Sales Training, United States, Kong discussed on Accelerate!
But you learn from him in all of the Great Celsius that I had were that way like they were challenging you all the time. What you thought was true, and I think that that we're totally off the subject now not I think that there be an awakening in cells leadership, understanding the role that you play in how important you are not only to making yourself people better, but to their livelihood, their careers and their families and understanding if you understand. Understand. That role that you play, get deeper into the deals that are running side by side with them. Understand what they're working on. Ask really hard questions. Put them on the spot. Let them fail from time to time. Let them let them lose a deal that they told you. They were GONNA to win. And you knew there are going to lose it, so they can learn from it and then come back and help them learn from it, I says. You know just being so data driven and and velocity driven that you never take time to develop the people that are going to have your job tomorrow. Well, let me ask you this question because you're. One of the most prominent sales trainers around. I'm wondering whether what impact sales training really has in a relative senses and we spend these. Billions of dollars a year twenty billion dollars I. Think in the US and sales training. And it's not really clear. It's moving the needle we look at the broad broad picture of sellers is like to your point, precisely is the impact comes from the bosses, and we're in this performance based profession and the managers, the bosses. The coaches don't know how to coach performance, so what if we are flipped that expenditure on its head and said well. Let's let's go spend the bulk of that twenty billion dollars. On training managers the coaches. How do their job to be these people that the teacher inspire closely? The sellers. I mean we've been talking about this for thirty years. I mean this is not. This is not new conversation and. There's not there's not a company or client that we engage the that we that that's not where we begin, which is if we teach yourself people? This and the leaders aren't engaged. Are they're not there or we don't teach them how to coach. Then there's a certain amount of what we teach gonNA. Just disappear into. You know into nowhere because the leaders aren't there and so it's one of the reasons as a training organization because we. We are focused on outcome we want. We want measurable outcomes from the training that we deliver now. Some of it is miserable. Some of isn't measurable and some ways just because of the nature of training, but I was on a on a call this morning with one of my clients in Hong. Kong and we were walking through the metrics matter we were walking through. You know we have five different groups of leaders that were running. Ten different set of metrics retraining the leaders were training to people, and we've been working with them for three years, and we've moved the needle greatly, and we see a lot of our company, our customers where we're doubling sales. Tripling sales companies are growing because of what we're teaching and there's two things that drive that. One the training is not an event so when when we're working with clients in our vernacular, it sells gravy integrator partnerships where were integrated into their world. They've given us a certain segment of the training so typically we they've. They've come to the conclusion that the The way I say traditional because new, but the way cells enablement is working as cells enablement our of administrators who really don't know how t-cells people how to sell, so we're. We're practitioners. Everybody on my team is practitioner, so we're not like coming in like dumping training on a sales organization at an. An event were teaching. The sales organization over a long period of time in one of those requirements is that the leaders go through our coaching program and that were there. The leaders are connected and that when we do training, the leaders are in the training leaders don't get to go someplace else and Oh, by the way the other rule, and this is I mean we're just we just dictate this or not. Asking for permission, the leaders can't be in the back of the room on a laptop and I've I've had this conversation with how many vice presidents of sales? Sales the I can't even imagine how many times of this conversation I'm like the they can't be on the back of their about top, and you need to tell them if you don't tell them, I'm going to call him out, and I'm GonNa tell me Dr, laptop because they send the wrong message, the salespeople people. This is an important, so it is a it is a connect connect the dots, and the reason why there is you know like you use the word of performance driven process cells is performance it is, it is a skill is no different than being. Being an athlete and it and I believe that sells professionals are the elite athletes in the business world I. Believe at my core is if you don't have salespeople, nothing else happens, so you have to train people? You have to train them and train them and train them. And then you have to coach them and coach them and coach them, so if you just look at the if you look at the continuum, its really simple you train, you observe you coach, and you give feedback and you run that play over and over and over again everything else is. So my message to a cell's leader is if you're not standing in front of your cells, people. You're not doing your job. I don't care how many reports I don't care about the email i. don't care about anything that you're doing in your office. You're unemployed. Your people, and by the way the same thing for salespeople salespeople. You're unemployed unless you were standing in front of a customer either physically are you know are are virtually doesn't make a difference to me where it is. That's where the job is, so I think that as from from a company standpoint, it's the it's the managerial courage to hold their sales leaders accountable for being in front of their people, whether it's training, or whether it's on the floor during an normal day, and whether those leaders by the way are gifted at coaching or have been trained to coach. Their presence alone matters because when the leader is on the floor. The floor gets better and I'll. Give you an example? Just a this is a with a group of leaders and I've been working with this group for eight years now. The the first time I met them. It was an inside sales team. Two hundred people on the floor and they had twelve leaders managing the hundred people so pretty wide span of control. And the first time I came in I, just came in and observed this how I. When I when I engage a company I go there and I. Sit so I got myself a chair I sat right in the no, the cell slower, and I watched never saw leader come to the floor all day long, so the next day I gotta leaders, and said are asked the question. What were you doing all day this so well? We're listening to recordings of calls. A said really like. Why are you listen to the recordings calls will. We're listening to see what people are doing wrong, so we can coach them as will when the calls that you're listening to. How old are those calls will usually there about two weeks old, but we're you know sometimes there sooner than that and. Let me..