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  • - [Norman] Welcome to The Sales Readiness Show. This is the show where we

  • answer your questions about sales, sales management, sales coaching and a

  • personalized development of your team. We're excited to share our point of view

  • with you and today's featured question is...

  • - [Woman] To what extent should a sales manager be involved in delivering,

  • executing the trainings themselves? Is their primary role reinforcement in

  • coaching or should they be doubling as a trainer?

  • - That's a really excellent question. Something that comes up a lot from

  • clients. You know, we believe the sales manager should have a very active

  • role in the training and development of their teams.

  • That said I'd kind of make three distinctions. I would look at formalized

  • training, informal training and personalized sales coaching.

  • Let me start with the first. The formalized training is really a sales

  • training program. That may be run over a couple of days, then go through some

  • ongoing reinforcement, followed up by personalized coaching. The actual

  • classroom component of that is probably best led to professional facilitators who

  • can deliver that training.

  • That said it's the best practice for the managers to attend.

  • They can observe their people. They can certainly join in the conversation and

  • really get a good benchmark for where their sales professionals are at.

  • Once that training's delivered though, you have informal training

  • and that can happen pretty frequently. It can be in the weekly or monthly sales

  • meetings. You could pick a topic like overcoming difficult objections

  • or if you have an initiative to drive new business, prospecting for new business.

  • Or maybe doing a better job of presenting value so you're not kind of really stuck

  • in the price trap, and that kind of informal training, group discussion,

  • sharing of best practices, maybe even a little bit of role playing is really

  • healthy for the sales meetings and what I would call informal training.

  • And then the most important role for the manager is really individualized or

  • personalized sales coaching, and that's working with each sales person on two to

  • three key skill areas that they can develop each quarter. And that should be

  • a individualized plan where you've kind of collaborated with a sales person and

  • say, "Hey, you know, over the next quarter, let's work maybe on identifying

  • customer's priorities. Maybe doing a better job of presenting the

  • value that we offer and maybe overcoming some difficult objections," and then based

  • on those skills you would observe some sales calls, provide feedback and then as

  • they improve you would reset the coaching plan.

  • So to recap we think managers should be involved extensively in training and

  • development. When it comes to the formal classroom training, probably best left to

  • training development professionals with the managers attending as they can.

  • Informal training, a great role for the managers. A great way to get their team

  • involved. Maybe even periodically have a member of their team kind of lead a

  • session in something they're particularly good at, so you're actually

  • starting to leverage the team's expertise.

  • And then the personalized coaching probably the most important role for the

  • manager in terms of ongoing skills development. Hope that helps. Thank you.

  • ♪ [music] ♪

- [Norman] Welcome to The Sales Readiness Show. This is the show where we

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B1 US training coaching personalized role informal development

Role of Management in Sales Training | SRG Insights EP 01

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    lawrence posted on 2018/09/19
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