Sales Training – Managing Director

When am I training?

Wage agreements and interviews often indicate that employees think they are not trained enough, they are insufficiently aware of expectations that they receive too little feedback. Consultants, scholars, human resources staff, some senior executives and almost all joint training departments constantly push managers to dedicate more time to training. Yet, neither managers nor their direct reports can tell you when "training" is found and whether anyone has been trained.

Why? There is no shared definition. Sales managers, salesmen and trainers describe training based on what they have experienced with regard to their activities, including:

  • Expectations
  • Trainer Training
  • Feedback Feedback
  • Development to Improve
  • Lots of Short Response and Management

The blended rubber mixes old sports model models with new mumbo jumbo, academic research and training plans to produce frustration and confusion. Since business managers and sales managers have a good time in any project, we need definitions of "what's a vendor" and "what sales management" that managers can use.

Defining training context

To start is a training process, not an article, no event, not a kind of discussion. The training process serves purpose; you coach to reach the goal. The coaches we've met started thinking about training by answering three questions:

  • Why do I practice training? What is the goal?
  • What are the conditions? How much damage is done if we do not reach the goal?
  • Who am I training? What do they need from me to fulfill the purpose?

The answers to these three questions help them prioritize their commitment to time training, frequency and scope of conversations and their focus on training.

Define Your System

Successful salesmen have developed "systems" that work and that they can teach so that others can achieve successful goals. The primary responsibility of the Sales Representative of the Commission is to define (or have a different definition) the "success path" or "system" that will enable them to succeed.

Look at any good officer, from sales to symphonies on football fields and you see a system. Intervene in any successful election campaign; You will find a system that allows ordinary people to produce more results over and over again. The system defines performance in detail:

  • Correct actions,
  • Done on time,
  • At the right rate,
  • Correctly.

People who are serious about achieving a goal, reach a good coach because they know a coach, have a system to get the job and that if they use a coach and # 39; system, they will succeed.

In sales, this means having a "manual" manual that describes how your business and your team, and everyone in it, operate. The manual describes business development and sales processes in detail – correct actions, correct timing, correct frequency, and specific methods.

For example: When do you meet your sales representative in training? What content do you cover? What looks like an acceptable suggestion, how many should anyone submit a year to success?

If you can not define the best shipping system for your sales group, you're not well placed on a coach.

Work the system in three stages

When the coaches are developing and executing them, workouts on three levels:

Strategic – the plan. In sales, this involves setting up a project for the team, tailoring their customers, choosing products or services to emphasize and share sales resources to customers.

Statistics – the relationship between activities and results. This means linking sales process data (ie scrap) to sales so you can prioritize operations and forecast performance.

Behavior – What People Do and How. This includes sales group practices, internal and external communication and personal management.

The higher the sales managers, the more attention they should pay for the "strategic" and "statistical" aspects of the system and the implementation of sales management actions.

When the Sales Representative meets their direct reports (District, District Manager or Sales Representative Sales Manager), they should train on all three levels:

  • Observe performance at all three levels (strategic, statistical, behavioral).
  • Check gaps between what you see and what the system says you should see.
  • Communication observations with sales manager.
  • If necessary, advise sales managers about what to do, when to do, or how to make a policy, activity management, or certain sales practices.

Sales Representative & # 39; s Manager expectations, along with responses and consequences, change in behavioral areas. Changes in sales management operations involve sales and sales. Sales managers, with direct training in individual salesmen, should work with the same three levels of training with their sales representatives.

Are you getting style level

Style is important. As a coach, you need to connect with your team to interact. You must sign up for your vision of what's possible for the team and why it's worth going up in the morning.

At the same time, remember what they want from you. They want to know that you can help them succeed. If you can show that your system works, you tend to attract people who want to work for you … and the people who work for you are already ready to fix their style because you know it yet Achieve their goals if they follow your training.


Leave a Reply

Your email address will not be published. Required fields are marked *