While this may seem like a fair approach, it’s not an effective one. But they don’t offer differentiated training that caters to the individual instead, they treat everyone the same. Many sales organizations offer training, because they know they should. They should avoid lagging indicators of success like quota attainment and win rates and focus instead on selling behaviors, including what sellers say and do that helps them close deals.ĭata-driven assessments are crucial to help sales leaders isolate key competencies and skills-such as learning agility, curiosity and connectedness- that drive top sellers, and start closing the gaps in performance for their less successful sellers by creating targeted, individualized sales training programs to develop those skills.Ģ. Personalize sales training programs for each individual Rather than equating quota attainment with success or using their gut instinct to make training decisions, sales organizations need to take a deeper dive into their sellers’ capabilities. It’s extremely difficult to replicate winning behaviors in other sellers if the true reasons behind top sellers’ success isn’t clear. Leading organizations leverage four key practices to get the most out of their sales training:ġ. Have a clear definition of a top seller And the reason for this is these organizations often lack the sales training programs they need to enable sellers to reach their full potential.

Talent gaps in sales teams are the number one internal challenge cited by many sales organizations.

Miller heiman sales process blue sheet