Sales Course: When Making One Isn’t the Best Way

Who has never, after trying to study something on their own (for example, learning a new sales technique), looked for a sales course? Particularly, I believe in the self-taught approach to mastering new subjects. In the Information Age we have access to all kinds of materials, be they books, documentaries, videos or training. It’s all on the internet, isn’t it?

The Thinker (French: Le Pensaur) is one of the most famous bronze sculptures by the French sculptor Auguste Rodin. It depicts a man in superb meditation, struggling with powerful inner strength. Wikipedia source.

But when the situation gets tough, it is fair to resort to a sales course so as not to spend time curating many materials. Before even opting for one, you should better understand what to learn before taking the money out of your wallet. We’ve made a guide on what to consider when buying one. You can check it out here.

However, the approach of this article is different and I need to explain to you why. I have had many meetings with potential clients and partners, and I recognize the following situation several times: Client took a sales course and for some time had a good result. Time passed and everything returned to what it was before.

Sometimes, the reason things have returned to normal is precisely that the post-course motivation was fading away until it disappeared. Or it could also be that the client’s company went through a good phase before the crisis hit. Of course, there is no remedy for the crisis, but in the long run there are certain activities that can be done to prepare your company to deal with it.

In addition to these two facts above, let’s now talk about 4 situations where it is a bad choice to take a sales course. Come on?

You need to structure and optimize a sales process

This is one of the most common mistakes that have been made in marketing and sales companies. Searching for a sales course without having a structured sales process will only generate results in the short term.

Stop for a second and see how activities are being performed within your company.

Is it clear to everyone how the business is evolving? From the appearance of the lead to the closing of the deal, bringing another customer home. Or the opportunities appear, but as a probabilistic model, unexpectedly and it becomes extremely essential to close the deal.

It’s called the scarcity mentality, when it seems that the opportunities are so few that whenever one appears it’s a matter of life and death to take advantage of it. A structured process takes your company out of this negative dynamism from the moment you have active responsibility for entering customers. You can act and have room for opportunities that won’t go ahead. You don’t learn that in a sales course.

Infographic that shows the differences between the two types of mindset: Abundance vs. Scarcity

As important as having a structured sales process is the possibility of being able to optimize it. There is no way to optimize something that has no structure. In other words, there is no possibility of seeking constant improvement.

I don’t know if it was Design Thinking or maybe Lean Startup that popularized the term iteration. Iterating is following a cyclical process where, at the end of each cycle, we manage to have possible ideas for improvement for something. Whether this is a product, service, or sales process. In short, in the next cycle we will be more efficient and assertive. Does getting better make sense to you?

You need to form a marketing and sales team

It’s a very common scenario, especially in startups (they have to run lean, don’t they?), that marketing and sales only consist of one person. Or even in SME’s there is a reduced team, consisting of 2 or 3 people, working from the lead generation process to closing.

Many of these members do not have or did not have any training in their role in the company. They may even have taken a sales and marketing course before. I really recognize that many members bring great desire to learn and make the commercial area happen. However, when the time comes to grow, it is essential to have very well-trained marketing and sales team.

It is necessary to consider the profile of potential candidates, analyzing in which position in their sales process they can have high performance, if they are ambitious (does the eyeshine with that commission?), they are analytical (they are able to understand the reality of the lead and direct what speech to that?) and other personal characteristics.

You need to train new employees quickly to scale

Climbing is directly linked to speed. Anything that makes gaining speed difficult is waste.

A scalable business model is one that has the capacity to increase its revenue without having to proportionally increase its costs – with production, office, labor, etc. bizstart font.

I have to go back and hit the structuring and formalization of the process again. You may have taken a sales course last weekend, you may even have taken sales training with all employees, but will everyone on the team have a similar result?

Stop for a second and answer the following question: If you left your position today, would the new hire for the position have to reinvent the wheel to keep selling? This lack of structure will make every new person on the team have to “self-train”. It is quite clear that this is far less efficient and time-consuming.

This training, specific to your business scenario, does not come from a generic sales course approach. It is a training aimed at turning your employee into a high-performance salesperson according to the type of sale that your business requires.

If this topic interests you a lot, I suggest you read this article that explains how to structure an outbound team in two weeks or if you want to share some visually well-crafted material, I suggest checking out this infographic.

You need to monitor, manage a team and the entire sales process

During your career as a sales executive, did you do everything right (sold a lot) until you rose through the ranks, becoming a manager? Very good, that’s it. But now the priorities have changed.

You are now the coach of the team. Even though he’s not on the field, he’ll end up being charged a lot more for it. When a team doesn’t do well, whose responsibility is it? So it is. Waist play is not taught in a sales course.

Being ambitious, there’s nothing like creating a marketing and sales area from scratch to the point where it becomes big enough to have to be managed. As a coach you have to train the team, assess what is working (what is not working) and even create a new way of playing (or always evolve yours).

Conclusion

Did you get this far? Show, let’s recall the topics of our article: Sales Course: When to make one is not the best way out. They were:

  • You need to structure and optimize a sales process
  • You need to form a marketing and sales team
  • You need to train new employees quickly to scale
  • You need to monitor, manage a team and the entire sales process