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Digg it UP - Is It Time To Rethink Your Sales Training Program or Is Your Sales Training Delivering Results?
Use This Quick 3-Question Evaluation Process, So You Can Be Sure Your Message Will Sell!EVALUATION #1: "Well, I Would Hope So!" When you make a claim, don't think about it in terms of words coming out of your mouth. Think of it in terms of words entering your prospects ears. Then you'll realize how ridiculous some claims actually sound.Whenever you make a claim, ask yourself if the prospect will immediately echo this response: "Well, I would hope so!" For instance, an insurance agency faxed me the following reason to choose them over their competitors: "We will be there for you when you have a claim." Well I would hope so! You're an insurance agency! Isn't that what you do?Statements like this have as much meaning as the haircutter telling you that your hair will be shorter after it's cut, or as the gas station attendant telling you that you'll have more gas after your tank is filled. Always, always, always ask this important evaluation question whenever you make any claim. Avoid pointless claims and it will impr
7. If training or development curriculum is based upon “core” competencies, how many times have you had to repeat the training?
None 1 time 2 times 3 times 4 times or more
If you answered more than none, then is a core competency based curriculum, truly effective and creating the desired end result of transformation?
8. Is the training or development based upon “desired” results?
No Yes
If you answered No, then why are you undertaking this training or development?
9. If the training or development is based upon “desired” results, how many times have you had to repeat the training or development?
None 1 time 2 times 3 times 4 times or more
If you answered more than none, then potentially, the desired end results were not clearly communicated within the ENTIRE organization. (Refer to above Question 5, the side question.)
10. Is the training or development based upon weaknesses or upon the strengths of each individual within the organization?
Weaknesses Strengths
If you answered, weaknesses, then the question is why do winning teams win? Is it because of their weaknesses or strengths? Training or development should be strength-based not weakness-based. A strength-based curriculum ensures that everyone is leveraging their assets while working to improve their potential strengths and weaknesses.
This quick assessment as well as the hints and questions are designed to help you easily recognize where your current efforts might be redirected to ensure that your sales training and development is truly de
All customers have a choice to make. Sometimes that choice is between your product and your competitor’s, but sometimes it’s not. Often, the customer’s choice is simply whether to buy your product or nothing at all. If this is the actual choice your customer faces, it is important to determine this early in the conversation. Doing so will help you to use a tone and message that directly relates to your customer’s emotional reasons for considering your product.There are some salespeople who are so focused on why their product is good and their competitor’s is bad that they forget about the actual customer. Your customer wants a solution to their problem, and the only way to solve that problem is by understanding why they came to you in the first place. They want your attention to be on them, not your product.Talk about their individual buying motives for their purchase, not the technical or logical reasons why they should buy your product. This may seem counterintuitive, but it will encourage your customer to take action, and will create an environment wh
Extensive research conducted by the American Society for Testing and Development (ASTD) discovered direct training expenditures were 2% of payroll costs with another 10% of more in indirect costs. With all of this interest and dollars being invested in training and development for improved sales, possibly now is the time to assess your sales development.
The following evaluation is for you, your manager, or your organization to determine the effectiveness of the current sales development initiatives within your company. After taking this quick assessment, some thoughts and questions to consider have been provided to help you truly discover how to secure the sales development results that you desire and more importantly require in today’s highly competitive global business market.
1. Are the learning engagements training (learning a new skill) or development (enhancing a current skill set to improve the already learned skill)?
Training Development
2. Is there a minimum of 50 hours of training or development per year devoted to the development of the necessary skills, knowledge, attitudes and habits necessary to become a world class organization?
No Yes
3. Is the training or development offered on a weekly or biweekly basis providing ongoing opportunities for application and feedback?
No Yes
4. Is the training or development offered on a monthly, quarterly or annual basis where learning engagements exceed 6 hours per day without opportunities for application and feedback between learning engagements?
No Yes
5. Is the training or development aligned with the current organizational goals and supported from the top down by the CEO and executive committee?
No Yes
6. Is the training or development based upon “core” competencies? No Yes
7. If training or development is based upon “core” competencies, how many times have you had to repeat the training?
None 1 time 2 times 3 times 4 times or more
8. Is the training or development based upon “desired” results?
No Yes
9. If the training or development is based upon “desired” results, how many times have you had to repeat the training or development?
None 1 time 2 times 3 times 4 times or more
10. Is the training or development based upon weaknesses or upon the strengths of each individual within the organization?
Weaknesses Strengths
Thoughts and Questions for Your Consideration
Now, that you have completed this straightforward assessment, the following thoughts and questions are designed to help you determine the effectiveness of your current sales training or development.
1. Are the learning engagements training (learning a new skill) or development (enhancing a current skill set to improve that already learned skill)?
Training Development
If answer was training and the objective is to learn a new skill, you are right on target! However, if your people already possess skills, then the learning needs to focus on development. Development goes beyond training and works to build the What’s In It For Me (WIIFM) leading to the What’s In It For Us (WIIFU).
2. Is there a minimum of 50 hours of training or development per year devoted to the development of the necessary skills, knowledge, attitudes and habits necessary to become a world class organization?
No Yes
If the answer was Yes, GREAT! You and your organization are committed to the your people and to reaching that next level of success. However, if any part of the answer was NO and you want to create a World-Class Organization, how are you going to achieve that goal? Much of the traditional training or development focuses on only knowledge and skills. Yet, performance failure more often than not is because of poor attitudes and habits. Attitude redevelopment is the KEY driving force to changing behaviors and securing sustainable results. Remember, if your people have spent at least 20 years learning something, one or even 10 hours per year will not significantly change their behaviors.
3. Is the training or development offered on a weekly or bi-weekly basis providing ongoing opportunities for application and feedback?
No Yes
If the answer was Yes, again CONGRATULTIONS! People need numerous opportunities to practice newly learned skills so that they are highly “competent” in both their attitudes and behaviors. For example we all know what 10 x 10 is. However, very few of us can answer as quickly and with as much confidence what 23 x 24 is.
4. Is the training or development offered on a monthly, quarterly or annual basis where learning engagements exceed 5 to 6 hours per day without opportunities for application and feedback between learning engagements?
No Yes
If the answer was Yes, then the learning may not be delivering the desired results and potentially creating a negative return on investment. Research suggests that a one time exposure to a learning event such as a 1 or 2 day full training or development session results in 50% cognitive retention after 24 hours; 25% cognitive retention after 48 hours and less than 2% cognitive retention after 16 days. Remember, the brain only absorbs, but the butt will endure.
5. Is the training or development aligned with the current organizational goals and supported from the top down by the CEO and executive committee?
No Yes
If you answered, Yes, again you and your company are headed for success. If the response was No, then you may wish to consider looking at your organizational goals to ensure alignment. An important side question to ask is can everyone in your organization name exactly the same top 3 organizational goals for the current year? If not, what are those “miss actions” costing you in terms of financials, leadership, relationships both external and internal and growth and innovation?
6. Is the training or development curriculum based upon “core” competencies?
No Yes
If you answered yes, then whose competencies are you using? Do all those competencies work for and with your organization and your people?
7. If training or development curriculum is based upon “core” competencies, how many times have you had to repeat the training?
None 1 time 2 times 3 times 4 times or more
If you answered more than none, then is a core competency based curriculum, truly effective and creating the desired end result of transformation?
8. Is the training or development based upon “desired” results?
No Yes
If you answered No, then why are you undertaking this training or development?
9. If the training or development is based upon “desired” results, how many times have you had to repeat the training or development?
None 1 time 2 times 3 times 4 times or more
If you answered more than none, then potentially, the desired end results were not clearly communicated within the ENTIRE organization. (Refer to above Question 5, the side question.)
10. Is the training or development based upon weaknesses or upon the strengths of each individual within the organization?
Weaknesses Strengths
If you answered, weaknesses, then the question is why do winning teams win? Is it because of their weaknesses or strengths? Training or development should be strength-based not weakness-based. A strength-based curriculum ensures that everyone is leveraging their assets while working to improve their potential strengths and weaknesses.
This quick assessment as well as the hints and questions are designed to help you easily recognize where your current efforts might be redirected to ensure that your sales training and development is truly del
If you've received poor response from your online career site submissions, it may be due to the way you registered. You can change that by using specific, pre-selected keywords. Today we're going to build a more effective online profile that will draw more responses from Monster® and other online sites.So, let's get started.Once you register on Monster®, choose: "Build Your Resume Online".They allow you to set up 5 different resumes or profiles. Let's just set one up for now. There are only 5 major areas that we will be concerned with here:1. Target Job Title 2. Objective 3. Resume Title 4. Job Title 5. Work ExperienceTip: every one of these fields has keyword capability, so you must use each of these areas to the fullest extent by including as many keywords as are relevant, for example:1. Target Job Title: 2,880 character limit. That's almost 4/5's of a page, if you were to fill it up! List as many different job titles as you can imagine for this role. List other closely allied titles that the searcher may be
No Yes
4. Is the training or development offered on a monthly, quarterly or annual basis where learning engagements exceed 6 hours per day without opportunities for application and feedback between learning engagements?
No Yes
5. Is the training or development aligned with the current organizational goals and supported from the top down by the CEO and executive committee?
No Yes
6. Is the training or development based upon “core” competencies? No Yes
7. If training or development is based upon “core” competencies, how many times have you had to repeat the training?
None 1 time 2 times 3 times 4 times or more
8. Is the training or development based upon “desired” results?
No Yes
9. If the training or development is based upon “desired” results, how many times have you had to repeat the training or development?
None 1 time 2 times 3 times 4 times or more
10. Is the training or development based upon weaknesses or upon the strengths of each individual within the organization?
Weaknesses Strengths
Thoughts and Questions for Your Consideration
Now, that you have completed this straightforward assessment, the following thoughts and questions are designed to help you determine the effectiveness of your current sales training or development.
1. Are the learning engagements training (learning a new skill) or development (enhancing a current skill set to improve that already learned skill)?
Training Development
If answer was training and the objective is to learn a new skill, you are right on target! However, if your people already possess skills, then the learning needs to focus on development. Development goes beyond training and works to build the What’s In It For Me (WIIFM) leading to the What’s In It For Us (WIIFU).
2. Is there a minimum of 50 hours of training or development per year devoted to the development of the necessary skills, knowledge, attitudes and habits necessary to become a world class organization?
No Yes
If the answer was Yes, GREAT! You and your organization are committed to the your people and to reaching that next level of success. However, if any part of the answer was NO and you want to create a World-Class Organization, how are you going to achieve that goal? Much of the traditional training or development focuses on only knowledge and skills. Yet, performance failure more often than not is because of poor attitudes and habits. Attitude redevelopment is the KEY driving force to changing behaviors and securing sustainable results. Remember, if your people have spent at least 20 years learning something, one or even 10 hours per year will not significantly change their behaviors.
3. Is the training or development offered on a weekly or bi-weekly basis providing ongoing opportunities for application and feedback?
No Yes
If the answer was Yes, again CONGRATULTIONS! People need numerous opportunities to practice newly learned skills so that they are highly “competent” in both their attitudes and behaviors. For example we all know what 10 x 10 is. However, very few of us can answer as quickly and with as much confidence what 23 x 24 is.
4. Is the training or development offered on a monthly, quarterly or annual basis where learning engagements exceed 5 to 6 hours per day without opportunities for application and feedback between learning engagements?
No Yes
If the answer was Yes, then the learning may not be delivering the desired results and potentially creating a negative return on investment. Research suggests that a one time exposure to a learning event such as a 1 or 2 day full training or development session results in 50% cognitive retention after 24 hours; 25% cognitive retention after 48 hours and less than 2% cognitive retention after 16 days. Remember, the brain only absorbs, but the butt will endure.
5. Is the training or development aligned with the current organizational goals and supported from the top down by the CEO and executive committee?
No Yes
If you answered, Yes, again you and your company are headed for success. If the response was No, then you may wish to consider looking at your organizational goals to ensure alignment. An important side question to ask is can everyone in your organization name exactly the same top 3 organizational goals for the current year? If not, what are those “miss actions” costing you in terms of financials, leadership, relationships both external and internal and growth and innovation?
6. Is the training or development curriculum based upon “core” competencies?
No Yes
If you answered yes, then whose competencies are you using? Do all those competencies work for and with your organization and your people?
7. If training or development curriculum is based upon “core” competencies, how many times have you had to repeat the training?
None 1 time 2 times 3 times 4 times or more
If you answered more than none, then is a core competency based curriculum, truly effective and creating the desired end result of transformation?
8. Is the training or development based upon “desired” results?
No Yes
If you answered No, then why are you undertaking this training or development?
9. If the training or development is based upon “desired” results, how many times have you had to repeat the training or development?
None 1 time 2 times 3 times 4 times or more
If you answered more than none, then potentially, the desired end results were not clearly communicated within the ENTIRE organization. (Refer to above Question 5, the side question.)
10. Is the training or development based upon weaknesses or upon the strengths of each individual within the organization?
Weaknesses Strengths
If you answered, weaknesses, then the question is why do winning teams win? Is it because of their weaknesses or strengths? Training or development should be strength-based not weakness-based. A strength-based curriculum ensures that everyone is leveraging their assets while working to improve their potential strengths and weaknesses.
This quick assessment as well as the hints and questions are designed to help you easily recognize where your current efforts might be redirected to ensure that your sales training and development is truly de
A “blog” is simply an internet (web) log. Blogs are created for personal or professional use. They may promote a product or service, or merely serve as a personal online journal. There are currently just over four million blogs today, with a new blog born every seven seconds.The problem of cocooning candidatesToday, we work and live in an era of heightened cynicism and secrecy. Isn’t it much harder than it used to be to call into a company and attempt to speak with a candidate by telephone? Central voice mail systems have grown more sophisticated and guarded. And even when recruiters are able to finally speak with an actual live person, it’s often a reluctant administrative assistant or receptionist. Finally, if you are fortunate enough to be transferred to your candidate, more often than not you are greeted with that person’s individual voice mail recording. It has become de facto practice by many professionals today to simply leave their “do not disturb” function turned on for most of the work day. Later, they will screen and return external calls at
Training Development
If answer was training and the objective is to learn a new skill, you are right on target! However, if your people already possess skills, then the learning needs to focus on development. Development goes beyond training and works to build the What’s In It For Me (WIIFM) leading to the What’s In It For Us (WIIFU).
2. Is there a minimum of 50 hours of training or development per year devoted to the development of the necessary skills, knowledge, attitudes and habits necessary to become a world class organization?
No Yes
If the answer was Yes, GREAT! You and your organization are committed to the your people and to reaching that next level of success. However, if any part of the answer was NO and you want to create a World-Class Organization, how are you going to achieve that goal? Much of the traditional training or development focuses on only knowledge and skills. Yet, performance failure more often than not is because of poor attitudes and habits. Attitude redevelopment is the KEY driving force to changing behaviors and securing sustainable results. Remember, if your people have spent at least 20 years learning something, one or even 10 hours per year will not significantly change their behaviors.
3. Is the training or development offered on a weekly or bi-weekly basis providing ongoing opportunities for application and feedback?
No Yes
If the answer was Yes, again CONGRATULTIONS! People need numerous opportunities to practice newly learned skills so that they are highly “competent” in both their attitudes and behaviors. For example we all know what 10 x 10 is. However, very few of us can answer as quickly and with as much confidence what 23 x 24 is.
4. Is the training or development offered on a monthly, quarterly or annual basis where learning engagements exceed 5 to 6 hours per day without opportunities for application and feedback between learning engagements?
No Yes
If the answer was Yes, then the learning may not be delivering the desired results and potentially creating a negative return on investment. Research suggests that a one time exposure to a learning event such as a 1 or 2 day full training or development session results in 50% cognitive retention after 24 hours; 25% cognitive retention after 48 hours and less than 2% cognitive retention after 16 days. Remember, the brain only absorbs, but the butt will endure.
5. Is the training or development aligned with the current organizational goals and supported from the top down by the CEO and executive committee?
No Yes
If you answered, Yes, again you and your company are headed for success. If the response was No, then you may wish to consider looking at your organizational goals to ensure alignment. An important side question to ask is can everyone in your organization name exactly the same top 3 organizational goals for the current year? If not, what are those “miss actions” costing you in terms of financials, leadership, relationships both external and internal and growth and innovation?
6. Is the training or development curriculum based upon “core” competencies?
No Yes
If you answered yes, then whose competencies are you using? Do all those competencies work for and with your organization and your people?
7. If training or development curriculum is based upon “core” competencies, how many times have you had to repeat the training?
None 1 time 2 times 3 times 4 times or more
If you answered more than none, then is a core competency based curriculum, truly effective and creating the desired end result of transformation?
8. Is the training or development based upon “desired” results?
No Yes
If you answered No, then why are you undertaking this training or development?
9. If the training or development is based upon “desired” results, how many times have you had to repeat the training or development?
None 1 time 2 times 3 times 4 times or more
If you answered more than none, then potentially, the desired end results were not clearly communicated within the ENTIRE organization. (Refer to above Question 5, the side question.)
10. Is the training or development based upon weaknesses or upon the strengths of each individual within the organization?
Weaknesses Strengths
If you answered, weaknesses, then the question is why do winning teams win? Is it because of their weaknesses or strengths? Training or development should be strength-based not weakness-based. A strength-based curriculum ensures that everyone is leveraging their assets while working to improve their potential strengths and weaknesses.
This quick assessment as well as the hints and questions are designed to help you easily recognize where your current efforts might be redirected to ensure that your sales training and development is truly de
A Tech Travel Agent reserves nationwide computer rentals and AV technology the same way your travel agent reserves your airline and hotel rooms. Technology Travel Agents schedule all types of technology rentals for conventions, trade shows, conferences, computer training, legal department war rooms, inventory or other corporate projects!Tech Travel Agents employ a nationwide army of computer engineers, technicians, audio visual technicians, equipment installers and technology event coordinators. Any project, no matter the size, scope or location, can be handled efficiently and cost effectively with the least amount of effort on your part.A Tech Travel Agent is one point of contact for multiple computer and audio-visual projects! Coordinate many computer and audio visual installations in multiple cities simultaneously. It's easier with a Tech Travel Agent.Tech Travel Agent clientele include: Event planners, TV news networks, trade show exhibitors, conference planners, corporate training program coordinators, pharmaceutical sales representatives, conventio
4. Is the training or development offered on a monthly, quarterly or annual basis where learning engagements exceed 5 to 6 hours per day without opportunities for application and feedback between learning engagements?
No Yes
If the answer was Yes, then the learning may not be delivering the desired results and potentially creating a negative return on investment. Research suggests that a one time exposure to a learning event such as a 1 or 2 day full training or development session results in 50% cognitive retention after 24 hours; 25% cognitive retention after 48 hours and less than 2% cognitive retention after 16 days. Remember, the brain only absorbs, but the butt will endure.
5. Is the training or development aligned with the current organizational goals and supported from the top down by the CEO and executive committee?
No Yes
If you answered, Yes, again you and your company are headed for success. If the response was No, then you may wish to consider looking at your organizational goals to ensure alignment. An important side question to ask is can everyone in your organization name exactly the same top 3 organizational goals for the current year? If not, what are those “miss actions” costing you in terms of financials, leadership, relationships both external and internal and growth and innovation?
6. Is the training or development curriculum based upon “core” competencies?
No Yes
If you answered yes, then whose competencies are you using? Do all those competencies work for and with your organization and your people?
7. If training or development curriculum is based upon “core” competencies, how many times have you had to repeat the training?
None 1 time 2 times 3 times 4 times or more
If you answered more than none, then is a core competency based curriculum, truly effective and creating the desired end result of transformation?
8. Is the training or development based upon “desired” results?
No Yes
If you answered No, then why are you undertaking this training or development?
9. If the training or development is based upon “desired” results, how many times have you had to repeat the training or development?
None 1 time 2 times 3 times 4 times or more
If you answered more than none, then potentially, the desired end results were not clearly communicated within the ENTIRE organization. (Refer to above Question 5, the side question.)
10. Is the training or development based upon weaknesses or upon the strengths of each individual within the organization?
Weaknesses Strengths
If you answered, weaknesses, then the question is why do winning teams win? Is it because of their weaknesses or strengths? Training or development should be strength-based not weakness-based. A strength-based curriculum ensures that everyone is leveraging their assets while working to improve their potential strengths and weaknesses.
This quick assessment as well as the hints and questions are designed to help you easily recognize where your current efforts might be redirected to ensure that your sales training and development is truly de
One of the most powerful tools in a negotiator’s toolbox is silence: absolute, blank-faced, quiet. It can be used when confronted with a tough situation, when given news that is too good to be true, or when you just don’t want to say anything stupid.Many of us feel compelled to fill the air with words and noise; in fact, it seems that we fear silence. Silence can be uncomfortable; this is particularly true for talkative people (i.e. extroverts). What makes it worse is that talkative people are usually talking about themselves; this is exactly what you don’t want to do when you negotiate. Fast talking, extroverted sales people may be the worst negotiators on the planet.So why do we dread silence? I am not a therapist, but I think it is because we fear that someone might catch us at our game or see us for what we really are. Silence is a stark naked reality.Silence can buy you time to think. When you find yourself in a tricky spot in a negotiation, stop everything, shut up and listen. It makes you look smart and it gives you time to think about what you sh
7. If training or development curriculum is based upon “core” competencies, how many times have you had to repeat the training?
None 1 time 2 times 3 times 4 times or more
If you answered more than none, then is a core competency based curriculum, truly effective and creating the desired end result of transformation?
8. Is the training or development based upon “desired” results?
No Yes
If you answered No, then why are you undertaking this training or development?
9. If the training or development is based upon “desired” results, how many times have you had to repeat the training or development?
None 1 time 2 times 3 times 4 times or more
If you answered more than none, then potentially, the desired end results were not clearly communicated within the ENTIRE organization. (Refer to above Question 5, the side question.)
10. Is the training or development based upon weaknesses or upon the strengths of each individual within the organization?
Weaknesses Strengths
If you answered, weaknesses, then the question is why do winning teams win? Is it because of their weaknesses or strengths? Training or development should be strength-based not weakness-based. A strength-based curriculum ensures that everyone is leveraging their assets while working to improve their potential strengths and weaknesses.
This quick assessment as well as the hints and questions are designed to help you easily recognize where your current efforts might be redirected to ensure that your sales training and development is truly delivering your desired end results.
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