Another quarter, another sales target. The pressure is on. "Sell more!" they say. It's like being told to "be more successful." Helpful, but… how?
If your sales training feels more like a motivational poster than a practical guide, you're not alone. We're great at setting targets (the what) but often fall short when providing the practical guidance on how our sales teams can actually achieve those targets.
This disconnect is precisely what our Head of Learning Innovation, Robin Hoyle and Chair of the World of Learning Summit, addressed in his closing keynote, "The Power of 'How?'”. Drawing from Huthwaite International's expertise, Robin highlighted a critical gap in skills development: the need to focus on the practical application of knowledge and the development of real-world abilities.
The skills dilemma: Knowing vs. doing
The World Economic Forum's Future of Jobs Report consistently points to core skills needed in the modern workforce. But are these truly skills? Robin reminded us of the definition of skill: The learned ability to perform a specific task effectively, which involves applying knowledge and know-how to complete tasks or solve problems, often developed through practice, training, or experience, and can be measured by proficiency in execution.
It's not enough to know the theory of sales; salespeople need to do sales effectively. The role of workplace learning, particularly in sales, is to enable people to do things differently and to do different things. Think about your current sales training programmes. How much time is spent describing what salespeople should do versus discussing and practicing how they should do it? Are you truly equipping them with the practical tools and techniques they need to succeed?
The five pillars of 'how' in Sales
Robin’s presentation outlined five key pointers to harness the power of 'how'. Let's translate these into actionable strategies for sales training:
1. Consult experts with 'know-how'
Bring in experts who possess a wealth of practical knowledge and experience. These individuals (sales training consultants or others) can share real-world examples, proven techniques, and insights that resonate with the sales team. Mentorship programs can also be invaluable, pairing newer reps with experienced mentors who can guide them through challenges and share good practices.
2. Curiosity is born of dissatisfaction
Encourage a culture of continuous improvement and questioning the status quo. If sales are down, don't just demand more effort; investigate why. What are the obstacles? Where are deals getting stuck? What are competitors doing differently? Foster an environment where salespeople feel comfortable raising concerns and suggesting improvements. Encourage them to analyse their own performance, identify areas for growth, and seek out new approaches.
3. Work out how to do 'how'
This is where the rubber meets the road. Move beyond theoretical training and focus on practical exercises, role-playing scenarios, and simulations. Provide opportunities for salespeople to practice their skills in a safe and supportive environment, receive constructive feedback, and refine their techniques. Transfer this to continued development on-the-job. Incorporate call reviews, where salespeople can listen to recordings of their calls and identify areas for improvement. Use technology to your advantage – AI offers all sorts of opportunities here.
4. Responding positively to 'how' is an act of respect and kindness
Create a culture of psychological safety where salespeople feel comfortable asking questions, seeking help, and admitting mistakes. Avoid a blame-oriented environment. Instead, focus on learning from failures and celebrating successes. Recognise and reward salespeople who are proactive in seeking out new knowledge, experimenting with different approaches, and sharing their insights with the team.
5. Create the conditions for 'how' to go viral
Implement platforms and processes that facilitate knowledge sharing and collaboration among salespeople. Create online forums where they can ask questions, share good practices, and discuss challenges. Organise regular team meetings where salespeople can present successful strategies and learn from each other's experiences. Encourage the sharing of success stories that go beyond the ‘what’ and embrace the ‘how’.
The Rumsfeld Factor in Sales: Knowing what you don't know
Robin cleverly referenced Donald Rumsfeld's famous quote about "known knowns," "known unknowns," and "unknown unknowns." In the context of sales, this translates to:
- Known knowns (What): Basic product knowledge, sales process steps – the things we know that we know.
- Known Unknowns (What? and How?): Areas where salespeople are aware of their knowledge gaps and need guidance. For example, "I know I need to improve my understanding of customer needs, but I don't know how."
- Unknown Unknowns (What? Why? When? and How?): The blind spots – things salespeople don't even realise they don't know. This could be emerging trends, competitive threats, or untapped customer needs.
Effective sales training must address all three levels. Start with the fundamentals (known knowns), then provide targeted support for known unknowns, and finally, create programs that help salespeople uncover and address their unknown unknowns!
Next steps: From theory to execution
So, how can you translate this into action? Here are some immediate steps you can take to inject the power of "How?" into your sales training:
- Audit your existing programmes: Review your current sales training initiatives and identify areas where you can incorporate more practical application and skill development – both during the course and beyond.
- Define measurable outcomes: How will you measure the effectiveness of your sales training? Focus on metrics that reflect proficiency in execution, such as increased closing rates, higher average deal sizes, and improved customer satisfaction scores.
- Assess your team's current state: Conduct a skills gap analysis to identify areas where your salespeople need the most support. Remember Rumsfeld! Meet them where they are.
- Identify your 'how' experts: Who within or outside your organisation possesses the practical sales expertise and is best positioned to answer "how" questions? Clue: They are unlikely to be exclusively in L&D or in your sales management hierarchy!
It's time to focus on the “how”
The reality is this: in today's market, what you sell is often less important than how you sell it. Every company has targets, and most can articulate a vision. But the companies that truly thrive are the ones that master the execution. By embracing the power of 'how', you're not just improving individual skills; you're building a competitive advantage. You're creating a sales force that's not just informed, but truly effective, agile, and ready to succeed in the market.
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