Sales Training Consultants
Performance Through People
SALES TRAINING - CASE STUDY 6
- Changing Management Behaviour
Many companies spend vast amounts of money training the sales force, but never consider that if the manager's behaviour doesn't change with regard to how they manager the individual, after the training things will go on as before.
Having been brought in at the early stages of development of a global sales induction program for a major IT supplier, we were able to influence not only the training, but also what happened after the training.
As part of the induction process, managers were given a manager's handbook and a short one hour training course to explain what their role in the training and induction was to be. This included a pre-training checklist of activities that should be achieved by the new sales people prior to attending the course. During the course managers were asked to participate in sitting in on the role plays and providing feedback. Finally, after the course, a joint action plan was developed between the manager and sales person for actions to be taken to improve the sales persons skills and knowledge.
The outcome was a structured communication between the two parties with the aim of developing the sales person quickly and this seriously impacted the average time to effectiveness of new sales people. The MD also instituted drop in visits to the meetings to ensure the work was being taken seriously by the sales managers. This program actually led to a sales management program, as it clarified in the MD's mind that much of the reluctance to change was at the management level.
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