The most valuable knowledge is not what’s been taught, but what’s been remembered.

As someone who has delivered sales training and sales enablement throughout my entire career to both new sellers and department veterans learning new skills, here are several ideas we can use to help implement training stickiness. Creating content is now easier with the help of AI documentation on sales processes. The question is, how do I make it stick? How do I make it effective, and how do I measure that effectiveness? There are a couple of different things to consider, especially as we modernize the approach for training today. In our classes, we have a diverse range of learners, including individuals without formal education, MBA graduates, and professionals from various industries, all collaborating on the same challenges. We have people for whom English is their first language and are experts in understanding college-level English, and others for whom English is not their first language and who will struggle with the language if our content is too complex. Here are a couple of ideas on reinforcing learning and translating it into behaviors. One approach could be to provide multiple modes of instruction, such as visual aids, hands-on activities, and group discussions, to cater to different learning styles and language abilities. Additionally, incorporating real-life examples and case studies that are relatable to all learners can help bridge the gap between theoretical knowledge and practical application. While providing multiple modes of instruction may benefit some learners, it may not necessarily address the issue of complexity in language for non-native English speakers. Additionally, incorporating real-life examples may not always be effective in simplifying complex content for all learners. These guidelines should take into account the learning styles of your team.

First, let's think about training from two different perspectives.

Teach:

This part goes without saying, but it shouldn't when we're teaching people we need to have a plan. What are the outcomes? What are our learning objectives? What is somebody going to learn from the class? This might be as simple as a 15-minute session that we're going to show to the entire team. We need to identify the learning objectives and the key takeaways for a salesperson. During your preparation, I suggest drafting this up ahead of time and then reviewing it with stakeholders to ensure we have an effective, targeted conversation around the learning objectives. The classroom instruction or online learning is only one part of a two-part training process.

Train

The second part of training involves hands-on proficiency, gaining expertise, and efficiency in applying what was learned in the classroom to real-world scenarios. Without this additional step, which many corporate training programs neglect, the impact of training is limited to the emotional experience of the classroom. Viewing training as a two-part process—classroom instruction followed by field application—helps ensure a comprehensive understanding of how to deliver a successful sales program. This hands-on component allows employees to actively engage with the material, practice their skills in a realistic setting, receive constructive feedback, and make necessary adjustments to enhance their performance. It also helps employees build confidence and competence in their abilities, ultimately leading to greater success in their roles. By recognizing the importance of both classroom instruction and field application, organizations can maximize the effectiveness of their training programs and ensure that employees are well-equipped to excel in their jobs.

So the main way to go beyond the classroom and get into the hands of your sellers on these items is to create this really reinforced learning process so that the outcomes are understood and you have activities and action plans on how to apply what has been learned, whether that's goals or tasks that are assigned with homework. You can make fun of that, but that is a key and critical thing. Assigning homework and establishing accountability can enhance sellers' retention of information and its application in their work. Utilizing a dashboard game, such as a sales simulation or interactive training platform, can make the learning process more engaging and enjoyable, ultimately leading to better outcomes. It's important to find creative ways to reinforce learning beyond the classroom in order to ensure that sellers are fully equipped to achieve their goals and tasks.

Another important aspect, particularly for sellers, involves the utilization of tools. Often, we teach sellers to follow a specific process and utilize tools for team organization in sales opportunities, emphasizing the need for training, accountability, and just-in-time learning. This feature enables sellers to access relevant information at critical junctures, empowering them to apply knowledge effectively and increasing the likelihood of retention and application. Additionally, regular check-ins and performance evaluations can ensure that sellers are utilizing these tools effectively and consistently.

Beating the “Forgetting Curve” After Sales Training

• Reinforcement Learning involves continuous learning through micro-learning sessions and regular quizzes after training. These quick, focused bursts help sales reps recall key concepts.

• Just-in-Time Learning: Equip your sales team with tools that allow them to access training content when they need it, right before a sales call or meeting.

• Coaching and peer learning: Integrate regular coaching sessions where team members can review the material and share insights. Create a culture of peer learning where sales reps can collaborate to reinforce what they’ve learned.

• Gamification: Add elements of gamification, such as badges or leaderboard rankings, for employees who regularly review and apply learned content. This encourages ongoing engagement and reinforces learning.

Measuring the Actual Return on Investment (ROI) of Training Initiatives

• Establish clear, quantifiable goals by defining specific metrics linked to business outcomes, such as lead-to-deal conversion rates, quota attainment, win/loss ratios, and customer satisfaction levels, for post-training evaluation.

• Behavioral Metrics: In addition to sales performance, measure behavioral changes, such as how often reps apply learned tactics in the field or their increased usage of tools introduced during training.

• Feedback Loops: Use surveys and self-assessments pre- and post-training to gauge salespeople’s confidence and perceived improvement in key areas. Collect client feedback to determine if there’s a noticeable improvement in sales interactions and to identify areas for further enhancement.

• Sales Productivity Data: Analyze productivity data to assess improvements in sales cycles, deal sizes, and forecasting accuracy. Combine this data with qualitative feedback from managers to obtain a comprehensive perspective on the impact of training initiatives.