Sales Training

This page is a database of articles and downloadable white papers on many different aspects of sales training. You can search for any particular topic (e.g. "cold-calling") by typing it into the search box above the list of contents to the right. If you use the productivity tools in Connect (Calendar, Contacts, Workshop, Dashboard) you can use your dashboard results to see which areas of selling you have the most weak spots and then come to this page to find training resources to help you improve.


The Brooks Group, a nationally respected sales-training organization, says that one of the most alarming sales trends is sales managers’ passive acceptance of the belief that there must be a variance in selling performance. They buy into the notion that some people just “naturally” sell more than others.
Because of this misguided belief, sales managers spend countless hours and thousands of dollars on a quest for the one or two “selling stars,” when what they should be doing is concentrating on the more profitable option of raising the performance of so-called “average salespeople.”

The truth is that there are no average salespeople. Instead, many companies have poetically productive salespeople with average skills and no personal accountability. Most sales managers do offer training to their sales-people, but very few of them keep track of that training.

Think of it this way: When you buy stocks or mutual funds, you probably track their performance on a regular basis — and take steps to correct any problems that might exist within your portfolio. Why wouldn’t you do the same with any problems that exist within your sales team?

Here are questions that you should be asking yourself — and, by proxy, your account executives:
» How well did your salespeople absorb your sales training?
» Did it impact their unconscious behaviors?
» Did it interrupt “sabotage patterns”?
» Will they put it to good use?
» How effective will the training be in the long term?
» Are there areas that they didn’t grasp?
» Are you missing weak points?
» Are they continuing to use what they have learned?
» Are they making more sales, faster sales, or more profitable sales?

Don’t just look for a sharp increase in sales volume — that alone can be a very deceptive indicator of sales-training effectiveness. If you want to see long-term sustained growth, it’s more important to measure how salespeople achieved that sales volume than it is to measure only how much volume was achieved. The reason is simple. The increase of sales volume is not performance. Sales volume is the activity that results from performance.

Source: The Brooks Group,, reproduced by permission of RadioInk magazine.

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Sales Training