When putting in place a comprehensive sales training curriculum, there are always critical performance areas which do not lend themselves to classic sales training design. Models for improving sales performance are lacking and the classic learning methodologies just don’t seem to make sense as a path forward.
On the other hand, there are individuals within your organization that are very accomplished in these same “tough to deal with” performance areas. And, in many situations these are the same individuals who just happen to be your top performance when it comes to sales results.
Sales Momentum has had substantial experience in custom designing learning experiences to address this challenge. The developmental process for designing an experience that can help Sales people improve their performance involves the following approach:
First, it is important to recognize that the answer is not a classic training experience. Instead it is a highly focused Master Seminar that leverages the best practices of your top performers. The steps in the developmental process are as follows:
- Define the performance area with clarity
- Identify top performers
- Hold a series of interviews or focus group with top performers to identify learnable best practices
- Create learning frameworks and to introduce the performance area and best practices to the target audience
- Create the seminar design and materials.
Take a Deeper Dive into the Master Seminar – Showcasing Some Sample Topics …
Developing future leaders – lessons from IBM – Sales leadership positions are demanding – in any organization – at any time. And this proposition is becoming more clear today than ever! The economic environment has ushered in an additional set of expectations. Read more.
Making the transition from salesperson to sales manager – Sales people often are promoted into sales manager positions – primarily based on their sales success. While congratulations certainly are in order, success in these situations raises some unique challenges.Just because a sales people excelled at face-to-face selling doesn’t mean they will excel as a sales manager. Sales managers responsibilities extend far beyond face-to-face selling. Yet, new sales managers often are promoted without receiving a lot of help in building the relationships and 
skills required to be an effective sales manager. This post looks at some of the relationship best practices new sales managers must make in transitioning.
What do you wish you knew when you started selling? – What an intriguing question! So, we asked five successful sales people and ales managers: “What is one piece of advice you wish you had when you started selling?” We found seven nuggets to pass along. Nuggets like these are especially valuable for new sales people … speeding up their learning curve.
Creating value – top sales managers share five ideas for new sales reps – When new sales reps get their first territory, the assignment comes wrapped in excitement – and a bit of terror. All sorts of questions float through the sales rep’s mind, such as “I’m new, so how can I be credible?” and “How can I provide value to my customer?”We asked first line and middle level sales managers at a Fortune 500 company: What would you tell new sales reps about how they can learn to provide superior value to their customers? Here are some of the points they shared with us.
