Adapting Sales Training For Millennial Sales Teams
Do we need to rethink how we facilitate the behavioural change we desire in our sales teams?
In my extensive career in sales, I’ve had the opportunity to familiarise myself with a plethora of sales methodologies and tools. From SPIN to Blue Sheets, and Target Account Selling, the list is extensive. The training approach, regardless of the tool, was often similar: a three-day intensive course led by a passionate evangelist, followed by a surge of personal commitment and enthusiasm to utilise this new tool. I was confident that I was now equipped to exceed my targets.
Crucial component missing from sales methodologies
However, as the weeks rolled on, I found myself gradually reverting to my old ways of working. This pattern persisted even when I ascended to a leadership role in sales. But upon reflection, I realised that there was a crucial component missing from these methodologies.
As pointed out by Katzenbach, Steffen, and Kennedy in their Harvard Business Review article, changing people’s behaviours is a challenging task. They argue that, “Behaviours are easiest to change when you understand what motivates people to alter their behaviour.”
Success of sales training enhanced with coaching
On reflection, the courses were primarily instructive, telling sales executives what to do, but not necessarily helping them learn how to do it. A three-day course without the necessary post-course coaching and support will never yield the desired results.
Recently, I came across an article that discussed this very topic. The writers concluded that the SPIN sales methodology created by Neil Rackham did indeed deliver the expected increase in sales for the client. However, what piqued my interest was their finding that this success is notably enhanced by a programme of sales coaching and interventions that the client implemented post-training. This demonstrated that a coaching scheme aligned with the course could deliver positive behavioural outcomes.
Sales teams now include more millennials
This revelation prompted further contemplation. With millennials making up an increasingly larger portion of sales teams, coupled with the post Covid impact on working habits, coaching and bite sized learning are going to be even more important. But the question arises: how can they be made effective?
Many sales leaders, like myself, hail from the Baby Boomer era. We are comfortable with structure and organisation and have a preferred style of learning. But how do we engage with an increasingly millennial-dominated sales team to learn new behaviours? Do we need to explore different tools and techniques, especially considering that millennials are the most tech-savvy generation?
Is experiential sales training the way forward for millennials?
Millennials are known to be more receptive to new ideas and enjoy learning through investigation, discovery, and experience. They have shorter attention spans and spend extended periods on social media. In addition to adopting video-based learning and mobile learning delivery, I’ve considered the role of gamification. This involves adding motivational elements based on game theory and game mechanics. Imagine a sales executive managing a virtual replica of a sales campaign. The theory suggests that this experiential learning approach makes the experience more memorable, motivational, and energising.
As Baby Boomer sales leaders, we need to rethink how we facilitate the behavioural change we desire in our sales teams. If we don’t, we risk not achieving the return on investment that our boards demand. The future of sales training may well lie in understanding and adapting to the learning preferences of the millennial generation.
More reading:
“Cultural Change That Sticks” by Jon R. Katzenbach, Ilona Steffen, and Caroline Kronley. Harvard Business Review. Issue July-August 2012. https://hbr.org/2012/07/cultural-change-that-sticks
Sales transformation in an SAP consultancy environment: How using a blended approach to change management mixing workshops, management leadership and coaching helped our client achieve a 27% annual sales growth in a highly competitive market. https://jaconsulting.co.uk/portfolio/case-study-sales-transformation/
Coaching: Enhancing the capabilities of the individual, teams and organisations. https://jaconsulting.co.uk/wp-content/uploads/2023/08/Reflections-Coaching.pdf
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Chris Smith
Email: chrissmith@jaconsulting.co.uk
LinkedIn: www.linkedin.com/in/chrissmithperborough
About Chris Smith – Chris has considerable experience of leading complex projects involving multiple stakeholders and third parties across public and commercial sectors. He is passionate about sales and business development and has the good fortune to have worked for, and with many of, the world’s leading technology companies. Chris has over 30 years of experience of wining and delivering innovative technology solutions into a variety of different industry sectors, ranging from £100k to £20m+.
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And a final thought
At JA Consulting we help businesses and individuals take the theory of selling and put it into practice. We’re here to help you learn how to spot and grow business opportunities, how to develop strong and transferable selling skills and how to generate robust account management. To find out more, talk to us or email me at chrissmith@jaconsulting.co.uk
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