Force Multiplier:  A capability that, when added to and employed by a (combat) sales force, significantly increases that force’s (combat) sales potential and thus enhances the probability of successful mission accomplishment. (JP 3-05.1) – “Official definition of the United States Department of Defense military term “force multiplier.”

In a competitive, data-rich, knowledge-based economy, we are constantly looking for that edge that differentiates us from our competition. To gain that edge, some elements lie below the waterline that focuses on how people decide and how people are ethically motivated and persuaded. Understanding and using these elements can be force multipliers. However, acquiring knowledge about these edge elements and their use takes training and coaching.

Training and Coaching Are Not the Same

A complete sales development program will include both:

Training is typically conducted in a classroom setting with multiple people for new–hire orientation or changes in processes, procedures, or technology. It focuses on specific skills and can be done one time or on an individual basis, or in a group setting. Moreover, it is increasingly being conducted online due to its greater flexibility and access to more people. Ultimately, training plays an essential role within any organization and should not be taken lightly. Typical characteristics include:

• Learning new knowledge or skills
• Delivered in a group setting
• Structured

Coaching is a one-to-one process of helping others to improve, grow, and attain a higher level of performance by providing feedback, encouragement, and empowerment. Typical characteristics include:

• Focuses on the development of the whole person
• Facilitates critical thinking and decision-making
• Usually takes place one-on-one
• Informal or unstructured
• Improves performance and behavior through collaboration and use of accountability

Information Retention and Training Costs

Many have had the opportunity to attend seminars and workshops. Consequently, these experiences have provided valuable insights into sales techniques and strategies. Furthermore, they can help to identify what works best for each individual. Ultimately, this knowledge can be leveraged to increase sales success. Unfortunately, we do not retain the training we receive for long. Researchers have investigated how much information is retained over time and discovered that remarkable amounts are lost quickly.

Time from (Knowledge Transfer) Training	% Material Retained*
1 Day	53% – 54%
2 Days	31% – 35%
15 Days	21% – 25%
30 Days +	19% – 22%

*Ebbinghaus and Spitzer

The latest surveys show that US companies spent some $55 billion on sales training last year. Reinforcement of the right kind can improve knowledge retention. This sets the stage for more effective sales performance.

Training Gets Better with Coaching

There must be deeper sales manager engagement to get more out of your training. High-performance teams have moved away from single-event training to a comprehensive sales team development plan that leverages critical aspects of knowledge reinforcement, skills transfer, and behavior change.

In 1997, Gerald Olivero. Denise Bane and Richard E. Kopelman published their research findings which showed that “…Training increased productivity by 22.4 percent…coaching, which included: goal setting, collaborative problem solving, practice feedback, supervisory involvement, evaluation of end-results, increased productivity by 88.0 percent (italics mine), a significantly greater gain compared to training alone.”

Takeaways

Coaching improves results. A well-trained, competent coach should administer coaching. Coaches can be external (non-employee) or internal (employee) coaches. Enhance your coaches‘ coaching skills and optimize the outcomes by professionally training them if you opt for internal coaching. Internal coaches must be aware of the potential pitfalls and challenges involved when the boundaries between coach and coachee are not as clearly defined as in an external consultant relationship. When using internal coaches, confidentiality issues, sensitive feedback, and team boundaries must be addressed. When using external coaches, ensure they received their training through an accredited organization. For the best results, hire a coach who has been certified through a certifying body, such as The International Coaching Federation.

Developing the Edge

Effective coaching is a force multiplier of your sales training. By combining coaching and training, sales teams perform at higher levels. This increased potential lays the foundation for improved sales performance.

When you think about sales effectiveness at your organization, does it seem like you are close but just missing those unique elements that give you that competitive edge? Looking for a way to understand how your buyer thinks, decides, and reveals information? At The Nova Consulting Group, we believe that professional selling is a craft. With the Advanced Sales Conversation©, you have those missing elements that move your salespeople from competency to mastery. With our deep understanding of what makes and sustains high-performance organizations, we provide integrated solutions that do not replace your sales methodology and yet advance a progressive selling mindset. Be bolder, more insightful, and get results. To learn more about how to master the craft of sales and encourage sustainable high performance, call  (617) 933-7249 or email info@novaconsultinggrp.com.