9 Proven Sales Training Best Practices to Elevate Your Sales Force

Introduction

Sales leaders understand better than anyone the constant evolution and shifting demands of the marketplace. 

For those at the helm of sales and sales enablement, fostering a culture of continuous learning and refinement has become a must.

Central to this leadership mandate is sales training, a vital cornerstone of any strategic sales enablement framework. 

But what precisely constitutes effective sales training?

Sales training, as explained in my comprehensive sales enablement handbook, stands as a vital pillar supporting the entire structure of sales enablement. 

At its essence, sales training is the educational process that equips sales professionals with the knowledge, skills, and qualities necessary to effectively engage with prospects and customers, aiming for a transformative impact on their sales actions and outcomes.

However, the traditional blueprint of sales training – craft a programme, disseminate the content – is undergoing an important shift.

Astonishingly, even though businesses are pouring billions of pounds annually into sales training, a staggering 85% to 90% of these initiatives miss the target.

A few startling insights paint a clearer picture:

• A week post-training, B2B sales representatives have forgotten approximately 70% of what they learned (Gartner)

• A year after training, a concerning 90% of the acquired skills are no longer retained (Human Performance).
• Nearly 90% of funds spent on training don’t lead to improved performance (International Journal of Training and Development).
• A mere 21% to 25% of executives believe their organisation’s training equips employees to bolster business performance (McKinsey).
• Only a third of leaders see a significant alignment between their training strategy and overarching business objectives, with a scanty 16% feeling it’s perfectly aligned (CTDO Magazine).
• Barely 38% of managers are convinced that training initiatives cater to the unique needs of their learners (ATD).

(I have a much more comprehensive article on sales training statistics you can also check out.)

These statistics pinpoint a pervasive problem: a chasm between traditional training methods and the genuine requirements of the contemporary workforce.

We’re faced with a pressing need to redefine what sales training should truly embody.

Guiding your team towards achieving sales mastery is a key objective of sales enablement.

This goes beyond the mere transfer of knowledge – it’s a change management initiative.

It’s a call to instigate a shift in habits, mindsets, and behaviours.

The goal?

To embed learning into daily practices, ensuring that skills aren’t just acquired, but persistently applied and internalised.

As we dig deeper into this topic, you’ll walk away with actionable best practices for elevating your sales training methods and practices to reach the best possible learning experience for your customer-facing personnel and drive meaningful results for your sales organisation.

Why sales training matters: the role of training in sales enablement

While the statistics outlined in the initial section present a daunting outlook on sales training, it’s crucial to underscore its significance.

The transformative potential of sales training is far from diminished; it simply hinges on the adoption of the right approach.

A revealing case study detailed in the book “Sales Enablement: A Master Framework to Engage, Equip, and Empower a World-Class Sales Force” by Byron Matthews and Tamara Schenk illustrates the positive impact that sales training can have in business.

A large multinational company faced the daunting task of standardising its sales methodology across its global sales team.

The initial goal was straightforward: train everyone to follow a singular approach to selling their product and services.

However, what unfolded was an unexpected revelation.

The President of a revenue performance advisory company enlisted to help, identified a critical gap during his initial interviews with the sales team.

He found that the salespeople were product-focused to the point where they couldn’t articulate the business problems their products were meant to solve.

In the end, the advisory company executed a training programme across more than 300 sales people over a three-month period, but the training was accompanied by a number of playbooks segmented by competitor, industry, use cases and requirements such as regulatory compliance.

Every playbook was structured to align with the established sales process and methodology, offering the precise guidance that new team members required.

This allowed them to adhere to the standardised sales process while tailoring their approach to suit individual customer scenarios.

The results were both substantial and quick to materialise.

After rolling out the training programme, the organisation experienced a 32% surge in their sales pipeline in just two months.

Moreover, the collective performance of the entire sales team jumped from meeting 60 to 70% of their quota to exceeding it by 110 to 120% in the subsequent quarter.

Now, this isn’t a lone example.

I’ve overseen global enablement programmes and observed the potent influence of well-executed sales training.

A phone prospecting training programme I led in a global fintech company boosted average outbound call volumes by 44% and opportunity creation by 31% in the subsequent quarters (in this regard you may find my cold calling training guide useful.

Another training initiative I led in relation to a sales enablement tool adoption (Highspot), increased the average weekly usage – measured by the quantity of external sales pitch decks sent via the platform – by 150% over a two-month period.

Research conducted by Rain Group further underscores the significance of effective sales training.

Crucial metrics such as win rate, sales goal attainment, and premium pricing are directly influenced by the quality of training.

Specifically, in their study, sales training, when executed impeccably, has resulted in:

• Win rates 7 to 11 points higher for those with very effective training.
• A staggering 76% of those with top-tier training met their sales targets, in stark contrast to the mere 31% with less effective training.

• And impressively, 91% achieved premium pricing with highly effective training, dwarfing the 43% from those with lesser training quality.

In addition, a particularly rigorous 2013 report by CSO Insight titled “The Business Case for Sales Training” solidly frames the discussion, showcasing how companies with superior sales training outpace competitors on multiple fronts.

The report revealed that companies with sales training programmes that surpassed expectations markedly outperformed those with programmes that either just met or fell short of expectations.

This performance advantage was evident across several key metrics, including the percentage of deals won, the percentage of deals lost, and annual turnover rates among salespeople.

Some of the data is presented in the tables below for further insight.

Again, sales training can be transformative, but the key to real sales acceleration lies in impeccable programme execution – as those studies demonstrate.

That’s precisely why I’ve put together this article on sales training best practices.

Before we go into the specifics, however, let me briefly share some additional perspectives on sales training.

The importance of a holistic and continuous approach to sales training

It is well known that sales onboarding is an area where sales training can have a distinct and measurable impact.

In the CSO Insight 2017 Sales Enablement Optimisation Study, decreasing new hire time-to-full-productivity was the number two productivity goal cited by respondents.

However, it’s essential to note that enduring sales acceleration can only be achieved through continuous, targeted training.

Moreover, the impact of sales training is amplified when it’s integrated into a broader sales enablement strategy that includes elements like sales content and coaching.

Training isn’t a standalone effort; it’s a vital component of a well-planned enablement programme.

When it comes to enhancing your sales team’s abilities, the benefits of proper training extend far beyond revenue.

It also positively influences job satisfaction, employee retention, and the team’s ability to meet contemporary sales challenges.

Consider training as the bridge that takes an individual from ignorance to a journey of hands-on, continuous learning.

It’s the starting point, solidified by the individual’s commitment, managerial support, and ongoing coaching and practice.

In a nutshell, training isn’t just an addition to your sales enablement engine; it’s the heart that pumps life into it.

Without effective training, even the most comprehensive enablement framework risks falling flat.

It’s as simple, and as complex, as that.

While a holistic sales enablement strategy does include various elements beyond sales training, this article will primarily concentrate on best practices in sales training without delving into additional components that typically enrich a comprehensive enablement initiative.

I’d also recommend checking out my sales training programme examples to see how these play out in practice.

Let’s dive in.

The sales training system

There are numerous models and frameworks designed to elevate the sales training process to new heights.

Yet, after delving into a wealth of books and resources and attending industry conferences, I’ve found that the system outlined by Mike Kunkle in his book “The Building Blocks of Sales Enablement” stands out as the most comprehensive and applicable model.

Kunkle conceptualises the sales training system as a catalyst for behavioural change.

Broadly speaking, the system’s various components fall into three distinct phases: preparing for change, guiding the change, and solidifying the change.

Each phase with its specific actions, as per below.

The 5 stages of sales mastery and behaviour change

With regards to the “guiding the change” phase of the sales training system, which is the most captivating stage to explore in terms of sales training execution, the image below offers more details.

Mike Kunkle’s succinct yet insightful delineation of these stages provides a lucid roadmap to achieving skill mastery.

The nature of enablement activities evolves in tandem with the learner’s developmental stage.

As individuals progress from the initial stage to more advanced levels, the focus shifts from absorbing knowledge to practising in controlled environments, and ultimately to real-world application.

Simultaneously, the learning approach transitions from a directive style, featuring traditional training and mentoring, to a more facilitative one, emphasising real-time feedback and coaching.

As I explore best practices for effective sales training, I’ll align those with these developmental models to ensure comprehensive coverage of all key areas in the learning process.

Sales training best practices

Building on our earlier discussion about the pivotal role of sales training within sales enablement, this section will focus on proven sales training techniques and best practices to accomplish professional sales training excellence.

Specifically, I will cover 9 best practices grounded in learning and development theory and psychological principles.

1. Conduct training needs assessments

One of the cornerstone practices for effective training is conducting a comprehensive training needs assessment.

Without this crucial step, training initiatives risk becoming misaligned with both organisational goals and individual skill development needs.

Imagine setting off on a journey without a map; you might reach a destination, but will it be the right one?

This is where a model I call the “4 Stages of Needs Assessment and Evaluation” comes into play, serving as a strategic compass for your training initiatives.

The model begins at the organisational level and progressively narrows down its focus, ending with the individual learner.

Here are the stages in more detail:

1. What are the business needs? This stage aligns the training initiative with organisational objectives. Is the aim to expand market share, increase revenue, or improve customer satisfaction?
2. What are the performance needs? Once the business needs are clarified, the next step identifies what employees must achieve performance-wise to meet those needs. Do they need to improve their lead conversion rate, or maybe the focus is on increasing customer retention?
3. What are the learning needs? This stage concentrates on the specific skills and knowledge gaps that hinder performance. Is it a lack of product knowledge, or perhaps weak negotiation skills?
4. What are the learner needs? Finally, the last stage identifies the unique challenges and limitations each learner may have, such as technological difficulties or time constraints for training.

Once you’ve answered these questions, you’ll be in a strong position to make precise training recommendations and initiate the design and delivery process.

Then, as you can notice on the right side of the model, each stage corresponds to a level of training evaluation based on the well-known Kirkpatrick model, which I will review in a separate section later on, going from the learner context back up to the broader organisational context.

A final aspect worth noting in this framework is the inclusion of “non-training recommendations.”

Training is often seen as the universal remedy for performance gaps.

However, thorough analysis might reveal that these gaps are not always due to a lack of skills but can also arise from factors such as unclear expectations, misaligned incentives, or inadequate managerial infrastructure.

This is why these other types of recommendations are equally important and must be considered. 

Gathering essential information

To collect the necessary data for each stage of the assessment, a multi-faceted approach is advisable. So, here are some approaches you may consider:

1. In-depth interviews: Conducting interviews across various roles, from top-level executives to frontline staff, provides a comprehensive understanding of both strategic goals and ground-level challenges.
2. Surveys and questionnaires: These can be segmented for different roles within the sales force –managers, team leads, and individual contributors – to capture diverse viewpoints. They can serve as a broad tool to identify learning and learner needs. The more tailored the survey, the better the quality of data you’ll collect.
3. Performance analytics: Using existing performance metrics can offer a snapshot of current capabilities and shortcomings. Evaluate KPIs like conversion rates, average deal sizes, win rates, and customer satisfaction scores to identify areas for noticeable improvement.
4. Focus groups: Assembling small groups of employees can stimulate discussions that reveal collective challenges and needs. This is particularly useful for capturing nuanced information that may not surface through surveys.
5. Feedback from customers: Customer feedback can provide an external perspective on performance needs. Consider using customer satisfaction surveys, or even direct interviews, to understand where your sales force excels and where they fall short.
6. Skills assessment tests: These can evaluate the existing skills and knowledge of the sales team. Not only do they highlight gaps, but they can also uncover hidden talents within the team.
7. Job shadowing: Observing employees in action provides hands-on insight into both the strengths and weaknesses in the current approach. This can be particularly useful for understanding learner-specific challenges.

A practical example

Imagine you’re part of a leading a tech company specialising in cybersecurity solutions.

The main business aim is to achieve a 20% revenue increase within the next two quarters.

Applying the 4-stage model gives you the following insights:

1. Business needs: The goal is to secure a 20% revenue boost. After conducting market research and internal analyses, it’s clear that a significant untapped opportunity lies in selling to small businesses who are becoming increasingly concerned about cybersecurity.
2. Performance needs: Penetrating the small business segment effectively requires your sales team to double the number of quality leads generated from this segment and to improve the lead-to-conversion rate by 20%. This aligns directly with the larger goal of increasing overall revenue.
3. Learning needs: To achieve these performance targets, your sales team must understand the specific cybersecurity challenges faced by small businesses, as well as your product’s capabilities in addressing these.
4. Learner needs: Since your sales teams are geographically scattered and work in various time zones, flexible, asynchronous training modules are essential. Supplementary live Q&A sessions can offer more personalised guidance.

To meet these needs, a sales trainer or another member of the enablement team could design a comprehensive training programme that includes:

• Customised e-learning modules: Develop a suite of e-learning courses, finely tuned to address the unique cybersecurity threats that small businesses face.
• Expert-led webinars and workshops: Organise a series of live webinars featuring cybersecurity experts specialising in the SME sector.
  These should not only present insights into current threats but also foster dialogue through Q&A sessions. Additionally, hands-on workshops could provide a platform for real-time problem-solving and application of concepts.
• Immersive role-play simulations: Create a repository of role-play exercises that mirror diverse sales encounters specific to small businesses.These simulations should cover a variety of situations, from initial engagement to handling objections, and culminate in securing the deal.
• Gamified learning challenges: Inject an element of competition and fun through gamified learning.Set up challenges where sales reps can earn points and badges for completing modules, contributing to discussions, or acing knowledge checks
• Ongoing knowledge assessments: Establish a continuous cycle of assessments to monitor and evaluate the retention of knowledge.This could include regular knowledge checks, manager observations, and even peer assessments to encourage a culture of continuous improvement and knowledge sharing.
• Sales coaching sessions: Collaborate with sales managers to run sales coaching sessions in a one-on-one setting.These should be tailored to individual learning styles and professional development goals, offering constructive feedback on their application of training in real sales situations.

By adhering to a well-structured needs assessment, you’ve set the stage for a training initiative that’s fully aligned with the business and sales goals and highly relevant to the learner needs.

This example gives you a glimpse into the power of the 4 stages model in shaping a highly effective training approach.

2. Involve sales managers from the get-go

If you’re looking to develop an impactful sales training program, involving sales managers from the outset is non-negotiable.

A sales manager isn’t just a “supervisor”; they are a strategic partner in driving performance and growth for sales representatives.

Their involvement ensures that the training aligns closely with the day-to-day realities of the sales force and the broader objectives of your business.

Understanding why their early involvement is so important is the first stepping stone. Here’s why their participation is crucial:

1. Alignment with business goals: A sales manager has a nuanced understanding of business objectives and can guide the training to address these directly.
2. Accountability: When managers are involved, they become invested in the training’s success and are more likely to enforce accountability within their teams.
3. Practical insight: They bring invaluable, hands-on insights into what works and what doesn’t, helping to avoid generic, ineffective training modules.
4. Skill reinforcement: A sales manager can help ensure that training turns into real-world skills. Their continuous engagement helps identify whether the concepts learned are being applied effectively in the field, offering opportunities for real-time coaching and adjustments.

So, you’ve grasped the why, now let’s examine the how. How can you make these pivotal team members part of your training infrastructure?

1. Early consultation: Kick off the training initiative by consulting sales managers. Delve into what they see as the most pressing needs and the gaps they observe in their team’s skills and knowledge.
2. Collaborative design: Involve them in designing the curriculum. Use their insights to define learning objectives and select appropriate training methods.
3. Pilot testing: Before rolling out the full programme, test a pilot version with a small group and gather feedback from both the sales managers and the participants.
4. Ongoing feedback loop: Keep lines of communication open throughout the training, giving managers opportunities to offer real-time feedback and make adjustments as needed.
5. After-action reviews: Once the training is over, involve managers in assessing its effectiveness, identifying lessons learned, and planning for future initiatives.

The active participation of sales managers and sales leaders turns training from a mere “tick-the-box” exercise into a strategic enabler of business success.

They are not just stakeholders but partners in the endeavour to equip your sales department for the challenges and opportunities that lie ahead.

3. Integrate adult learning principles

When it comes to effective training, one size doesn’t fit all.

Training adults is a fundamentally different endeavour compared to educating youngsters or children.

This difference is embodied in the contrasting principles of “pedagogy” and “andragogy.”

While pedagogy focuses on teacher-centred methods and often emphasises learning for the sake of learning, andragogy shifts the focus towards the learner and places significant emphasis on the practical application of knowledge.

Developed by Malcolm Knowles, the theory of andragogy acknowledges that adult learners are motivated by understanding the utility of what they’re learning, backed by their unique experiences and immediate needs.

The distinctions between pedagogy and andragogy aren’t mere academic musings; they have real-world implications for how we design and implement training programmes.

For adult learners, like your sales teams, understanding the immediate applicability of their learning is crucial.

Armed with this foundational understanding, we’re prepared to explore Malcolm Knowles’ six principles of adult learning.

These guidelines can profoundly shape how we approach training, making it not only engaging but also intrinsically motivating for adult learners in a business context.

The six principles

Malcolm Knowles’ six principles of adult learning act as the roadmap, steering your training initiatives from a generic, one-size-fits-all approach to a tailored, impactful learning experience.

Each principle complements the understanding that adult learners are fundamentally driven by immediate, practical applications of knowledge.

From recognising the need to know “why” before learning, to respecting the value of self-directed learning, prior experience, and internal motivation, these principles give actionable form to the theory of andragogy.

By weaving these tenets into your sales training strategies and programmes, you’ll set the stage for a more engaged, motivated, and ultimately, successful sales team.

We can define the six principles as follows:

1. Need to know: Adults want to know why they need to learn something before they are willing to invest in learning it. Ensure your training programmes clearly outline the “why” and “how” this new knowledge will be used in their daily roles.
2. Self-concept: As adults mature, they increasingly see themselves as self-directed. Your training must therefore allow for a degree of autonomy and self-direction. This could be in the form of choosing modules, having interactive e-learning where they can dictate the pace, or even involving the reps in what you are building from the outset.  
3. Prior experience: Adults bring a wealth of experience to the table. Training programmes should leverage these experiences as a learning resource. Facilitate an environment where participants can share and reflect on their own experiences through the content you share.
4. Readiness to learn: Adults are most interested in learning subjects that have immediate relevance to their job or personal life. Consider integrating real-world examples, which are likely to resonate, as well as tasks or challenges that the sales team face daily. Additionally, ensure immediate applicability of what’s learned.
5. Orientation to learning: Adult learners are performance-oriented. They want to apply what they’ve learned immediately. Therefore, focus on job-related scenarios and allow room for practice and application in the training itself.
6. Intrinsic motivation: While adults may respond to external motivators, they are mostly driven by internal factors. Acknowledge their achievements and progress in meaningful ways, perhaps through certifications or skill-based badges, and always reinforce how what you are doing will help them achieve their goals.

Now, this may still feel slightly theoretical, so, to help you translate these six adult learning principles into actionable steps, I’ve designed a sales training checklist for you.

This tool will enable you to gauge the effectiveness of current training modules as well as to craft new ones that are fundamentally aligned with adult learning principles from the outset.

4. Apply a variety of active learning approaches

The efficacy of training programmes often hinges on their design, and integrating active learning should be a cornerstone of the design strategy.

You may ask, “What exactly is active learning?”

Active learning is a hands-on, fully engaged form of education.

It’s a two-way street where the learner participates in the process, not just by listening or reading, but by doing.

It includes activities like discussions, problem-solving exercises, and real-world applications.  (You can find a ton of great ideas for sales training activities here.)

Active learning allows for immediate feedback, fosters critical thinking, and enhances the transfer of knowledge to real-world situations.

In contrast, passive learning is a one-way flow of information.

The learner’s role is more of a spectator, absorbing knowledge through lectures, reading, or watching videos, but not actively engaging with the material.

While passive learning can be effective for foundational knowledge, it often falls short in driving deep comprehension and long-term retention.

Research shows that active learners not only better retain information but also grasp the underlying concepts more comprehensively because they are involved in applying theoretical knowledge to practical scenarios.

Active learning challenges learners so they can move through the different stages of the learning curve, a topic we’ll delve into further in subsequent sections.

Moreover, this approach provides tangible evidence of the skills or knowledge acquired, allowing for a more accurate assessment of learning outcomes.

Crucially, active learning offers immediate feedback on performance, reinforcing strengths and pinpointing areas for improvement for learners, thus facilitating mastery.

In essence, incorporating active learning into your sales training programmes will notably improve information retention, deepen conceptual understanding, and enable more effective application of skills in real-life sales situations.

Three primary active learning approaches

In the context of active learning, three approaches particularly capture attention for their effectiveness and versatility: the cognitive approach, the behaviourist approach, and the constructivist approach.

Each offers a unique lens through which to view and facilitate the learning process, catering to different needs and scenarios in sales training.

• Cognitive Approach: This focuses on how people think, remember, and solve problems. It uses activities that make learners think and remember important details.
• Behaviourist Approach: This is all about actions and rewards. People learn by doing something and getting something good in return, like points in a game.
• Constructivist Approach: Here, learners create their own understanding by doing hands-on activities and discussing ideas with others. It’s about learning by experience and sharing.

It’s worth noticing that both behaviourist and constructivist approaches seem to emphasise “doing” and “hands-on activities”, yet the nature and purpose of the action differ significantly.

In the behaviourist approach, the “doing” is often more structured and directly linked to a reward or consequence.

For example, you might complete a module and immediately get points or badges.

The focus is on conditioning the learner to associate certain actions with specific outcomes.

It’s more about training someone to respond a certain way to a given situation.

In the constructivist approach, the “doing” is more exploratory and less rigidly defined.

Learners engage in tasks that require them to apply previous knowledge, make choices, and learn from the outcomes.

There’s a focus on problem-solving, and the reward is more intrinsic – the satisfaction of having discovered or understood something new.

In summary, by combining the cognitive, behaviourist, and constructivist methods, you enrich the learning environment and create a multifaceted training programme.

This integrated approach not only caters to different learning styles but also ensures a more holistic professional development of your sales team members.

In doing so, you’re also setting the stage for the cultivation of deeper understanding, adaptability, and problem-solving abilities — all vital attributes for excelling in the complex landscape of any sales job.

To help you implement these three approaches into your sales training programmes, you will find some clear examples in the same sales training checklist I mentioned in the adult learning principles section.

5. Map training to the learning curve

Understanding where your sales team members are on Noel Burch’s learning curve can profoundly impact the effectiveness of your sales team training interventions.

This model is a practical framework that categorises learners into four progressive stages of competence.

It serves as an indispensable guide for creating targeted, effective training that addresses both the psychological and skill-based aspects of learning.

From unconscious incompetence to unconscious competence, the model outlines a developmental path.

Knowing where your team members stand on this curve allows you to more effectively tailor training modules for greater impact.

Here are the four stages in more detail:

1. Unconscious incompetence: At this initial stage, learners are unaware of what they don’t know
2. They might not recognise the value of the skill or concept, making them somewhat resistant to training and overconfident in their existing abilities.
3. Conscious incompetence: Here, learners become aware of their gaps in knowledge or skill but may struggle with the learning process. They realise the importance of what they’re trying to learn but may feel overwhelmed. Confidence tends to drop here.
4. Conscious competence: This is the stage where learners can perform the skill but must think about it actively. Mastery has not yet been achieved, but they’re making steady progress. Confidence may still be low at this stage even if ability is improving.
5. Unconscious competence: At this final stage, learners have mastered the skill to the point where they can perform it almost automatically, without needing to think it through.

Along this developmental path, you need to pay attention to two critical areas:

• The “Magic Window”: This is the transition from conscious incompetence to conscious competence.Learners make the transition in order to learn because they can’t engage in learning if they don’t know what they don’t know.Properly designed training can facilitate this shift by challenging the learner just enough to propel them towards the next stage.Let’s put this into the sales context. A sales rep thinks they’re proficient at handling all sorts of customer objections. They are in the stage of unconscious incompetence, unaware of their limitations.To usher them into conscious incompetence, you could place them in a controlled role-playing scenario with objections they’ve not encountered before.For example, they might be comfortable handling price objections but stumble when a customer questions the scalability of the product for a large enterprise. This is a challenge that could make them realise their skill gap.The moment of struggle, where they find it difficult to provide a satisfactory response, is often the point of revelation.It’s like a mirror showing them their developmental needs, effectively moving them into the stage of conscious incompetence.
• Conscious competence stage: At this stage, learners build both knowledge and skills, yet many of them have a strange reaction to the process.They often perceive their lack of mastery as a sign that either the training content is ineffective or they are incapable of learning.For this reason, it’s crucial to design training where learners can easily identify their own progress.Offer positive reinforcement, additional resources, and performance feedback at this stage to keep morale high and ensure continuous improvement.

As learners develop further and further into the conscious competence stage, it’s important to continue to provide opportunities for practice and feedback.

The approach may shift from pure training to coaching until they have reached the unconscious incompetence stage, where learners need minimal instruction and feedback.

Refer to my sales training checklist for further insights on this best practice.

6. Align training with learning styles

Researchers agree that incorporating a variety of learning styles in a training programme can make training more effective for all learners.

To optimise your sales training, consider these three main learning styles: visual, auditory, and kinaesthetic.

• Visual learners thrive when information is presented through diagrammes, charts, or any form of visual representation. They are likely to remember product specs better when displayed as infographics or slide presentations.
• Auditory learners, on the other hand, absorb information best when they hear it. Podcasts, verbal explanations, or even musical elements could enhance their learning experience. These learners excel in discussions and might often read text aloud to help memorise it.
• Kinaesthetic learners benefit from hands-on activities. For them, role-playing exercises or interactive simulations can be particularly effective. These learners often use gestures when communicating and might have a hard time sitting still during long training sessions.

By understanding these characteristics, you can tailor your training methods to suit each learning style.

For example, use video content to satisfy visual learners, conduct live Q&A sessions for auditory learners, and offer interactive case studies for kinaesthetic learners.

It’s also essential to remember that you’ll likely have a mix of learners in any given training session.

Your best bet is to employ a variety of approaches to cater to all learning styles.

This multi-dimensional strategy not only keeps the training engaging but also incorporates repetition in a way that’s not monotonous.

Repetition is crucial for information retention, but repeating the same activity can become tedious.

By using multiple methods – from visuals and audio cues to hands-on activities – you can reinforce key concepts while keeping the learning experience fresh and engaging for everyone.

7. Incorporate the 70-20-10 rule into training design

According to numerous learning and development studies, most learning occurs informally through an employee’s own experiences.

This hands-on, real-world interaction is where the rubber meets the road, providing invaluable insights that traditional classroom settings often can’t replicate.

In line with this, let’s explore a simple yet potent model that captures the essence of effective learning, particularly in a sales context: the 70-20-10 rule.

The 70-20-10 rule is a learning and development model that suggests a proportional breakdown of how people learn effectively.

Specifically, it proposes that 70% of learning comes from on-the-job experiences, 20% from social interactions, and only 10% from formal, traditional educational events.

Here’s a breakdown of each component:

• 70% experiential learning: This part suggests that the majority of knowledge comes from real-world experiences. In a sales context, this could mean learning primarily through actually selling, engaging with potential customers, or even failing and learning from those failures.
• 20% social learning: Learning from others makes up the next chunk. This can take the form of coaching, mentoring, or even peer-to-peer advice and observation. In sales, the practical translation might be shadowing a top-performing colleague or receiving ongoing coaching from a manager.
• 10% formal learning: This is the traditional, structured learning environment many of us are most familiar with. It involves courses, workshops, and reading. In sales, this could be product training or sales skills development workshops.

You may ask, “What are the implications of this for sales training?”

Here are some ideas:

• Move beyond the “classroom”: The 70-20-10 model suggests that the most effective training isn’t necessarily formal. Sales teams should, therefore, focus on creating real-world scenarios where reps can practice.
• Embrace social learning: Encourage networking, mentorship, and peer-to-peer exchanges. These types of interactions could be just as valuable as formal training sessions.
• Don’t neglect formal training: While it’s only 10% of the model, formal learning provides the foundation upon which experiential and social learning can be built.
• Agility and adaptability: Given the fast-paced nature of sales, adopting a 70-20-10 approach can help teams be more responsive and adaptive, quickly applying what they’ve learned in real-world scenarios.

By understanding and applying the 70-20-10 rule, you can create a more balanced, effective, and agile sales training process and programme that aligns with how people naturally learn, thereby enhancing the overall performance of your sales team.

In conclusion, it’s also vital to understand that, while the 70-20-10 model offers a foundational guide, the prescribed ratios aren’t one-size-fits-all.

People have unique learning curves and preferences.

What this model really aims to achieve is to bring learning and development activities into closer alignment with day-to-day work and business objectives.

In doing so, it transitions the sales enablement function from being a cost centre to becoming a value creator within the organisation.

8. Leverage blended and in-the-flow-of-work learning

The landscape of learning and development is undergoing a seismic shift, the likes of which we haven’t seen since standardised tests were first introduced.

Traditional classroom learning, once the bedrock of training programmes, now faces challenges in adapting to the needs of a modern, tech-savvy workforce.

The arrival of smartphones, social media, and AI-powered tools has forever altered the way we consume information and acquire skills.

Knowledge is now fragmented, delivered in quick bursts through various platforms ranging – from LinkedIn articles and YouTube tutorials to podcasts on Spotify, Twitter threads, and even short-form content on TikTok or Instagram Reels.

The workforce, too, has evolved; they seek instant answers and are more adept at multitasking, juggling different streams of information simultaneously.

Moreover, the frenetic pace of business and the rise of remote working have eroded the boundaries of a traditional 9-to-5 job.

Sales professionals are often on the move, on sales calls, connecting with customers across time zones, or grappling with deadlines that don’t fit neatly into an eight-hour workday.

This leaves limited time for long, structured training sessions.

In this context, sticking to traditional learning approaches may not only be inefficient but also risk leaving your team behind in a race that waits for no one.

This is why instructional models like blended and in-the-flow-of-work learning have great potential to enhance the effectiveness of your sales training programs.

Blended learning

Blended learning combines the structure of formal education with the flexibility of online courses, enabling sales professionals to learn at their own pace and revisit material as needed.

How does it work in sales? Here’s an example.

1. In-person workshops: Sales reps gather for a day to learn about new product features. They role-play different sales scenarios and get immediate feedback from the trainer.
2. Online modules: After the workshop, reps complete online training that allows them to dive deeper into the product’s technical aspects, at their own pace.
3. Virtual Check-ins: Weekly virtual meetings with the team or coach to discuss progress, address questions, and share best practices.
4. Resource repository: A digital library where new sales reps can find product sheets, FAQs, and short video tutorials for quick, just-in-time learning before a customer meeting.

The beauty of online sales training is its flexibility.

If your sales team is global, replace in-person workshops with virtual instructor-led sessions. Sales reps can join from anywhere but still benefit from real-time interaction.

By employing a blended learning strategy, you can provide a more diverse and adaptive training environment.

You’re not just disseminating information; you’re crafting a dynamic learning ecosystem that empowers new hires and your sales team to excel in today’s multifaceted business landscape.

In-the-flow-of-work learning

Another effect of workforce learning going digital is that learning has become an ongoing process rather than a distinct event. Whether it’s glancing at a LinkedIn article or watching a quick YouTube tutorial, our day-to-day activities have become learning opportunities.

In the same vein, in-the-flow-of-work learning harnesses these everyday moments to organically weave learning into the workplace.

In-the-flow-of-work learning is the practice of integrating learning resources directly into the work environment. Unlike formal training sessions that happen at designated times, this approach facilitates real-time, just-in-time learning.

Here are some examples in the sales context:

1. Microlearning assets: Imagine a sales rep can access a three-minute video on handling objections right before a challenging customer call. This immediate resource can be a game-changer.
2. Chatbots and FAQs: Reps could consult a chatbot or a FAQ section embedded within their CRM to get quick answers to common customer queries, right when they’re drafting an email or preparing for a presentation.
3. AI-powered sales roleplays: Using a tool like, for example, Hyperbound, a company can build a series of AI sales roleplay scenarios that reps can access and practice anytime they want (like before an important call), giving them a quick refresher.
4. Performance support tools: An overlay tool in your CRM can offer real-time tips on best practices when logging a new customer interaction, providing support exactly when it’s needed.
5. Peer collaboration: Use internal communication platforms to enable reps to share insights and strategies as they go about their tasks.

By incorporating in-the-flow-of-work learning into your sales training ecosystem, you make learning an ongoing, integral part of your sales team’s day.

This is not just about problem-solving in the moment; it’s about building a culture where continual improvement is as natural as breathing.

9. Measure training outcomes

Even the most meticulously designed training programmes can falter without a rigorous framework for evaluation, underscoring the importance of measuring training outcomes as a key best practice.

Training and development activities are often viewed merely as a cost item on a company’s budget.

Incorporating a robust evaluation mechanism helps shift this perception by aligning training more closely with business needs, thereby showcasing the tangible impact of your training interventions.

In the first best practice, “Conduct training needs assessments,” I presented the “4 Stages of Needs Assessment and Evaluation.”

This model guides you in identifying the business, performance, learning, and learner needs before launching any training initiative.

The goal is to ensure training relevance and effectiveness, yet once the training has been thoughtfully designed and delivered with these needs in mind, the next crucial step is evaluation.

This is where the Kirkpatrick Evaluation Model comes into play, taking us from the micro-level of individual learning back up to the macro-level of organisational impact.

Such a model comprises 4 levels of evaluation:

1. Reaction: This is the immediate response from participants after the training session. Essentially, it answers the question, “Did they like it?” Evaluation at this stage often employs feedback forms, surveys, or direct interviews to gauge the participants’ experience, whether they found the material helpful, engaging, and their overall satisfaction with the training.
2. Learning: This stage assesses the extent to which participants have absorbed the new information or skills. Here, you’re answering, “Did they learn it?” This is commonly evaluated using tests, quizzes, or demonstrations that participants must complete, either during or immediately after the training session.
3. Behaviour: Now the focus shifts to application: “Are they using it?” This level looks at whether participants are implementing what they’ve learned in their roles. Evaluation at this stage often takes more time and involves follow-up observations, interviews, or even assessments by peers or managers in the workplace.
4. Results: Finally, this stage assesses the impact of the training on broader organisational goals, answering the question, “Did it make a difference?” Metrics here could include key performance indicators (KPIs) like increased productivity, improved quality, decreased costs, or any other business objectives that the training aimed to influence.

Bloom’s Taxonomy – a framework for classifying different levels of learning and cognitive skill – can complement level 2 by helping you define and assess the level of learning expected, from recall through to application, analysis, and creation. You can use my Bloom’s Taxonomy template to apply it in practice.

Now, let’s take a typical sales scenario to demonstrate the Kirkpatrick model in action.

A practical example

Let’s imagine your organisation has just launched a new software product, and your sales team needs to be trained to sell it effectively.

You’ve designed and delivered a comprehensive training programme covering product knowledge, the pains the product solves and the value it offers to different personas, and early engagement and discovery techniques.

Now you’re ready to evaluate its impact through the Kirkpatrick model.

1. Reaction: After each training session, ask your sales reps to fill out a quick feedback form. Probe into whether they found the training engaging, the material relevant, and if they feel more prepared to sell the new product. If the team is enthusiastic and optimistic, you’ve likely succeeded at Level 1.
2. Learning: A week after the training, administer a quiz that tests your sales team on the new product’s features, the ideal customer profile, and your organisation’s unique selling proposition. Pair this with a role-play exercise where they must demonstrate their pitch for the new product. The quiz results and role-play performance will show you how well they’ve grasped the new material.
3. Behaviour: To evaluate this stage, set up periodic check-ins over the next few months to observe how the sales reps are applying their training in real-world scenarios. Are they incorporating the new product into their customer conversations? Have their close rates improved? Peer feedback, managerial assessments and the use of conversational intelligence tools could offer valuable insights here.
4. Results: Three to six months post-training, closely examine your key sales metrics. Have you seen an uptick in revenue since the new product launch? Are there more customer inquiries and demos taking place? Have you captured more market share? These high-level organisational impacts provide the ultimate validation of your training programme’s effectiveness.

If you want to dig even deeper into practical examples of the Kirkpatrick Model, you might want to check out my sales discovery training article, where I discuss the full execution of a world-class discovery programme, including the various levels of evaluation. 

Finally, my breakdown on sales training metrics could really help you select the most appropriate indicators to measure the impact of your sales training efforts. 

Conclusion

Creating impactful sales training programmes can be challenging, yet immensely rewarding.

It’s a journey that involves understanding your sales teams’ unique needs and what the company expects, crafting a diverse and flexible learning ecosystem, and maintaining a focus on measurable outcomes.

But at the core, it’s about building a culture of perpetual growth and improvement.

Your commitment to best practices such as needs assessment, alignment with learning styles, the 70-20-10 learning rule, blended and in-the-flow-of-work learning, and a rigorous approach to evaluating outcomes, will make your training programmes more effective and also more strategic.

Those are necessary steps to transform your sales enablement function from a cost centre to a value creator within your organisation.

Training in sales is an investment in human potential.

When well-executed, it equips your sales force not only with the knowledge and skills they need for today but also imbues them with a sense of purpose and possibility for what they can achieve tomorrow.

So, take this blueprint, adapt it to your needs, and embark on a fulfilling journey toward creating sales training programmes that are dynamic, relevant, and influential in the development of your sales team.