Why Sales Training

Doesn’t Work

by

Ian Segail
 Is your training program a waste of time and money?

Quick Quiz

Which of the following statements best describes your feelings about the
sales training programs you have taken or have put your Sales Team
through?

1= Completely satisfied - Sales training always yields visible and

measurable results

2= Fairly satisfied - Sales training seems to be beneficial, but does not

always yield the required results

3= Unsure – The Sales Team is generally happy and business is moving

in the right direction, but I'm unsure whether training is a
contributing factor

4= Fairly dissatisfied - Sales training is something "nice to have" that my

Sales Team could probably do without

5= Completely dissatisfied - Sales training is an expensive waste of time

and resources

If you're like most managers who arrange sales training for your Sales Team,
you're unlikely to report being "completely satisfied" with its worth.

McKenzie Consulting regularly surveys senior Sales Managers in medium-to-

large sized organisations and the following comments are, unfortunately, very
common.

"They seemed to enjoy themselves, but two weeks later we saw very
little change." (Regional Sales Manager, Automotive Manufacturer)

“Overall the training was good, but the problem is in getting the guys to
implement the new skills. Nothing really seems to have changed
much."(National Sales Manager, Building Industry)

"My people go on these courses and get pumped up for a day or two
and then their performance slips back to what it was before the training
- and in some cases even worse because they’re confused" (State
Sales Manager, Retail)

If you've ever attended a training course yourself, it's not hard to see the
reasons why.

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You enjoy the course and leave energised, with great intentions and a list of
things you want to do differently once you're back at work. But, by the time
you get back to two days' worth of unanswered emails, calls to return and
proposal deadlines to meet, it’s another ten days before you even stop and
think about the training. The moment for change has passed you by.

Training impact studies 1 confirm that the knowledge gained at a seminar

or workshop falls off significantly within just a few days of finishing the
course.

And given the way people actually learn, this isn't at all surprising. Even so,
we continue to expect that the sales training event itself will make a
measurable difference in light of strong evidence that this is unlikely to
happen.

Let's think about this logically. Would you send your child to a two-day course
to learn to play the piano, and expect them to good enough to compete or
pass exams with their new skill? Of course you wouldn't.

Yet isn’t that the expectation we have when we send our salespeople on a
two-day “sales training" program, our Sales Manager on a course to “Improve
People, Productivity and Motivation”, or our Call Centre Manager on a two-
day “Financial Management for Non-Financial Managers” course?

Why most sales training just doesn't work

Whilst the right sales training course is a key ingredient in changing
behaviour, the sales training event on its own is and can never ever be the
"magic bullet."

Change is a process; it's not an event

Achieving a sustainable and real change in sales behavior requires much

more than sending your salespeople off to be trained. To get salespeople to
measurably improve and begin to do things differently requires a different
approach. If we want to see “real” behavioral change and get a return on our
investment, we need to use proven adult learning strategies and behavioural
change tactics to boost their knowledge and enhance their capabilities. This
means making a departure from the traditional way we approach sales
training.
1
Training impact studies include Determining the Return on Investment of Your Learning
Programs - Accenture 2003; Determining Training Return-on- Investment (ROI) by Ron
Kurtus –2001; Why do students leave? Leaving vocational education and training with no
recorded achievement - Professor Victor Callan, Adelaide National Centre for Vocational
Education Research, 2005; What makes for good workplace learning? - NCVER (Project no:
cp0207)

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Historically, very little thought or effort was made in terms of preparing the
participant to get ready to learn prior to the training event taking place. In most
cases, when the participant returned to work, only “lip service” was given to
the follow up process to make sure they integrated the things they learned
during the training.

Generally, most of the learning is expected to occur during the sales training
event itself. This is where the participant is exposed to new information, tools
and tactics. Most Sales Managers live in the hopes that the sales training
event will be engaging; the participant will emerge with a new vision of what is
possible and pick up a few key tools that they will make a part of their sales
routine.

Through its many studies and reports, the National Centre for Vocational
Education Research (NCVER) has shown that after a typical training event,
the participant's performance actually tends to drop as they attempt to apply
and integrate their new knowledge and behaviours back in their work
environment.

The problem is that most sales environments are not set up to support the
participant and it isn't long before workplace pressure, and the individual's
natural resistance to change, pulls them back into familiar territory and
habitual ways of working and selling. The new knowledge is quickly forgotten
and it is not long before performance returns to former levels.

The following diagram illustrates the traditional approach to training.

Figure 1
The Traditional Sales training Approach (Franklin Covey)

Is it possible to actually guarantee a return on investment

from training?
For sales training to deliver on its promises, the “sales training event” must be
seen as only one element of the learning process.

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McKenzie Consulting has developed the Total Learning Process™, a proven
and results-oriented sales training system that guarantees ROI from sales
training by blending five key pieces of the learning puzzle.

The Total Learning Process™

1. Relevance – Prior to any training being delivered, the content, case

studies and exercises need to be vetted to ensure its relevance to
workplace outcomes.

2. Pre-workshop preparation - Prepare the participant prior to their

attendance at the sales training event to accelerate the traction of the
new tools and learning.

3. Event Engagement - The sales training event must engage the

participant, delivering both insight and inspiration to transform
behaviour.

4. Post-sales training execution – The individual learning outcomes

must be followed up on and coached to ensure integration of desired
behaviors into the workplace.

5. Accountability and measurement - Fine-tune the learning effort,

tweaking until complete behavioral change has been achieved.

1. Relevance

Relevance checking is the first step in the Total Learning Process™.

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Adult learning theory tells us that adults want reality and that adults are
motivated to learn and apply only that which is relevant to them.

Malcolm Knowles, one of the most respected names in adult learning and
author of The Modern Practice of Adult Education, reports "I attended a course on
"adults are most interested in subjects that have immediate sales management and
relevance to their job or personal life". team development and
whilst the theory made
Research by the Huthwaite Research Group reports that, sense, in reality I didn't
find the course very
“Learners remembered more than four times as much from useful.
sales training sessions that were perceived as highly relevant
to their jobs than they did from sessions that were seen as low Many of the techniques
in relevance." and theories seemed to
be appropriate for
managing large teams of
Relevance significantly accelerates learning, increases sales people and I only
retention and makes learning more fun and interesting. have a team of five
reporting to me. I just
Questions to ask when investigating relevance include: didn't see how I would
be able to apply some of
the strategies in my own
• Can the sales training be customised? working environment."
• Does it validate learners' current knowledge?
• Will it reflect learners' on-the-job experience? Sales Manager -
• Does it include relevant case studies? Wholesale
• Does it allow learners to benefit from the knowledge of
other group members?
• Will it reflect and reinforce your preferred business processes?

2. Pre-Workshop Preparation

Pre-workshop preparation begins the change process by "Even though my manager

helping participants to “buy in” to the learning experience up had already pointed out my
skill weaknesses, the on-
front, before the learning event. line skill assessment that I
had to complete prior to
It sets the stage for the sales training event by creating a attending the sales training
context for the sales training and matching it with the course really brought home
participant’s performance objectives and selling skills gaps. where I needed the most
work.

During pre-workshop preparation, the learner should be asked The pre-course reading
to gather data about their current challenges and successes, and exercises have also
and any examples that can be used during the sales training helped me to understand
session. When a salesperson is cognisant of their skill gaps how the course is going to
help me. I am really looking
and how those gaps impact their ability to write revenue, it forward to the workshop - it
helps to speed up the learning process. looks like it's going to be
very helpful."
Our experience shows that by completing pre-workshop
preparation the learner is more likely to become an active Key Account Manager –
IT Services
participant in the training.

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Pre-workshop activities may include:
• Research
• Reading background material
• Completing practical or written exercises
• Completing assessments, profiling or
diagnostic tests
• Connecting the salesperson’s learning
objectives with those of the course content
and their job performance
• Identifying internal support and resources
• Formal activities designed for recognition of
prior learning (RPL)
• Creating a “learning agreement”
3. Event Engagement
The sales training event itself is where most sales
training organisations expend most their time and
energy.
A sales training event will have most impact when:
• The topic is relevant to the learner's needs
and builds on their previous experience
• The sales training offers a new perspective
that expands the learner's concept of what is
possible
• Participants can easily see how mastering
the content will improve their workplace
performance
• Participants are able to experiment and
practice new behaviours in a safe
environment
• Participants expand their network and
develop learning relationships with other
attendees
• Participants are inspired and motivated to
change their behaviour
• Participants develop an action plan moving
forward to begin to change their below par
behaviours
On its own, the sales training event will not increase
performance, but a powerful “learning event” can be the catalyst for
organisational learning where individuals are inspired to share their
knowledge and teach others.
Why Sales Training Doesn’t Work - Prepared by McKenzie Consulting
National Fashion Retailer gets a
sales boost from training
A National Australian fashion retailer
embarked on a new sales training
program.
Store Managers and Assistant
Managers attended a two-day sales
training workshop four weeks before
the sales training was to be rolled out
to the rest of the retail team.
The sales training strategy called for
the Store Management team to
practice and integrate the selling
techniques until they were familiar
with them and had actually seen
them work. This was done before
passing any of the new selling
concepts and ideas on to their staff.
Enthusiasm and the momentum
generated by the sales training were
hard to contain as all the participants
wanted to share their new knowledge
down the line with their team.
In addition, once they saw the
success their managers were having
on the selling floor with the new
selling tools, other retail staff began
asking their Managers to show them
how they might use the new
techniques.
Four weeks later, with a strong belief
in what they were doing and a team
of motivated learners, the Store
Managers and their Assistant
Managers launched and
implemented the new sales training
for their store sales people.
"Buy in" and adoption of the new
sales methodology proved very
successful with all stores beating
their store sales budgets during the
traditionally quiet retail months of
February and March.
7
 4. Post-sales training execution

Organisations that are serious about achieving a return on their sales training
investment make sure that the sales training content is integrated into the
workplace. To help do that they make sure they provide individual follow-up
and support.

This phase of the Total Learning Process™ ensures that measurable results
can be achieved. By providing follow up coaching and support to assist
individual salespeople to implement and apply their new knowledge and skills,
Sales Managers ensure that the time, effort and resources invested in the
development and running of the sales training bears measurable” fruit”.

Post-sales training execution and follow-up tools may include:

• High-Performance Coaching
• Post-Sales training Execution Plan & Learning agreements follow up
• Post-Sales training accreditation, assessment and/or diagnostics
• Follow up, self-paced learning modules
• Follow up workshops
• Mentoring program
• "Teach others" program
• “Buddy-coaching” Program

High-Performance Coaching

Studies by Neil Rackham, the renowned sales effectiveness researcher and

author of SPIN Selling, show that 87% of the learning from a workshop will be
lost within thirty days if there isn't a coaching intervention by the participants'
Sales Manager or workplace coach.

High Performance Coaching is one of the most significant post-sales training

interventions supporting the learner to integrate their learning into the
workplace.

A High Performance Coach works with the learner to provide them with
instruction, guidance, positive reinforcement, and accountability in the
achievement of their sales goals. Typically the coach is the learner's
supervisor or Sales Manager.

High Performance Coaching is an important business skill for those in sales

leadership roles. McKenzie Consulting offers High-Performance Coaching
Sales training and coaching to supervisors, Sales Managers and sales
leaders with responsibility for writing top line revenue.

High Performance Coaching helps the newly trained salespeople to "buy into"
the change effort and to develop the skills to effect meaningful workplace
change.

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 What are learning agreements?
Learning Agreements are essential to achieve a return on sales training
investment and to ensure that learning is integrated into the workplace

A Learning Agreement clarifies work performance expectations and spells out

how learning will be integrated on the job. A Learning Agreement will list the
following:

Competency Expectations
Results and Accountabilities
Resource Requirements
Signposts/milestones
Consequences (e.g. sales training payback)

Prior to attending the sales training event, the participant meets with their
Sales Manager or trainer to document the desired results from the learning
experience. They will also discuss consequences for successful or
unsuccessful implementation of the learning.

The actual sales training event becomes more meaningful because the
participant is being directed by the Learning Agreement and is focused on
attaining the knowledge and skills required to fulfil it

Having attended the sales training, the learner meets again with their Sales
Manager or coach to review the Learning Agreement in light of the
information, skills and knowledge gained from the training.

The coach then reviews and redefines the post-sales training action plan with
the learner in order to make sure the Sales Person will accomplish the desired
performance objective/s

For an example of a Learning Agreement, please see Appendix B of this

document.

5. Accountability and Measurement

There is a saying in management that “what gets measured gets done; what
gets recognised gets done even better.”

The primary purpose of sales training is to improve an individual’s sales

performance and ultimately the performance of the organisation. Therefore,
sales training and development efforts must be tracked, measured and
rewarded to ensure a positive impact.

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To achieve ROI on sales training, we must first measure an individual's
competencies 2 for their sales role and determine the gaps. Following the
sales training we conduct a further “on the job” sales performance
assessment following the sales training event.

Specific individual performance measures (KPIs) should be written into the

Learning Agreement. For example, increased sales production, a reduction in
time waste, improved customer retention, increased sales margin, improved
teamwork or motivation etc.

The Learning Agreement then maps the competency improvement required to

achieve a specific KPI, for example:

KPI = Improved sales conversion rate from 1 in 7 to 1 in 4

Competency required = Customer needs diagnosis (listening and

questioning)

Sales training requirement = Focus on customer needs diagnosis

Conclusion
It is an unfortunate fact that the majority of sales training conducted fails to
deliver the expected increase in productivity or performance. Very few sales
training programs actually change behaviour. Many sales programs are run as
an exercise in “ticking the box” – Yes, I have officially trained my salespeople!

The simple truth is that if you are going to end your salespeople to a sales
training event you are only likely to see a measurable return on your
investment if you ensure that the material is:

• relevant and customised to suit your sales operation and market;

and
• each individual has been well primed and prepared prior to their
attendance;
• the sales training event engages and inspires;
• you are prepared to follow up and coach the salesperson to
ensure integration;
• keep holding them accountable, measuring and tracking their
behavioural changes as a result of the sales training.

2
Competencies are the measurable and observable knowledge, skills, abilities and
behaviours that contribute to success and performance in a role.

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 Appendix A

Audit your Sales Training Effectiveness

Question Yes No
Are you 100% satisfied that your investment in sales training
consistently yields visible and measurable results?
During tough economic times is sales training one of the LAST line
items targeted for cuts?
Is your work environment geared up to support learners when they
return from training?
Is sales training consistently customised and made relevant to your
business, using specific language, workflows, examples and scenarios
reflecting the learners' on-the-job experiences?
Do your sales training programs always contain a pre-sales training
preparation element, where the learner is required to gather data about
their current challenges and successes, undertake pre-reading and
pre-work?
Do your leadership and management team always "buy in" to sales
training and commit to helping learners to achieve performance
outcome?
Are learners always pre-assessed, profiled or asked to complete a
diagnostic prior to attending a "sales training event”?
Does each learner have performance and learning objectives set prior
to attending training?
Is each learner always clear on the support and resources available to
them following training?
Are learners always able to see how mastering the sales training
content will positively impact their workplace performance?
Are employees that attend company-funded sales training programs
expected to fulfil a Learning Agreement/contract, which clarifies work
performance expectations?
Are consequences for successful or unsuccessful implementation of
learning discussed before and after each sales training event?
Do you formally assess each learner’s skills following training?
When a learner returns to work after training, are they supported by a
High Performance Coach who helps them to execute and integrate
their learning into the workplace?
Are your supervisors, managers and leaders qualified and motivated to
take on the High Performance Coaching role?

McKenzie Consulting specialises in helping organisations to boost ROI from

their sales training investment. If you answer "no" to more than two of the
following questions, you will benefit by contacting us to arrange a no-
obligation Complete Sales Capability Audit that reviews your current sales
skill/capability and your current capability development process, and then we
match it against the principles in the Total Learning Process™.

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 Appendix B

The Learning Agreement

The statements included in this Learning Agreement will form the basis of an agreement
between ………………………………………….and the XYXZ Company PTY LTD. This
agreement explains what you can expect from the XYXZ Company PTY LTD and what we
expect from you.

Learning Expectations

• Build up needs diagnostic capability

• Develop listening and questioning skills
• Learn to effectively use needs diagnostic process to identify customer ROI
requirements
• Learn Qualification for “Fit”
• Learn effective tactics for taking the sales forward – Next Steps
• Learn to write an effective Business-case ROI proposal
• From date of course you will have 90 days to integrate the above skills
• Joint Call Skill Assessment to take place on the 17 August
• Expected result= Competent
• KPI = Improved conversion rate for second visit with key decision makers from current
1 in 8 to 2 in 7
• Milestones top be set post course

XYXZ Company PTY LTD will:

• Provide you with the tuition fees to attend the Super Sales Skills Seminar.
• Provide you with reimbursement for your parking and meals for the 2 days of the
course
• Provide you with an agenda, learning outcomes and course guide.
• Provide qualified and experienced mentoring during the course itself, should you
have any questions or concerns as to the content or applicability. Should they be
absent, you will be informed.
• Ensure that you have a personal tutor to support you on your return to the workplace
post the seminar. This will be someone who is well versed in he course content and
it’s application for your particular market segment
• Provide you with access to coaching, counselling and advice, learning support, and
follow up material and resources.
• Provide you with regular feedback on your progress and evidence of your
achievement and behaviour change.
• Provide opportunities for you to express your opinions about the challenges you have
in integrating the new skills, tools and sales tactics into your own selling routine.
• Return your post seminar workplace skill assessment within 48 hours of the
assessment taking place
• Provide you with ongoing advice and in the field support.

We request you:

• Attend all sessions punctually or explain absences/lateness. (If you have

unauthorised absence, the course tuition will be deducted from your pay)
• Switch off mobile phones during seminar.
• You will be an ambassador for the XYXZ Company PTY LTD, so ensure you
represent the company in the best light at all times.
• Complete and submit your post seminar assignment and within 10 days of the
seminar or negotiate a time extension.

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 • Only present your own work for assessment. Presenting other people's work as your
own, or allowing others to use your work in this way will result in the course tuition will
be deducted from your pay.
• Take responsibility for your own learning and play full out making sure you take
advantage of all the opportunities to learn what is expected of you whilst on the
course.
• Ensure you show up for your weekly Sales Performance Coaching sessions.
• Let me know should you decide for whatever reason not to attend the course with in
10 days prior to the course date or you will be charged the full tuition fee as there are
no refunds.

If you break the Learning Agreement.

Should this Learning Agreement be broken by you for any illegitimate reason the following
process will apply

1. Your Sales Manager/Coach will speak to you and warn you that you have broken the
Learning Agreement. – Develop a strategy together to get back on track
2. Should you continue to break the Learning Agreement -A meeting (In person/tele-
conference) with the National Sales and Marketing Manager
3. A decision will be made to either together to get back on track or you will be charged
back the seminar tuition fee over a 3 month pay period

If you think Your Sales Manager/Coach has broken the Learning Agreement...

If you think that Your Sales Manager/Coach or the company is not keeping to its side of the
Learning Agreement, you can raise the matter with the National Sales and Marketing
Manager. If you are still not satisfied with the result, you will need to file a “Concerns and
Complaints” form 316 and lodge it with your HR Representative to resolve.

Signed ……………………………… Sales Manger for XYXZ Company PTY LTD

Date: ……………………

Signed ……………………………… Sales Executive

Date: ……………………

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