Let\u2019s be honest. Training and development initiatives meant to help sales teams succeed often go wrong.<\/p>\n\n\n\n
Even with the best of intentions and the most impressive goals, even with a nice looking binder and a cool typeface, these initiatives can and do end up making a true learning culture more elusive than ever, and, all too often, undermining the organization\u2019s most important strategic objectives.<\/p>\n\n\n\n
Here are some examples of \u201cfailure precursors\u201d that I believe you can learn to spot easily. Do any of them ring a bell for some aspect of your organization or career?<\/p>\n\n\n\n
1.<\/strong> The top salesperson becomes a manager and resolves to show the rest of the team \u201chow it\u2019s done.\u201d<\/p>\n\n\n\n 2.<\/strong> The new manager\u2019s \u201ccoaching\u201d session, typically held in public, features some variation on the words, \u201cNext time around, just do what I did back when I was selling, and\u2026\u201d<\/p>\n\n\n\n 3.<\/strong> Management opts to deal with performance\/quota challenges with one simple \u201cbig idea\u201d\u2014hiring a new round of \u201cgo-getters\u201d who will quickly emerge as \u201crole models\u201d and \u201cmentors\u201d to the rest of the team.<\/p>\n\n\n\n 4.<\/strong> Management assumes that each member of the team will benefit from the same training the manager received \u201cback in the day.\u201d<\/p>\n\n\n\n 5.<\/strong> Management and the training\/HR team assume everyone on the team has the same skill deficit and arrange for a one-time \u201ctraining\u201d event designed to repair that deficit.<\/p>\n\n\n\n