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5 Things To Look For If You Want To Supercharge Your Sales Training

If You Want Sales Training To Impact The Bottom Line, This Is What You Need To Know

At Bloojam we have put a lot of effort into understanding the key behaviours that determine success in B2B sales roles. In fact, our research has identified 9 key capabilities that are statistically proven to be exhibited by the top sales performers, those who deliver on average nearly 25% more revenue than their peers.

Unfortunately, we’re yet to come across a business that is full of top-performing salespeople. Add to that, too much of the sales training that is out there fails to have any impact upon sales performance at all.

So what can be done to support individuals to develop their sales capability and to maximise the impact of sales training? Most importantly, is there any evidence that any of this will lead to an increase in sales? And what should you look for when commissioning sales training for your business?

It’s not cool but our approach has always been led by facts and data. We favour science over speculation and so we have undertaken a wide-ranging review of sales studies and academic behavioural research to identify the 5 key things that you should look for if you want to supercharge your sales training:

  1. Measure impact on sales- Most sales training measures what an individual has learned and whether they are applying that learning in the real world. But the key thing to measure is what impact does this have on sales. If the learning fails to lead to an increase in sales, then it is money down the drain!
  2. Train behaviours that will shift the dial- If you want to change sales behaviours, that’s great. But you need to be confident that the behaviours you seek are going to lead to increased sales. Luckily for you, we know which behaviours will do that.
  3. Encourage goal setting- Too often what is learned in training is forgotten within weeks. A common practice in coaching, goal-setting encourages individuals to commit to changing their behaviour for the long-term. The key is to ensure that these goals are linked to the sales behaviours that are proven to drive greater sales performance.
  4. Focus on the Customer- Sales training that encourages sellers to consider customer needs and their buying experience is more effective than training that prioritises the organisation’s sales process and procedures.
  5. Bite-sized modules work best- The same content delivered in a modular format provides space and time for individuals to practice, review and receive feedback on their application of the course content. This approach is shown to lead to higher sales performance than the same content delivered in a single block.

So there you have it. Five things you should look for when commissioning sales training. If you’d like to know more about how we incorporate these methods into our Acuity Sales Training Academy take a look at our website or give us a call.

Jim Bloomfield is a Director of Bloojam Consulting with 20 years’ experience of using business psychology to develop salespeople and leaders. He is a member of the Association of Business Psychology (ABP) and the British Psychological Society (BPS) and has successfully helped some of Britain’s best-known businesses exceed their sales goals.

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Why Innovation Is Key To Driving Sales Performance…

And Why Sales Leaders Need to Loosen Their Grip On Their Sales Teams

As sales dry up and the pressure to achieve target increases, for sales leaders it can be very tempting to impose greater oversight of sales teams through more regular check-ins, activity reporting, new processes and more. This is understandable given how volatile the world is right now. To make well-informed decisions about how to adapt to the new normal, it is only natural for a sales leader to want to have up-to-date information from those on the ground. But is it the right approach?

We already know that salespeople spend a lot of their time on non-sales activities, for example this Salesforce survey of sales professionals identified that even before lockdown on average 64% of their time is spent not selling. So if we are now asking them for even more information, more frequently, that can only further reduce the amount of time available for selling.

Worse still it may be stifling sales innovation at the very moment you need it most. There is a growing body of evidence that fostering a culture of innovation amongst your sales team will positively impact upon the bottom line. This is not achieved by a rigid ‘one size fits all’ style of management. It is based upon encouraging individual salespeople to share knowledge with each other, to ask questions, to challenge existing methods, to generate ideas and to explore these further in order to problem solve, all with the intention of adding value for the customer.

It requires sales leaders to focus on knowledge and behaviour within the team rather than their targets and outcomes. And it requires individual salespeople to work collaboratively rather than acting as lone wolves.

In rapidly changing and uncertain economic climates, everyone in the sales team and across the organisation needs to be sharing, and interrogating, information not just reporting it up to the sales leader. Allowing sales teams to be innovative could be a real differentiator. Encouraging your salespeople to think differently and to challenge each other and the status quo will enable them to respond innovatively and lead to better solutions that will enable them to position themselves with their customers as a trusted advisor; someone they want to hear from and whose insight they value. It is that quality of relationship that will drive your competitive advantage.

Jim Bloomfield is a Director of Bloojam Consulting with 20 years’ experience of using business psychology to develop salespeople and leaders. He is a member of the Association of Business Psychology (ABP) and the British Psychological Society (BPS) and has successfully helped some of Britain’s best-known businesses exceed their sales goals.

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Why Sales Leaders Need To Encourage Their Salespeople To Ditch The Sales Process

A lot of B2B sales organisations like to have a clear sales process written down for their salespeople to follow. The thinking is that this clarity will make the purchase experience easier for the customer and therefore will speed up the sale for the seller. A win-win that benefits both parties.

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Three Things Sales Leaders Should Do Now To Support Their Sales Teams

Nobody needs telling that business is tough at the moment. In the UK, GDP fell by 2% quarter-on-quarter for the first time since the last financial crash in 2008 and the next quarterly report is likely to be far, far worse. The government furlough scheme in which the state pays 80% of an employee’s wages now has more than 1 in 5 of all workers enrolled and has recently been extended to October.

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Klopp’s lessons on leadership

This reluctant football supporter has become just a little fascinated by the leadership phenomenon that is Jürgen Klopp. Surrounded by Liverpool FC supporters at home, I’ve begun to embrace the emotions of the club’s unbelievable fans and their seemingly impossible journey to the Champions League final. Klopp’s post-match interview after LFC’s amazing comeback in the second leg semi-final against Barcelona really brought to life some of the leadership theory that informs my work practice. Here are some musings:

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What can online 360 feedback do for my sales team?

As a leader of a sales team you want to maximise the performance of your team to deliver your sales target. In a world where salespeople may only spend one-third of their time on selling, it’s no wonder that nearly 60% expect to fall short of their quotas*. So, what can you do to help your salespeople to identify what they need to do differently?

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4 ways to use 360 feedback to improve your Sales team performance

A well run 360 feedback survey can produce many benefits for both companies and more importantly, individuals. Not only does a robust 360 feedback process identify an individual’s strengths and weaknesses, but it also helps to develop their self-awareness.

But what about from a sales lens? How can the use of 360 feedback truly help improve the performance of your sales team?

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Do your technical experts have the Acuity to be successful in strategic sales?

Jo is a technically brilliant accountant who has worked hard to climb her way up to the upper echelons within a large management consultancy firm. Along with her strong technical skills, Jo has always been great with clients, providing an efficient, flexible and supportive service, building relationships based on trust, and providing insight and advice that really adds value.  Jo has just been promoted to Partner and she is delighted – with one exception: It’s the first time that Jo has been given a sales target to meet. Jo does not see herself as a salesperson. She knows she is great at what she does, but now she is also expected to bring in significant amounts of business and will be judged accordingly.