Yesterday, I completed another Sales Management Leadership Program workshop. As a facilitator and coach it's gratifying to see the lights go on when Managers realize the difference between training and development. So I thought I'd take a moment to discuss it.
Training is an event. Development is a process.
Training has a beginning and end. Participants are exposed to knowledge and skills associated with new concepts during the event. Many companies think, all we have to do is conduct some training and everyone will embrace the new: strategy, system, method, process, procedure, tactic or tool. They will go back to work the next day, use the new way and execute flawlessly within a short period of time.
In reality, what we see is a temporary positive change in behavior in some of the learners... but after awhile things seem to slowly drift back to the way they were. Maybe it doesn't drift all the way back, but the positive impact we expected fades rapidly and eventually falls short. In fact in some instances we experience an outright revolt as most of the team resists applying what was learned:
The list of reasons we hear from the learner for not applying what was learned is long:
Why doesn't a training event create the sustainable behavior changes we're looking for? The answer is simple and straight forward.
There's no way around failing our way to success. This is an uncomfortable proposition, so people naturally resist change.
If that's true then how do we realize the return on investment as advertised? How do we effect sustainable positive behavior change?
Sales Productivity Secrete #3
We develop our people through our daily relationship with them in three areas: Job Skills, Business Maturity, and Adaptability.
Sustainable behavior change takes time. The more complex the new thing is the more time it takes to become proficient. The more disruptive the new thing is the higher the resistance to change. People learn and embrace change at different rates
Both scenarios require a focused communication strategy that continuously:
Through collaborative coaching, but I'll discuss that in another blog.
What are your thoughts?
Martice E Nicks shares thoughts on improving sales productivity and sales effectiveness by focusing attention on developing the Sales Manager's capabilities. Explore effective sales management philosophies, strategies, processes, tools and skills needed to attract, develop and retain individuals that can become part of an elite high performance sales team.
Training is an event. Development is a process.
Training has a beginning and end. Participants are exposed to knowledge and skills associated with new concepts during the event. Many companies think, all we have to do is conduct some training and everyone will embrace the new: strategy, system, method, process, procedure, tactic or tool. They will go back to work the next day, use the new way and execute flawlessly within a short period of time.
In reality, what we see is a temporary positive change in behavior in some of the learners... but after awhile things seem to slowly drift back to the way they were. Maybe it doesn't drift all the way back, but the positive impact we expected fades rapidly and eventually falls short. In fact in some instances we experience an outright revolt as most of the team resists applying what was learned:
The list of reasons we hear from the learner for not applying what was learned is long:
- I don't have time to do it that way
- It doesn't work as well as the old way
- I don't remember how to do that
- I couldn't figure out how to do it under these circumstances
- I've gotten good results for a long time doing it the old way, why should I change now?
- The training was good in theory, but this is the real world
- The list goes on and on
- I've got production pressures so we can't focus on this right now
- It slows things down
- I never agreed with this
- I don't understand why this is important to the company
- I can't get everyone on the same page
- The information on how to apply this is confusing
- The compensation, recognition, and rewards system still reinforces the old behaviors
- I didn't get the training my team got
Why doesn't a training event create the sustainable behavior changes we're looking for? The answer is simple and straight forward.
There's no way around failing our way to success. This is an uncomfortable proposition, so people naturally resist change.
If that's true then how do we realize the return on investment as advertised? How do we effect sustainable positive behavior change?
Sales Productivity Secrete #3
We develop our people through our daily relationship with them in three areas: Job Skills, Business Maturity, and Adaptability.
Sustainable behavior change takes time. The more complex the new thing is the more time it takes to become proficient. The more disruptive the new thing is the higher the resistance to change. People learn and embrace change at different rates
Both scenarios require a focused communication strategy that continuously:
- communicates the value of the new way to the company and learner
- clarifies the gray areas to reduce confusion
- reinforces practicing and applying of the new behaviors.
Through collaborative coaching, but I'll discuss that in another blog.
What are your thoughts?
Martice E Nicks shares thoughts on improving sales productivity and sales effectiveness by focusing attention on developing the Sales Manager's capabilities. Explore effective sales management philosophies, strategies, processes, tools and skills needed to attract, develop and retain individuals that can become part of an elite high performance sales team.
