One of the biggest challenges in sales enablement is ensuring that the knowledge, skills, and content delivered during training actually transfer to the job.
Most research consistently shows that only 5-20% of training content is applied in real-world scenarios.
The key to addressing this problem isn’t just improving how training is delivered but also re-thinking what is being transferred and how it’s applied.
Below, I outline a structured approach to overcoming this “Achilles heel” of sales enablement by shifting from traditional subject-matter-focused training to a more effective, output-based approach.
The problem: training often lacks context for real-world application
Traditional training focuses on equipping sales reps with knowledge and skills on broad topics like communication, negotiation, product details, or competition.
While valuable, this subject-matter training often fails to address when, how, or why to use that information in real-world scenarios.
These are some of the reasons why the traditional approach often falls short:
Overloaded reps: Reps are inundated with too much information without clear guidance on prioritisation.
Lack of context: Reps are not taught the specific circumstances under which they’ll need to apply the knowledge.
Complexity of application: With so many ways to use the information, reps struggle to translate it into actionable steps during high-pressure situations.
The result is that reps retain little of the training and fail to consistently apply it to their day-to-day responsibilities.
The shift: from subject-matter training to output-based training
Instead of focusing solely on knowledge or skills, output-based training centres on helping reps produce tangible deliverables directly tied to their job responsibilities.
Think of this as moving from transferring “water” (abstract information) to transferring “ice chunks” (specific, actionable outputs).
Output-based training is designed around the creation of real-world deliverables, such as:
Account plans: Detailed strategies for engaging and growing key accounts.
Value propositions: Tailored messaging that highlights the customer’s ROI.
Territory plans: Actionable plans to identify and pursue opportunities within a defined region.
Mutual action plans (MAPs): Collaborative roadmaps created with prospects to outline the buying journey.
These outputs naturally integrate the essential knowledge and skills needed for execution, ensuring reps learn in context and are prepared to apply what they’ve learned.
There are four main reasons why output-based training works:
Focused application: Reps only learn the information they need to produce a specific output, avoiding information overload. For instance, instead of memorising product specs, they learn how to apply product knowledge when crafting a value proposition.
Clear use cases: By tying training to outputs, reps understand exactly when and how to use what they’ve learned. For example, training on negotiation techniques becomes more effective when applied in the context of building a pricing strategy for a deal.
Immediate relevance: Outputs are directly aligned with job responsibilities, meaning reps can practice and apply their training immediately. This eliminates the gap between learning and doing.
Measurable results: Output-based training provides a clear way to measure success. If reps can consistently produce high-quality deliverables, it’s a strong indicator that the training has been effective.
How to implement output-based training
1. Identify key outputs
Start by mapping the most critical deliverables in your sales process (e.g., account plans, value propositions, or MAPs).
Prioritise outputs that have the greatest impact on revenue and customer success.
2. Design training around outputs
Structure your training to include:
The essential knowledge and skills required to produce the output.
Real-world examples or templates of the output.
Step-by-step guidance on creating the output.
For example, instead of generic training on buyer personas, teach reps how to incorporate persona insights into an account plan.
3. Provide context and scenarios
Incorporate roleplay and scenario-based exercises to simulate real-world situations. For instance, during training on MAPs, reps could practice building one collaboratively with a mock prospect.
4. Integrate tools and resources
Equip reps with templates, playbooks, and CRM-integrated tools to make it easier to produce outputs. For example, provide a pre-built account plan template that prompts reps to fill in key details.
5. Reinforce through coaching
Ensure managers are actively involved in reviewing and refining outputs with their reps. Regular 1:1s can be used to evaluate the quality of deliverables and provide targeted feedback.
6. Measure success
To assess the impact of output-based training, track these metrics:
Quality of deliverables: Are reps producing outputs that meet or exceed expectations?
Time-to-application: How quickly are reps able to apply training to create outputs?
Win rates and pipeline progression: Do improved outputs lead to higher win rates or faster deal progression?
Reps’ confidence: Are reps more confident in applying their training to their day-to-day responsibilities?
Closing thoughts
The Achilles heel of sales enablement – ensuring training and content transfer to on-the-job performance – can be addressed by rethinking traditional approaches.
You want to shift from subject-matter-focused training to output-based training so that you can equip your sales reps with the tools and context needed to succeed.
This isn’t just about teaching reps what to do; it’s about showing them how to do it, providing clear guidance on when and why it matters, and creating measurable results.
With output-based training, you can close the gap between learning and doing, driving better outcomes for your sales team and your organisation.
