July 12, 2018
John Holland, chief content officer of Customer Centric Selling, talks about how to respond to the question "What do you sell." His main point? Don't answer by describing your production or service is great detail. Instead, talk about the outcomes your product/service delivers.
* The purpose of doing discovery with a prospect is to uncover their most pressing problems and their desired outcomes. Then, position the product/service as a way to deliver those outcomes.
* Buyers want to buy but don't want to be sold. Sellers must be trained on business concepts and on being able to articulate value in a way that decision makers, i.e. c-suite executives, understand. And so, again, sellers must learn to focus not primarily on product but rather on the outcomes the product can provide. And those outcomes must mesh with problems facing the buyer.
July 10, 2018
Byron Matthews, president and CEO at Miller Heiman, talks about breaking the buyer apathy loop.
* The buyer apathy loop happens when buyers view sellers as merely meeting expectations, i.e. seeing sellers are representing products but not as problem solvers. And so, buyers wait until they want to learn about a product/service before consulting a seller ... resulting in sellers having fewers opportunities to articulate and demonstrate value, making it harder for sellers to differentiate themselves ... and so sellers meet but don't exceed expectations.
* Breaking this loop means seeking opportunites for connecting with buyers earlier in the process, i.e. when buyers are buying something perceived as risky, when they're buying something for the first time, and when the buying decision impacts several departments.
* Sellers need to go beyond just meeting expectations by getting to know the buyer and by positioning themselves as resources to help solve business problems.
July 5, 2018
Kelly Frey, VP of marketing and customer success at SalesHood, talks about bad sales enablement: how to recognize it and how to avoid it.
* Alignment is key. Strong sales enablement requires alignment not only between sales and marketing but among all business units and functions. Strong enablement happens when the entire organization is aligned around a common purpose and messaging.
* Be very thoughtful about what your sales enablement strategy is and about who owns it within the organization. Sometimes it will be owned by sales operations, sometimes it'll be owned by product marketing, sometimes it'll have its own a group within the sales organization. So, be very mindful of who own sales enablement and what are the overall goals of the organization.
* Make sure that you're constantly testing how effective your enablement strategy is as it relates to your attainment goals. What activities are you asking your sales reps and sales managers to do and how do they relate to your sales attainment goals?
* Alongside training and enabling reps with good content, train your managers to become strong coaches.
July 3, 2018
Juliana Stancampiano, CEO of Oxygen, talks about the value of role-based enablement and how trainers and coaches can help people better thrive in their roles.
* Enablement works best when it is role-specific, i.e. tailored to help people perform in their specific roles, as opposed to generic enablement designed to cover all roles.
* Different roles may require very different types and styles of training.
* Training content must be easy to access on the go, on a variety of devices.
June 28, 2018
Fredrick Schuller, a senior vice president at BTS, talks about how to measure training ROI.
* Smile sheets and post-training surveys are not enough to truly measure ROI.
* Training ROI should reflect not merely that participants learned new things but that those things had a measureable impact on their day-to-day performance.
* Designing training around desired business outcomes make it easier to measure the impact of training.
June 26, 2018
Nolan Hout, marketing director at InfoPro Learning, talks about why you should be doing even more product training.
* The best sales tactics and process are worthless without the sort of deep product knowledge you need to articulate value in a way that resonates with prospects.
* Selling skills still matter, of course, but don't make the mistake of leaning so far in the direction of training on sales tractics that you skimp on product training. You need to find a strategic balance.
June 21, 2018
Brad Albright, founder of Vitality Teaming, talks about how "catalytic" training games help improve onboarding by making new employee training more engaging useful.
* Well-designed games can foster teamwork and help new employees form bonds.
* Games can introduce company culture in a ways that's fun and engaging.
* Games can be beneficial for any learning objective or for leadership training.
June 19, 2018
Maria Chilcote, managing partner at The Training Clinic, talks about how L&D professionals can successfully market their services, and why it's important to do so.
* You can't wait until management comes to you with a problem. You need to proactively market L&D as a provider of business solutions.
* Make alliances within the company and find champions who understand the value of L&D.
* Cultivate champions by educating yourself about the most pressing challenges facing the business and then create L&D solutions to help meet those challenges.
June 14, 2018
Sue Wigston, COO at Eagle's Flight, talks about time management--why it matters and how to do it.
* Leaders have a responsibility to help employees improve their time management skills.
* Effective planning is a major key to time management. Write down the things you want to accomplish and then prioritize them in terms of which will create the most value. Put those items in your calendar, and when the pop up, muster the discipline to get them done.
* Learn how to say no to things (meetings you don't really need to attend, tasks best done by someone else, etc.)
* Leaders must model time management skills it they expect employees to take time management seriously.
June 12, 2018
Mike Schultz, president of Rain Group, talks about 9 keys to sales productivity, based on his company's research. The keys include:
* Manufacture motivation
* Ignite your productivity
* Reengineer your habits
* Obsess over time management
* Learn to say no and have fewer priorities
* Play hard to get, i.e. turn off phone alerts
* Sprint into the zone, i.e block out at least 20 minute to focus on a single task
* Fuel your energy
* When you fall off the wagon, right the ship