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Empowering Reps to Become Lifelong Learners

In a era of multiple specialists, sales teams, and more competition, sales managers need to establish a mind-set among their reps to “stay in touch” through continuous reeducation. Managers play a key role in teaching reps to study the industries or end users to whom they sell. They can teach reps how to put convincing, economically based sales proposals together that provide justifications to purchase products, as the rep moves up to sell to senior management decision makers.

The sales manager can instruct reps in orchestrationg the company`s total skilled resources, so necessary to providing total customer satisfaction. Managers are encouraging reps to evaluate their strengths and weaknesses relative to their job needs. In this way the reps can take charge of identifying gaps in thei training, rather than putting all the onus on the sales manager to suggest and develop their skills.

The reps can also adapt and grow if they are in tune with their own strengths and weaknesses. Rep who constantly stay in touch by going to relevant courses are well positioned to take advantage of any career broadening prospects that come along, whether a promotion or a lateral transfer. In addition, training can be a real motivator to reps, a tangible investment and vote of confidence when the company relieves them from field duties periodically to send them on special courses. When this happens continuously, the rep realizes the company considers him to be a valuable resource regardless of how senior or experienced he happens to be.

Developing Sales Reps

Sales manager play key roles in sales rep development. In company small or medium in size, the managers are the trainers. In large companies where full-time training staff is a set up, the managers have input to shape new courses and a key role in seeing to it that reps obtain timely training. In addition, the sales manager can provide after-the-fact feedback to trainers about how much specific courses have improved the rep`s abilities and results.

Increasingly, sales managers are involved in training because they themselves are also being reeducated in order to stay in touch with customer or competitor changes. While sales training methods have changed with new techniques such as interactive video programmed learning and expert systems, there are “big picture” shifts in training overseen by managers.

Rep development programs are more diverse than ever. In an age of multiple specialzation and team selling, reps must take many more courses than in the past. At xerox, a world leader in training reps, sales personnel take much more training in system selling and total account management than was the case only a few years ago. The emphasis is on selling systems, not “stand-alone” boxes to customers. Bell Atlantic brings its very best 60 (of 250) reps into an intensive 13-week course (stretched over nine months) to discuss and study how leading-edge technology can be offered to customers in solutions for their problems.

Example of other new course priorities for sales forces, beyond system selling, key account sales, or high-tech solution selling, include teaching reps how to deal better with distributors, training reps to do total value-added selling, and training them as teams to update their sales methods after extensive competitor analyses.

Sales managers should be constantly thinking about what new skills their skills their reps need to become self-managed, confident performers. It is the job of the sales development is relevant to the changing pattern of competition and salesmanship required.