Sales training programs should be designed to achieve maximum participation on the part of the audience. It has been proven time and again that audience participation in sales training is one of the most effective methods of developing both an attitude for learning and an attitude for successful salesmanship.
Next, enthusiasm must be created. Enthusiasm is one of the most important traits a sales meeting leader must possess - because it is contagious. Participants in the training program will learn very little if they are bored, inattentive or mentally falling asleep.
Additionally, the participants must believe in the program; he or she must believe in the content of the program and that the program will provide personal value. Sales people must have an answer to the question 'What's in it for me?' (WIIFM). Sales people earn their income by being in front of their customers - not by sitting in meetings. Consequently, the training session has to have compelling value to the sales person to be successful.
Assuming that your salespeople enter the program in the right frame of mind - that is, with the proper attitude - and assuming further that this attitude is strengthened by the content of the program itself, it's time to review the factors that contribute to the learning process.
Program Preparation
It's logical to assume that the starting point for successful sales training is the preparation of the contents of the program. But strangely enough, this is the one area most often neglected. It is not unusual to find a two-hour training program for which the 'preparation' was a 20 minute review immediately before the program started. The result of such planning - or lack of it - is, of course, a disorganized, uninteresting session which falls far short of accomplishing the desired objectives. Thus, it can be safely stated that adequate program planning is vital to a successful training session.
An additional mistake some companies make is hiring an outside trainer that provides a 'Canned Program' with very little knowledge of the industry or the sales force. Some even violate that 'Cardinal Rule' - Never hire or appoint a sales trainer that has never carried a bag. Consider this; how can a trainer have any credibility about sales if they just spout off theory and have never walked in the shoes of a sales person?
In general, the meeting leader who has properly prepared the meeting, has sales experience, knows the industry and is prepared to work with visual and other aids, is likely to provide a successful program.
The Flip Chart Phenomenon
One of the main points that is often listed under the objectives of a training program is that of stimulating the thinking and developing the reasoning power of the participants. This thinking and reasoning is encouraged by the use of properly framed discussion questions that tend to draw out information from the group. Certain types of these questions, however, are often the type, which require the use of a flip chart. When this is the case, the thinking of the group is found to be definitely stimulated and it's reasoning powers increased by the act of charting the thoughts of the group. The Flip Chart Phenomenon takes over if the trainer is skilled at utilizing it effectively.
The flip chart has a tendency to draw in all members of the group. This makes for a more complete and thorough analysis of the problem. The Flip Chart Phenomenon is based on four basic principles. Launching this phenomenon starts by selecting the essential points in a discussion and posting them on the flip chart. The points selected through discussions are critical toward motivating the group to release their creative and innovative thoughts; This requires the leader to follow the four basic principles of the Flip Chart Phenomenon.
1. Listen carefully to all that is being said.
2. Exercise good judgment in deciding which points are listed on the chart.
3. Be tactful in selecting pertinent and suitable material.
4. Condense thoughts to as few words as possible.
By following these four principles, the leader will ensure that the charting notes are meaningful and the power of the 'Flip Chart Phenomenon' will be released.
Program Tempo
Controlling the rate at which a training session moves is an important element in program leadership. When the rate is slow, a great deal of time is devoted to the discussion of every minute phase of the topic so that participants get bored. Their perception of value is quickly diluted. When the rate is too fast, the group makes comments too tersely so that the subject matter is gone over too quickly and many may just not get it.
Groups differ in the speeds with which they will absorb and understand information. A skilled session leader understands this and controls the program tempo to fit the majority by being extremely observant and asking key questions of the participants. At the same time, attention is paid to those that can't quite keep up. The leader's skill is the controlling factor that serves to modify the rate of speed.
It is safe to say that all sales people need some training. Even the accomplished sales person who has been selling for many years needs training on new products and a continuous review of their selling skills.
[About the Author: Rick Johnson, expert speaker, wholesale distribution's 'Leadership Strategist', founder of CEO Strategist, LLC a firm that helps clients create and maintain competitive advantage.]
No comments:
Post a Comment