Monthly Archives: December 2013
Establishing the Development Plan is Key #3 to Building a Championship Sales Team

Welcome back to the Building a Championship Sales Team blog series. In this post, we share why establishing the development plan is key #3 to building a championship sales team. We have been discussing the keys to strategic talent development and how it can enable sales leaders to build a championship sales team. A sales team that meets its number every quarter despite higher and higher quotas.

Many sales organizations have development plans for their sales teams, but that doesn’t mean they have the right plan for their business or that they will be able to execute their development plan. In order to develop your organization’s talent and build a championship sales team, we suggest the following 5 best practices for successful adoption and execution of the talent development plan:

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Determining the Current Sales Talent Makeup is Key #2 to Building a Championship Sales Team

This week in Building a Championship Sales Team, we get to be a scout. In baseball, it is the scout’s job to assess the talent and determine the players’ strengths and weaknesses. For a baseball team to be successful and win championships, it needs to understand the current makeup of its talent so it can develop players accordingly. This philosophy is the basis of our second key to Building a Championship Sales Team: Determining the Current Talent Makeup of Your Team.

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Enabling Sharing and Adoption of Best Practices

The Situation:
A leading telecommunication company wanted to create momentum for a value focused sales program that had been designed by SOAR Performance Group associates. Traditionally, they had deployed programs with instructor led programs and found that actual application of the concepts was not consistent as participants returned to the job and their old product focused sales habits.

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Leveraging Blended Learning to Increase Adoption of New Skills

The Situation:
A leading global industrial firm had tried self-paced training to reinforce key learning from the account management programs deployed with their strategic account managers with limited acceptance. They wanted to focus the face to face instructor led programs on priority skill building requirements and use virtual approaches for knowledge transfer and reinforcement.

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