8 Benefits of Digital Learning for Sales

Not all that long ago, in-person classroom training was how companies prepared their sales force to engage in selling activities. They’d provide instructor-led classes that took reps out of their work environments for days at a time. Cumbersome paper binders and manuals were used for reference, being updated maybe once or twice a year, if ever.

It also used to be that managers and reps had to meet for coaching to ensure continuous performance improvement. Today, digitization of learning simplifies these processes and enables your sales force to learn and develop efficiently while hitting their targets. So what are some of the other benefits of digitization? Let’s take a look.

Digital learning minimizes or eliminates in-person events

Allows completion of pre-work, as well as post-work reinforcement, so that in-person training and coaching are kept to a minimum. This reduces the impact and costs associated with these sessions. Pre-work allows participants to prepare before attendance, so that any in-person time may be dedicated to discussion and practice, instead of instruction and one-sided demonstration.

Post-work and ongoing learning is easily delivered in micro-learning modules. According to research by Hermann Ebbinghaus, these small, frequent sessions over time produce better knowledge retention and skills development when compared to less-frequent sessions. Digitization allows for the provision of these bite-sized learning modules that have minimal impact on schedules. They also reinforce lessons learned during live sessions.

Gamification is often part of digital learning. It makes it more engaging and enjoyable, encouraging increased participation and improved outcomes.

Enables timely feedback

Feedback is important when learning. The fact that digitized learning is provided through the cloud makes it well-suited for technologies that are mobile-friendly. With portable, digital learning, reps are able to record audio or video of their practice pitch, demo, or skill to submit for feedback. Their coach, trainer, colleague, or manager may then provide timely input, reinforcing correct behaviors and preventing the development of poor habits.

Flexibility

Digitization of learning provides flexibility to reps and managers alike. Content is easily accessible and micro-learning is simple to incorporate into busy schedules. Plus sales coaching and readiness become a part of the day-to-day routine, instead of being an occasional occurrence. That’s a huge improvement over the 21.7% of sales managers who, according to CSO Insights, have implemented a formal coaching program.

Personalized

Digital learning facilitates personalization. Instead of teaching a group with various backgrounds and knowledge, material viewed by each rep is specific to their learning needs. This ensures continuous growth. It also makes it possible for individuals to progress at their own pace. Those who grasp new skills and information more rapidly no longer need to be held back by those who may need more assistance with certain skills or concepts.

Improves accountability

Learning in the cloud increases accountability. Since it easily fits into any schedule and participation can take place anywhere, there’s simply no excuse not to complete designated tasks on an ongoing basis. Each activity is documented, so there’s no doubt when and what has been accomplished by individual reps and managers.

Simplified certification

In the past, it used to be necessary to take reps and managers out of the field to certify them. They’d travel to a central location to demonstrate their understanding of new products or skills as well as their ability to effectively present them. This was a costly and time-consuming process for all involved. Now, digitization simplifies certifications by allowing performance and evaluation through audio or video recordings. For knowledge assessment, simple tests may also be used at the completion of modules.

Facilitates sharing best practices

It used to be that reps would ride along with more experienced ones in the field, to see how they interacted with or presented to, customers. This was costly, time-consuming, and not necessarily effective. Learning in the cloud facilitates the development of a library of best practices to easily share as examples in training and coaching. The added bonus is that these may be re-used and replayed as often as necessary to aid in the learning process. Not only that, they aren’t dependent on schedules or availability and may be accessed at any time.

Always up to date

The binders and manuals that were previously used for onboarding, training, and reference, were usually outdated by the time they were printed and distributed. There may have been additional updates and inserts distributed, but they were never as current as the digital versions created today. Being in the cloud, they aren’t cumbersome or difficult to handle and are easy to update – plus, no physical distribution is needed.

Digitization also allows organizations to share critical updates without taking reps and management out of the field so they remain productive. It also keeps them current, so they’re aware of time-sensitive internal, product, and market changes.

With all these benefits, shouldn’t you empower your salesforce by digitizing their learning too?

 

The future of the Chief Learning Officer

“An investment in knowledge always pays the best interest.”―Benjamin Franklin

The role of Chief Learning Officer (CLO) has been around for several years. CLOs are responsible for driving the strategic direction of an organization’s learning. In the past, some have mistaken the role of a CLO to simply be populating the Learning Management System, but things are changing quickly and the role of CLO is now expected to rapidly adapt.

According to

Deloitte’s 2016 Global Human Capital Trends Report

,

“CLOs should become part of the entire employee experience, delivering learning solutions that inspire people to reinvent themselves, develop deep skills, and contribute to the learning of others

.” This change is being driven by several factors, and each one is shaping the role of the CLO in the future.

The future is coming quickly

It might sound obvious, but learning strategy has to reflect the business’ objectives. In the past, learning has sat to one side and focused in on specific technical knowledge or skills, but that’s no longer enough. The CLO needs to understand how the learning agenda fits into their company, the industry and what their competitors are doing. This is because the learning must not only support the business today but into the future.

While CLO’s don’t have crystal balls, they now need to keep an eye on future trends and ensure that their business has the capability and capacity to adapt quickly when required. Disruption is no longer something that happens to other businesses, it’s a real threat for every business so the CLO has to ensure that the business is prepared to weather any storm that may come their way.

Change is the new normal

In the past, learning programs could take weeks to create and be rolled out over the course of months or even years. This approach no longer works, what you learn today could change or be updated next month. This has dramatic implications for the learning agenda.

Learning programs now need to adapt and be flexible enough to accommodate continuous change. This creates challenges both for those who create learning programs and all for the people who are receiving the learning. Not only does information need to be added, changed and updated regularly, but it also needs to be easy to digest.

Learning is a continuous process, and that can’t be taught in workshops or meetings twice a year. Learning programs need to be fluid and integrated into business as usual. This means that managers and those close to the end users need to be integrated into the learning process.

The closer to a topic you are, the quicker you are able to adapt to any change to it. Things like learning agendas that enable managers to give structured and continuous coaching to their team are part of this change. Just in time training is another development that is gaining speed as it allows employees to stay on top of things as and when they need to know them.

Another thing that’s impacting this is the way work is changing as well. More workers operate remotely, work virtually and have flexible hours. This adds a new layer of complexity to how learning programs are rolled out, accessed and reinforced.

New generations are entering the workforce and older ones are leaving

By 2025, 75% of the US workforce

will be millennials, but presently they share their workplaces with Baby Boomers and Generation X. Managing multi-generational workforces has also made the role of the CLO more challenging. Each generation has different learning preferences – millennials are connected to their mobile phone while many baby boomers prefer face to face communication.

When it comes to developing learning strategies, the preferences and needs of each generation need to be taken into account. If all employees are not engaged then some will be left behind when it comes to development.

CLOs need to look at not only the content of learning programs but also how it is delivered. Some things to consider include social networks, mobile enablement and the way content is structured. For example, millennials have a preference for microlearning, which is a big shift from traditional instructional led training.

The changing dynamics within the workplace is also raising new issues. As Baby Boomers prepare to leave the workforce, along with them goes decades of experience and knowledge. Some would also prefer to remain connected to their workforce, raising the possibility of new learning opportunities like mentoring.

All of these factors need to be included in the learning agenda and prioritized by the CLO in a way that engages all employees and meets business objectives.

Every business function needs to justify their position

In the past, learning has been measured by the number of people who have completed courses but this doesn’t demonstrate the value that the learning programs have added to the organization. As organizations become leaner and more agile, every executive and each function needs show how they contribute to the achieving the business goals. This forms the basis of a business case when competing for resources. To do this CLOs need robust reporting and tracking.

Analysis should show how the learning programs have changed the way people work, made them more productive or improved their revenue earning capability. This must then also dovetail into the broader business objectives. Is the learning program a competitive differentiator in the recruitment marketplace? Does it help the business retain employees? Does the learning have a positive impact on engagement?

Retaining and engaging employees is becoming harder

Learning has traditionally been a one size fits all approach, but in order to retain employees and keep them engaged organizations need to focus in on the individual needs of their employees. Learning programs need to be flexible enough to allow individuals to develop on their own journey. By giving individuals the ability to take some responsibility for their own development and have a say in what capabilities they develop, organizations can improve engagement and build capable workforces.

This means providing learning opportunities outside the classroom. Rather than focusing on role-specific learning and build capabilities. Capabilities extend beyond technical skills and can include understanding, empathy, stakeholder management, and networking. Empower employees to learn at their own pace and to be in charge of their own destiny.

Underpinning all of these developments is the need for technology that supports the changing world of learning. Learning tools that are able to be customized and can adapt to different needs, yet still provide enough structure to support managers and leaders to have consistency in the organization. Technology can’t be an afterthought, it needs to fit in with how people work today and how they will work in the future.

The role of the CLO is certainly changing. With each and every day it becomes more challenging and complex, but it brings so many opportunities to innovate and think differently about how people learn. It’s an exciting time to be a leader in corporate learning.

It’s the Year of the Coach

Coaching is at the top of everyone’s minds at the moment – for good reason. A good coach can help more salespeople achieve quota by up to 10% and when you combine training and coaching, sales productivity also increases.

With these results, it’s no surprise that everyone is jumping on the coaching bandwagon, but not all coaching impactful.
According to the International Coaching Federation, coaching is:

“An interactive process to help individuals and organizations develop more rapidly and produce more satisfying results; improving other’s ability to set goals, take action, make better decisions and make full use of their natural strengths.”

Impactful coaching focuses on the needs of your reps and helps them improve how they approach different parts of the sales process or their customers. The results from impactful coaching go straight to your topline revenue.

Managers that are not impactful fail to move the needle on reps’ behavior and/or their performance. They just don’t have the skills required of a coach – perhaps they’re doing less coaching and more telling or controlling. Reps’ learn little from being told what they’re doing wrong, impactful coaching is a collaborative way to help them learn how to improve how they sell. Sometimes coaching is ineffective because managers just aren’t doing it properly — perhaps they’re just ticking a box or scoring their team more favorably in coaching exercises due to bias or even apathy.

It is possible to turn ineffective coaches into impactful ones, but in order to do that, you need to identify who is actually ineffective. Every sales manager is different, and short of watching every coaching session, it can be difficult to objectively know whether they’re making a difference to their reps’ performance. To do this you require data – but not just any data – the right data.

Identifying whether sales coaches are ineffective or impactful

The Sales Capability Index™ (SCI) is an index that has been developed by Mindtickle, which provides a capabilities score that, for the first time in the industry, provides a holistic, quantified assessment of sales rep and team readiness while also producing a leading indicator of their expected performance.

Essentially, the SCI provides a holistic, quantified assessment of individual sales reps and a manager’s entire team’s sales readiness. This is then linked to their performance, producing a leading indicator of their expected performance.Sales_capability_index

The SCI combines not only coaching but also knowledge and skill, so you can see what’s really impacting performance and what’s not. For example, if you’ve just launched a new product, coaching program, competitor series or other sales enablement initiatives to your sales team, you can see what elements have had an impact and by looking at scores before and after.

The score gives you a high level of conviction about how prepared your sales teams are and identify what initiatives are making an impact and what aren’t. It will also give you an indication of whether coaching (or other initiatives) are likely to impact your sales results so you can predict revenue more accurately.

As the data can be broken down by individual and by team, you can also see whether individual sales managers are coaching effectively – are they making a difference to the sales outcomes or not. This brings issues with sales manager’s coaching abilities to the surface, so they can be addressed long before the quarter or year is lost.

Coaching is only effective if it drives a business outcome. There is no point having your management team spend hours each week coaching reps if your top line revenue doesn’t grow. By using this data, coaching can be directly linked to real outcomes.

The same data can be used for most sales enablement initiatives. So if you launch a new product you can also look at the curriculum that was delivered to reps and assess whether it’s helped them sell or not. This helps you measure your enablement initiatives and identify where they need to be adjusted to make a real impact on your sales teams.

Coaching needs to have specific criteria for maximum effectiveness

In order to be effective, sales managers also need to know what to coach. No rep needs to be developed in every aspect of the sales process, but trying to find what they need help with isn’t always clear-cut.

By breaking down down the entire sales process and connecting each step with the enablement data that you have, you can look at sales competencies across each stage. This shows you exactly where a rep or a sales manager may need help.

The chart below gives you an example that shows you a rep that is able to explore opportunities and manage objections well, but perhaps needs help upselling and in call scheduling. The data pinpoints exactly where opportunities fail and evaluates qualitatively and quantitatively what competencies are needed at that specific stage.
Sales capability index™

This level of granularity allows managers to do tactical coaching and allows you to identify whether sales managers have skewed competencies. It gets to the heart of the issue and allows you to hone in on what needs to be done.

When looking at your sales team as a whole, it means you can identify if there is consistency across how teams are coached or if managers are perhaps playing to their strengths to the detriment of their team’s performance.

This kind of data has the potential to be a game changer. It can help identify bias in coaching performance and gives you the opportunity to address it objectively.

Empowering end users

A final way to improve impactful coaching across your sales teams is to give users the ability to approve or disapprove coaching feedback. Rather than just letting the sales managers have a say about how a coaching session went, let the reps tell you if they felt the session made a difference to them. This data can also be telling, because if your reps don’t feel like they’re benefitting from their coaching sessions, then it may be symptomatic of a broader problem – either with your coaching program or with individual coaches.

We all have so many tools in our sales stack, each providing an array of data. While it’s nice to have these numbers at our fingertips, they’re irrelevant if they can’t tell you how to improve your sales outcomes. After all, who has time to look through every data point available to them and work out what they’re saying.

For the Year of the Coach to make a real difference to your sales outcomes, you need to ensure that you have access to data that clearly and succinctly helps you link your coaching plans to your sales outcomes like the SCI does.

Drive Behavioral Change Through a Sales Readiness Culture

One of the main goals of training and coaching is behavioral change. So often these activities, alone, don’t produce the desired improvements. Research by Hermann Ebbinghaus shows that training without reinforcement results in 80-90% of information being forgotten within just one month. A systemic approach to

continuous

coaching and training is necessary to really prepare your salesforce to be “ready” to effectively engage customers and keep them prepared. A culture of sales readiness will do the job. Let’s look at how developing this type of work environment will result in the behavior changes and outcomes you’re seeking.
Continuous learning:

According to Ebbinghaus, the information presented

over spaced intervals is learned and retained more easily and more effectively.

So, learning in bite-sized, frequent increments, also known as micro-learning, fits into sales rep schedules in their usual work environment. This allows them to remain productive as they learn. It also reduces the number of group trainings, or may completely eliminate them, while improving knowledge retention.
Repetitive practice:

Practicing new knowledge application or techniques through role playing is preferable to experimenting with sales pitches or presentation with actual prospects. Your team will be more prepared, confident, and effective in the field as a result.
Feedback:

Timely feedback on role play and practice reinforce desired behaviors while preventing the formation of bad habits. This sales coaching and guidance is critical to driving results. According to the 2017 CSO Insights Sales Enablement Optimization Report, formal and dynamic coaching delivers the most significant performance impacts.
Easily applied:

When contextual training is used, your reps don’t have to translate what they learn to effectively apply it in real-life situations. This allows them to easily build on what they know and continually improve.
Accessible anywhere:

Making the elements of sales readiness accessible from anywhere allows team members to learn and participate at their desks or on the go. This improves compliance and results because it makes it easy to complete desired activities without changing their schedules.
Measurement:

The only way to really know if your sales reps are progressing toward the desired level or type of performance is to measure it. Sales readiness includes documentation throughout the process and awards certification when the specified behavior is demonstrated. This may be used to qualify reps to promote new products, ensuring they have the proper knowledge and presentation techniques before doing so.
Best practices:

According to CSO Insights, the sharing of best practices across the sales team is a characteristic of a formal coaching process. This was once accomplished by reps riding along, or listening in on calls, with a more experienced one. A far more efficient method is to maintain recordings or videos of desired behaviors. These are then used as examples for those learning them and helps the student to recognize what success looks or sounds like.
Up-to-date information:

The sharing of internal communications are the final aspect of the sales readiness culture. They’re critical to keeping reps current on product, market, and company changes so they are always prepared to speak intelligently with customers.

All these elements combined create a culture of sales readiness. They’ve been proven to produce the desired behavioral changes on an ongoing basis. Give it a try for continuous performance improvements and successfully attained goals. To learn how Mindtickle can help, check out the value our customers are gaining by reading our

customer stories

.

[Podcast] How Focus can Increase Your Sales Team Performance – Episode 26


In this 25 minute podcast Steve explains:

  • What makes a great sales team
  • How sales enablement needs differ within sales teams and how technology can help address this
  • How Kaizen can be applied to sales teams to improve their productivity

“Whatever type of sales team you have, the larger it gets the more important the sales enablement and sales operations role becomes. If you have 100 guys, and you save them all 5% of their time, that’s hiring five guys for free,” exclaims Steve Benson.
Steve began his career in software sales and has worked for IBM, HP, and Google. Now as CEO of Badger, he helps field salespeople focus on their best customers and optimize revenue opportunities by mapping out their territories.
The key to optimizing your sales team is a focus. “You have to study your sales team almost like an anthropologist or a sociologist would and use those stats. What people often find is that there’s a lot of value in a lack of focus on field sales teams. People are spending their time on the wrong leads. They’re not focusing on the highest probability deals to close, and making sure that they make it over the line. It’s the same for inside sales team, helping them focus on the right groups, with the right message, at the right time is really important,” explains Steve.
While the focus is important, it’s also essential that sales enablement, operations, marketing and other members of the team understand what each sales reps need when looking at ways to leverage technology.
“What the outside guys need is different to what the inside guys need. What the people who are selling to giant companies need is different than the people that are selling over the phones to small companies. There’s a variety of ways you can split up your sales team and different strategies to do that, but then I think it’s really important that one size does not fit all from your sales tech sack.”

Insights from #SDSummit: Driving Sales Efficiency with Sales Operations

The session about sales efficiency and operations at the SiriusDecisions Summit 2016 was focused on helping define what sales operations is and look at the frameworks in place to help sales ops professionals.
MT_sales-operations_1

SiriusDecisions broke down sales efficiency by looking at the following elements: productivity and capacity. They define sales productivity as “yield per rep per hour”, where ‘yield’ is the revenue the rep is generating. And state that as a sales ops professional your goal is to use your sales capacity as efficiently as possible, as it is a limited resource. How your reps spend their time is important, if they are not spending it on core selling activities your yield will suffer. So in sales ops, your job is to drive efficiency into the whole selling activity.

There has been an interesting change in the sales operations function, as it has evolved from a tactical, reactive function to a primary driver of sales change.

Sales operations cross the entire sales ecosystem. There are challenges, including:

  • How to measure, manage and increase sales productivity
  • Improving revenue predictability
  • Maximizing return on value from investment in sales technology
  • Developing, managing, measuring and improving sales execution processes
  • Evolving sales operations capabilities and contribution.

The Relative Productivity Framework

This is a handy framework from SiriusDecisions to answer the question: where are your reps spending most of their time?
MT_relative-prod-frame

The problem that SiriusDecisions found is that many of the stages and steps in sales activities are mostly internally-focused. Unless you align the sales process to the buyer’s journey, understanding how the buyer makes decisions, you won’t be able to effectively move the deal forward. And that’s where the Attribute-Based Sales Process from SiriusDecisions helps, map buyer attributes with buyer activities, and seller attributes and activities.
MT_attrib_sales_process_2

Finally, as it relates to sales technology, SiriusDecisions says that it must fit the user and organizational needs across six key categories:

  1. Criticality: how crucial is this technology to the business?
  2. Risk: what is the likelihood of losing the availability of the tool to the sales organization?
  3. Fit: How well does the tool help fix the problem for which you purchase it?
  4. Scalability: As the organization grows, can the tool accommodate the increasing number of sales reps, products, users?
  5. Data: How secure is the data? How is data maintained?
  6. Integration: Is the tool for sharing the data across all the other platforms?

Another element that SiriusDecisions has added to their thinking is end-user engagement. According to SiriusDecisions, the end user must move beyond adoption to engagement in order to realize the full value of the technology investment. The journey is:
MT_sales-tech-EU-engagement