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6 Reasons You Should Use 360 Feedback and Coaching To Create A Sales Culture

In our previous blog we looked at the 5 things needed to supercharge sales training. But sales training in isolation is doomed to fail with one estimate indicating that when it comes to transformation programmes “70 percent of failures are due to an organisation’s inability to adopt the required new behaviours quickly and completely”.

When evaluating the impact of training, many organisations will measure feedback from participants as evidence for success. Others may apply a formal measure of learning in the form of an assessment at the end of the training. But the most powerful measures of success are ‘learning transfer’- do the individuals apply what they have learned back in the real world- and what is the impact upon business performance.

So what can an organisation do beyond sales training that will directly impact upon the bottom line? Research indicates that combining 360 feedback with ongoing coaching to support training can be very powerful for the following reasons:

  • 360 feedback with individual coaching has been shown to increase leadership effectiveness by up to 60 per cent. By soliciting feedback from a number of individuals known to (and usually respected by) the participant the results are very targeted and personal in a way that sales training is not.
  • The coach is able to support the participant to understand the feedback results and to link these to actions that will change behaviour.
  • Coaching alongside training helps to embed learning and facilitates learning transfer by encouraging individuals to set work-based actions and activities. In effect, the coachee takes ownership for turning training ‘theory’ into practice.
  • In subsequent coaching sessions the coach is able to hold the coachee to account by encouraging the individual to review their actions and the effectiveness of these. ‘Live’ situations can be dissected enabling the individual to amend existing activities or to identify new actions that will enable them to handle that situation more effectively.
  • Goal-setting is found to enhance the impact of coaching. This is different from identifying specific actions. Goals are over-arching objectives that show the individual the destination that their many small activities will lead them towards. Having goal clarity is shown to enhance workplace performance.
  • Above all else, the key to successful coaching is the quality of the coach and their relationship with the coachee. Internal coaches can be effective but if training managers to be coaches it is critical that they are well trained and have the relevant skills and characteristics to support quality relationships with their coachees.

So if you want to maximise the impact of your sales training, we strongly recommend that you support any such program with 360 feedback and ongoing coaching.

 

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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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.