discussion, one simply can’t remember. 

But another interesting phenomenon occurs when giving criticism. In that same heightened alert state, one also experiences a new sense of awareness that Nass calls “proactive enhancement.”  You’ve got their attention, so now they are ready to listen and absorb whatever you say next. This is where managers miss an opportunity.  Most managers provide what they regard as a soft landing by giving positive-sounding generalities when the person they are coaching is open to hearing real and specific reinforcement. In our heightened state of awareness, it's hard not to notice the useless generalities as mere padding. Thus in our effort to be positive, we simply annoy. Haven't we always known that the two pieces of bread are nutritionally deficient? Turns out they don't work in conversation either.

Henley's article talks about feedback in relation to millennials. They don't like the typical workplace feedback because it doesn't align with social media norms. When they post a picture of their lunch, for example, feedback is immediate and positive. "Delish! Salivating for pomegranates! Where are you?," they write.  Compare that with, "I'm not getting the output from you that I was hoping for, Stanley." They will tune you out because in their view, you don't get it and you don't understand them. Managers, of course, are responsible for the output of their teams, so it's important that they "get it" if they want to have an impact. 

Perhaps the millennials are onto something important about the human brain. Reading about the research on criticism above, one can't help but notice that our reactions are more intense than we might have expected. Our brain literally sheds information it only recently processed, and then it goes into a heightened state. Those are big shifts.

Our brains treat feedback as a threat. Threats put us into a state of fight or flight, or what Daniel Goleman calls an "amygdala hijack" in his book, Emotional Intelligence: Why It Can Matter More Than IQ. The amygdala is that small part of the brain just above the spinal cord, often called the "lizard brain," that takes over in stressful situations, pushing aside the involvement of your conscious mind. "Back off, I've got this," it says, adding, "You're too slow for this, and we're in trouble here."

Yes, the conscious mind is too slow, which would take a whole book to explain and thankfully, Daniel Kahneman already wrote it, Thinking Fast and Slow. When you ask the hero why she dove into shark-infested waters to save the drowning man, she says, "I don't know. I didn't have time to think. I just did it." Exactly. If we are meeting with a person whom we are trying to help, knowing what we now know, who would invite that person's amygdala to the conversation? How do we keep the conversation thoughtful and genuinely helpful, without inspiring an attack of mental re-wiring and selective amnesia.

Clearly, we need to improve on the sandwich-lizard-brain-retroactive-interference-help-me-skipper model we've been using for years, right?  When coaching your sales force, the goal is improving sales effectiveness with honest, useful feedback. Criticism is important if you want to improve a specific behavior, but effectiveness is a function of intent and delivery.

Positive comments are still an important way to encourage the behaviors that are already working. Let's talk about how to express what you need to change in a way that will be heard, and not just by millennials, but by anyone. When you want to see positive behavior changes, master the following five steps and instead of charging into a wall of resistance, you'll be basking in the glory of frictionless feedback:

The Five Steps to Frictionless Feedback

1. Provide Coaching, Not Feedback

The problem with feedback lies in its context. Hey, can I give you some feedback? See how that feels? For some, it brings pangs to the stomach, even when they are just words on this page that couldn't possibly pertain to you. Feedback has a corrective connotation and is often associated with the dreaded annual review. Reviews seldom improve results and usually only serve to provide cover for postponed drama. 

Coaching, on the other hand, is more of a process that by it's nature is collaborative, mutual, and centered on continuous improvement. And for all of millennials dread of feedback, they love the idea of always improving. Coaching, done well, is set up as a process; it's a regular and expected part of the relationship. The purpose is understood. There's always a lesson or takeaway. It gives one a sense that the manager is investing in their success. One of the most informative articles on coaching salespeople that I have read comes from my colleague and world-leading sales master and Hall-of-Famer, Dave Kurlan. Sales managers who want to get this right could become absorbed for days in the information and corresponding links found in his article.

When changing a behavior is important, shifting away from providing feedback and moving toward an environment of coaching will get better results, especially if the intent is a positive and nurturing environment rather than just getting results. Consider adding these components to your coaching when you notice a behavior that needs to change:

2. Set the Tone

Your tone provides the signal for how you feel about someone. In Dede Henley's article mentioned earlier, she writes that it's helpful to ask permission. I learned from neuro-strategist, Steve Linder, several years ago to say, "Do I have permission to coach?" Henley suggests saying, "I have a perspective I would like to share. Would you be willing to hear it?" I like that, too. What's important is that you are priming them to listen and making them a collaborator in the process.

My colleague and leading sales expert, Chris Mott, in this article, provides excellent advice on how to frame the discussion for minimal pushback. He makes the excellent point that setting up the relationship at the outset to include regular feedback minimizes resistance later. When it's time to provide feedback, first ask permission, then tell a story. He writes: “I was hoping we could take advantage of our agreement to openly discuss areas for improvement. Do you mind if I share something with you?” Then tell a story they can relate to without making them the protagonist: “I know we have been under a lot of pressure lately. My experience is when I react to the pressure, I lose sight of the big picture. This can make me less aware of how others perceive me even when I’m trying to do the right thing.”

3. Clear Intention

It's critical that they understand your intent. Have you noticed that it often doesn't matter if the evidence you shared with someone is irrefutable, or that what someone said made tons of sense, because your conversational "adversary" seems only to care about the source. "Who said we all want to feel good about ourselves? Oh that guy from the TV show? I don't trust anything he says!" Knowing the source of the information becomes a shortcut to understanding the intent, and the intent determines whether the information will be absorbed and used to change our thinking or our behavior. Intent makes it easier to attach meaning to what you are saying; we don't know how to feel about something until we assign a meaning to it.

If you do not already have a coaching channel established that's an expected part of your relationship (see Chris Mott's article), make sure they know why you are asking to coach. "I'd like to help because I want to see you become wildly successful." This works because it presupposes two things: A) they can become wildly successful, and B) you believe they can, so your criticism can be seen in that context. In sales management, coaching is where today's top managers spend half of their time. If this channel of communication isn't well established with all of your people, it's much more challenging to get the results you seek.

4. Stick to Behaviors

Is the person the problem or is it just their behaviors? If we stick to the behaviors, then it's not about who they are anymore. We also have to be careful not to generalize or distort. "You always do that," appears to address a behavior but it is dispiriting because if gives them no credit for the times that they haven't "done that," and doesn't acknowledge that you are even aware of those times.

When we stick to specific instances of specific behaviors in which they have control, it helps us put the problem in the proper context not only for them, but for ourselves. We can still be grateful for this person and for who they are, while remaining firm that the behavior needs to change as it relates to the task. Be very specific. "I noticed you didn't push back when your prospect said he wanted to think it over. Understanding why they want to think it over might tell us what we missed in our discussion." This counts for positive comments as well. "I love how you asked her questions based on what she just said instead of from some pre-determined list. That really made her feel heard." 

5. Make It Actionable

Coaching works better when it includes the recipe for improvement. Always provide actionable steps alongside the coaching so that they understand how to do it even better the next time. An ideal coaching session always ends with their lesson learned or top takeaway.

One of the most useful coaching tools is role playing. In a sales environment, one of the action steps usually includes having a conversation that covers a specific topic, or readdresses an area that might have been missed the first time around. Describing the topic is helpful to a point. Role playing it embeds it in our heads. One can hear what it will sound like coming from them and give them practice so that the real conversation isn't the first time they are saying.

Not role playing is like getting a piano lesson where the teacher hands you the music and describes the score to you without letting you play it for them. Imagine a rock band performance where the first time you played the piece was at the concert. What might the band leader say afterward, "I don't get it. We went over what this piece should sound like many times. Remember when I said to play softer in the eighth measure. Jeez you guys!" Role playing isn't always comfortable at first, but managers who lead the way into their own discomfort set an example for their people who are committed to improving.

What's important is that the person you are helping has a clear idea of what to do differently. Your action plan should include steps they can perform applying behaviors in which they have control. 

Eliminating feedback friction and resistance starts with a mindset and it takes practice. Set up the relationship from the outset to move toward a coaching culture. If the relationship is several years old, frame it as a reset and ask for their help so you can move toward increasing their skills and your own, and eliminate weaknesses, non-supportive beliefs and other head trash so they can achieve their goals more quickly.

I hope you found these tools helpful in the context of your leadership role and especially helpful for anyone with direct reports. Unless you have perfect self-winding people who exceed quota every quarter without any input from you, then you have faced the challenges described above, whether they were millennials or any other category you care to describe. Have you made coaching a part of your culture? Do your people regularly come to you for help?  Do you personally seek advice and feedback in your own organization? When it’s time to serve feedback to your staff, are you a critic or a coach? What steps do you take to make sure your people are served with a balanced and useful diet of advice and coaching or are they often left with a pile of baloney? (No offense to baloney lovers.)

 

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Dennis Connelly is Senior Sales Strategist at Kurlan & Associates and 30-year owner and co-founder of multiple businesses in manufacturing, chemical technology, building materials, importing, and contracting. He now helps executives in dozens of industries from media to technology, from manufacturing to professional services, to remove obstacles to growth and unleash massive hidden sales potential.

Book Dennis Connelly to speak at your event.

Photo Credit: Copyright Denis Ismagilov (123RF)

Topics: Feedback, coaching salespeople, sales and sales management tips, coaching culture, frictionless feedback, growth mindset, intention

Don't Buy the Exit Interview Crap - How Sales Managers Win with Environment

Posted by Dennis Connelly on Mon, Nov 19, 2018 @ 17:11 PM

21131228_s_awesomeworkenvironmentIt's not often you see a disconnect between belief and reality this large, but a PwC exit survey concluded that managers believe that employees leave the company 89% of the time because they want more money and 11% of the time for other reasons. The same survey revealed that almost the reverse is true for the employee; 12% of time it's for money and 88% of the time it's for other reasons.

Unfortunately, managers either get their information from the exit interview, or make up a story, being careful not to blame themselves. After all, who wants to say to their employer, whom they will be listing on their resume, "My manager just didn't get me and failed to recognize my real contributions and nurture my soul. I simply wasn't flourishing under their tutelage." They're not saying that, and not just because they can't pronounce tutelage. No, they often say, "I found a great opportunity for higher pay." Simple. Innocuous. Is it hard to imagine that most managers are unaware of those "other reasons?" Is it difficult to believe that most managers are not aware of the factors that shape how and why an employee wants to be on their team and follow their leadership, or why they want to get off their team and follow someone else?

Forbes recently published data from a number of sources. For example, A Harvard Business Review study revealed that 58% of people say they trust strangers more than their own boss. 79% of people who quit their jobs cite "lack of appreciation" as the primary reason. The Conference Board reported that 53% of Americans are currently unhappy at work

CareerBuilder revealed in their recent study that 58% of managers received all of zero management training. And what are the odds that the other 42% who received training got the right training in the right areas along with requisite coaching and regular training reinforcement? Fat chance.

We know from our work with clients that the best sales managers pay a lot of attention to shaping their environment relative to the specific and tangible functions to which they are accountable. They do not necessarily put more time into their environment than the other important functions of the job, but they are always aware of it and always working on it along with the other more tangible elements of the job.

Sales managers who want to perform among the best, achieve or exceed the outputs expected of them, and do it by building a culture of constant improvement. As a result, their people are always growing in their professional skills, have more autonomy to perform, and if done with sincerity and care, feel more aligned with a shared purpose consistent with the values of the organization.

Indeed, these are the three universal motivators described in Dan Pink's famous book, Drive. People need a certain level of autonomy or freedom to perform their job as they see fit, he wrote. They also need opportunities for personal and professional growth, and they need a sense of purpose or how they are making a difference. Money is not on this list because once you achieve the minimum level of income you require to meet basic living expenses, for most of us, it ceases to be the primary motivator. 

Here is a list of the primary sales managerial functions. Today, the first two on the list should take well over half of a manager's time. 

Primary Sales Managerial Functions

  1. Coaching
  2. Motivating
  3. Recruiting
  4. Holding People Accountable
  5. Territory Management/Sales planning
  6. Systems and Processes
  7. Strategy (often VP level)

Knowing this list, and even knowing how to execute each of the items on it is not enough to be successful. It is nearly impossible to be an effective coach, to motivate your people, and to hold them accountable in a toxic work environment. Therefore, we would add the following managerial function as arguably the most important area of expertise of a manager committed to achieving her or his required outputs.

     8. Shaping the Environment

During the summers of my college years, I managed a house painting franchise to pay for school. Management training was intensive, over several weekends. We lived in dormitories or hotel rooms with other managers during the training period. The company did their own research and learned that the number one stress of workers on the job sites and their number one impediment to job performance was their manager. The impact of the manager was a critical success factor, but not in the obvious way. What a great lesson to learn as a sophomore in college. Thirty years later, Dave Kurlan wrote this article pointing out Robert Hogan's research showing that 75% of the workforce feel that their bosses are the most stressful part of their jobs. 

So what was true about how people respond to managers 30 years ago is still true today. The environment matters. Since people really work for their boss as a matter of course, more than they work for the company, how important might it be to take a look at your relationships with subordinates and work to improve them? Wouldn't it be more motivating if your people trusted and respected you? Wouldn't it be easier to hold your people accountable if they thought you had good intentions and took the time to understand their world? Wouldn't it be easier to coach them if they thought you believed in their professional growth, not just the results you are reporting to your superiors?

Managers who shape their environment work on the quality of the relationship they have with each of their people. Using that strength as a starting point, they work on building trust and respect so they can offer help in many other areas important to the required skills and to professional growth generally. They gain mutual appreciation because they actively work on what that environment looks, sounds, and feels like.

Last year, CNBC contributor Suzy Welch asked Bill Belichick, coach of the New England Patriots, about his team environment, "Talk about how you think about what the right relationship is with your subordinates," she challenged him. Belichick's response? "Coach all of the players the same. I like and respect all of the players. I give everybody what they earn." Audible groaning from my non-New England clients aside (yes, I can feel the scorn - I'm talking to you, Helmrath!), there is much to learn about leadership from this talented winner.

From our own research, clients who were trained on how to shape their environment and then took the step of putting it into practice met their sales goals for the year. In fact 100% of respondents who did so met their goals. 0% of respondents who did not shape their environment met their goals. Most of them improved, but hitting their targets was correlated with shaping the environment one to one. To succeed in sales management, one must master the majority of the skill sets. However, shaping the environment must be in that majority. 

Two to three times per year, we host a Sales Leadership Intensive in our training center near Boston, limited to 30 sales managers and executives. Email me if you're interested in attending, dconnelly@kurlanassociates.com. The next one will be held March 19th and 20th. While there is a heavy emphasis on coaching mastery in this intense fast-paced two-day program, one of the more important areas on which we work together is a mini-workshop on Shaping the Environment. We know that getting this right makes getting the rest of it right a whole lot easier.

Given the high cost of undesirable turnover, can you imagine how much better your team would perform if they trusted you more than strangers, their primary stress wasn't caused by you, they were actually happy at work, and in the rare cases where they left, it was for the right reasons? How close are you to that now, and what would it take to get the rest of the way?

 

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Photo Credit: yanlev (123RF)

Word Credit: "Tutelage," used in that exact context by M&A expert, Sean Slade, 20 years ago - a rare exception that proves the rule.

Topics: dan pink, bill belichick, sales leadership intensive, sales leader, Shaping the Environment, sales and sales management tips, coaching culture

The 7 Sales Training Success Factors - And How to Avert Failure

Posted by Dennis Connelly on Mon, Jul 23, 2018 @ 08:07 AM

70287211_s_OverlookedFactorIt's a common exchange but a recent conversation with a new client about sales training sounded like this, "Look, people here have a bad taste about sales training," he said. "It doesn't stick," he continued. "I know it could make a big difference, but we need a program that fits our business and that the sales team will embrace." Then he asked, "How do we get past flavor-of-the-month and get our people to want to improve so we can grow our business intentionally?"

Setting aside, for a moment, all of the details of the prescribed action plan for them, there are seven key factors to a successful sales training outcome that I shared with my client and I'll share with you now. It's in rough sequence to how you might think about rolling it out. Then I'll tell you which single factor gets overlooked the most but plays the primary role in averting failure. Amazingly, it gets missed most of the time.

For sales training to be super effective, failure to account for these Top Seven Sales Training Factors will make success more elusive. Addressing them properly, by contrast, will guarantee success! 

Top 7 Sales Training Success Factors

  1. Pre-evaluate the sales team, systems, and processes
  2. Formal, staged, milestone-centric sales process
  3. Trainable sales team
  4. Trainable and coachable sales managers
  5. Training the managers before training salespeople
  6. Salesperson training with sufficient time scale
  7. Sales leadership accountability

Here's a short explanation of why each of these factors matters:

1. Pre-evaluate the Sales Team, Systems, and Processes
In a well-received and timely white paper on Sales Force Excellence, Dave Kurlan's research showed that of the companies that saw "significant sales increases" due to the adoption of a formal sales process, 73% of them had evaluated their teams. A sales force evaluation should answer these four fundamental questions:

  • Can we be better?
  • How much better can we be?
  • What will it take to be better?
  • How long will it take?

Companies must find out why pipelines aren't full, why sales cycles are too long, and why closing ratios are low. What skills are they missing? What are the hidden weaknesses preventing salespeople from executing those skills that they do have? And how is management impacting their success?

An evaluation is interesting by itself, and is most useful when combined with the actions taken based on the findings. If you want to explore this idea for your team, click here.

2. Formal, Staged, Milestone-Centric Sales Process
It's an interesting statistic that 68% of the companies surveyed claimed to have a formal sales process. Yet, when tested, only 9% of salespeople actually follow a sales process. Further, and this data is available in the same white paper mentioned earlier, 75% of companies reported an increase in sales as a result of adoption of a formal sales process. The sales process becomes both the basis of training and the backbone of ongoing coaching.

3. Trainable Sales Team
To be trainable, there must be a sufficient number of factors that support training. Often, people use the word "grit" to describe someone who has what it takes to succeed, but regardless of what you call it, these factors must be related to sales as distinct from other roles or social contexts. These would include desire, commitment, outlook, motivation, and a willingness to toss aside any excuses for their outcomes. There is a range of trainability, as you might imagine. The more trainable the person, the less time it will take to ramp them up to a high achiever. Here's a fun and informative tool that lets you explore the 21 sales core competencies and provides a way for you to compare industry averages with your team.

4. Trainable and Coachable Sales Managers
Many sales managers are former successful salespeople who were promoted precisely for their selling skills. The assumption is that they will have no trouble explaining to others how to be successful, just like them. And while that's helpful, it doesn't correlate to their ability to recruit and ensure they are hiring the right people, to coach their team, to motivate them, or to hold them accountable. These abilities require different skill sets than selling. For managers to improve, therefore, they also must be trainable as described above so that they will learn the skills that the best managers use to create the most successful teams.

In addition, if they are not already "killing it," then they must also be coachable. If you happen to have (or are one yourself) a super-genius who needs no help from anyone, ever, and has a high-performing team who exceed their numbers every quarter, then don't worry about whether your manager is coachable. If not, then this could be a reason why training fails. Beware the manager who knows-it-all already, and even more so, beware the manager who is in the role for herself or himself, as they will be unable to foster an environment of constant improvement. Assuming the other factors are in place, managers who relish the improvements of others will help your sales training program succeed.

5. Training the Managers Before Training Salespeople
Before training the salespeople, and this is critical, it is important to train the managers first. When the salespeople start scratching their head, we don't want them to turn toward their manager and find them looking just as perplexed. It doesn't instill confidence and leads to a "Here we go again," mantra. For sales training to be successful, everywhere the salesperson turns within the company, they should find supportive language and attitudes related to the training. When asked, "why are we doing this?," the sales manager should not say, "I don't know. Let's see where this goes." Rather, they should say, "I've looked at this and I believe we're all going to get a lot out of it. I'd liked to see all of us get even better and hopefully watch our incomes improve."

6. Salesperson Training with Sufficient Time Scale
Everyone has heard of, or experienced the one-and-done training course, long on entertainment and short on staying power. "We laughed, we cried, no one remembers a thing." While day-long kickoffs are often required to introduce the material, the most important factor in retention is the amount of time spent reinforcing the material and allowing for practice, correction, and follow-up. For sales training to be successful, the concepts should be simple and easy to follow, and doled out in bite-sized steps that people can go try in the field and experience their own success with it. The steps should build on each other so the logic is obvious as the sales process unfolds and becomes ingrained in our everyday sales conversations.

7. Sales Leadership Accountability
Though the titles given to the role are wide ranging, there is usually of head of sales at the company. It's commonly understood that this person with their "head of sales" title is in charge of the entire sales organization. But that would be wrong. The chief executive of the company is in charge of sales. If you own a company, or are a shareholder in the company, are you going to listen to a CEO who blames the lack of sales results on the Sales VP? It turns out, that CEO (or equivalent) has the most important role to play in a successful sales training outcome. It doesn't have to be a time-consuming role, though it is necessarily the most important. 

The primary role of the CEO in the context of the sales organization is that she or he holds the sales leader accountable for the output of the entire team and for maintaining a team of people capable of producing that output. The corporate leader's insistence on sales improvements ensures that sales leadership follows through on initiatives like sales and sales management training and coaching.

My favorite example of how this works is from a client in the broadcast media business. The CEO wanted to position the company both for growth and for eventual ownership exit. It was clear that the entire team had to improve, quickly. The path forward included embracing a common sales process across the organization and training the managers how to coach to it. And it included training the general managers on how to read the reports and advise the sales managers.

To be successful throughout an organization spread across the entire country, the general managers had to be unified in their approach and ensure that sales managers developed enough coaching skills to make real improvements. I asked the CEO, "Are you ready to roll up your sleeves, read the reports yourself, and insist on consistency through the sales organization." He said, "yes," and he meant it. For an entire year, he read the reports and commented back to the general managers. His comments often got back to managers and even individual reps. Everyone knew he was reading the reports, so no sales manager could get away with taking a half-hearted approach. It worked. In an age of declining "old media," within a year, the company grew and was successfully sold.

Sales Leadership Accountability may be the last item on the list of the Top 7 Factors to avoid sales training failure and ensure success. Yet it is by far the most overlooked factor due to a common failure to see the role of the executive team and indeed the role of the chief executive as crucial roles within the sales organization. Getting this right almost guarantees success, however. When the entire organization knows that the exits are blocked when it comes to the sales training program, they embrace it. Once leadership proves it's for real and here to stay, the team has no choice but to make it work. What are you willing to do to provide that much clarity to your team so your investment in training pays off for everyone?

 

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Photo Credit - Copyright:  Aleksandr Khakimullin  (123RF) 

 

Topics: accountability, Sales Accountability, sales leader, Patrick Lencioni, sales and sales management tips, 21 sales core competencies, grit, sales data, coaching culture



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