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Answer Upon - Is It Time To Rethink Your Sales Training Program or Is Your Sales Training Delivering Results?
What is a CD Business card?CD business card replication is a relatively new concept.CD Business Cards are business card shaped CD-ROM’s that can play in any standard computer CD drive. Usually jam packed full of multimedia information about your business...anything from a full interactive web site to a catalog to a power point presentation with music, video, whatever you can imagine. These cd business cards give you the power to illustrate much more than a standard printed business card can.With cd business cards, you can include any audio, video (digital or VHS), PowerPoint presentations, brochures, sales literature and catalogs. You can even have "hot links" to your website and unlimited e-mail addresses to multiple departments, such as sales, customer service, technical support, etc.Your entire product catalog can be put on a CD for a fraction of the cost of standard printed paper catalogs.They actually come in many shapes and sizes, including an "hockey rink" shape with rounded corners, a credit card size and shape, a 3" round mini, a
2. Is there a minimum of 50 hours of training or development per year devoted to the development of the necessary skills, knowledge, attitudes and habits necessary to become a world class organization?
No Yes
If the answer was Yes, GREAT! You and your organization are committed to the your people and to reaching that next level of success. However, if any part of the answer was NO and you want to create a World-Class Organization, how are you going to achieve that goal? Much of the traditional training or development focuses on only knowledge and skills. Yet, performance failure
How much are you working in your internet business. Owners everywhere are working seven days a week and doing all the daily tasks to keep it going. If it's not the paperwork that is burying you, it could be the computer issues. And naturally you here the old cliche, "I can't afford to hire someone...I barely make enough to pay myself!" You probably feel helpless!The truth is, you need to hire help for those mundane tasks. This is especially true if those tasks require expertise you don't have. The truth is every minute you spend learning how to do something is precious time you could be spending on developing your business. Are you like me, I wasted so much time trying to do some web design that for $50 would have freed me up for another 6 hours.Self-made millionaire, Cory Rudl, said the best business including internet business decision he'd ever made was to hire someone to help him. Although he was paying out almost half his earnings to his employee, that move freed him to develop his business into a money making machine, to the tune of millions of dollars.Sales is still a must for any company who wishes to stay in the marketplace. A recent Internet search uncovered over 471,000,000 hits on the words sales or selling. Visiting an Internet bookstore revealed similar interest with almost 11,400 titles including the key word of sales, over 8,208 titles with the key word of selling and 4,700 titles with the key words of sales and marketing.
Extensive research conducted by the American Society for Testing and Development (ASTD) discovered direct training expenditures were 2% of payroll costs with another 10% of more in indirect costs. With all of this interest and dollars being invested in training and development for improved sales, possibly now is the time to assess your sales development.
The following evaluation is for you, your manager, or your organization to determine the effectiveness of the current sales development initiatives within your company. After taking this quick assessment, some thoughts and questions to consider have been provided to help you truly discover how to secure the sales development results that you desire and more importantly require in today’s highly competitive global business market.
1. Are the learning engagements training (learning a new skill) or development (enhancing a current skill set to improve the already learned skill)?
Training Development
2. Is there a minimum of 50 hours of training or development per year devoted to the development of the necessary skills, knowledge, attitudes and habits necessary to become a world class organization?
No Yes
3. Is the training or development offered on a weekly or biweekly basis providing ongoing opportunities for application and feedback?
No Yes
4. Is the training or development offered on a monthly, quarterly or annual basis where learning engagements exceed 6 hours per day without opportunities for application and feedback between learning engagements?
No Yes
5. Is the training or development aligned with the current organizational goals and supported from the top down by the CEO and executive committee?
No Yes
6. Is the training or development based upon “core” competencies? No Yes
7. If training or development is based upon “core” competencies, how many times have you had to repeat the training?
None 1 time 2 times 3 times 4 times or more
8. Is the training or development based upon “desired” results?
No Yes
9. If the training or development is based upon “desired” results, how many times have you had to repeat the training or development?
None 1 time 2 times 3 times 4 times or more
10. Is the training or development based upon weaknesses or upon the strengths of each individual within the organization?
Weaknesses Strengths
Thoughts and Questions for Your Consideration
Now, that you have completed this straightforward assessment, the following thoughts and questions are designed to help you determine the effectiveness of your current sales training or development.
1. Are the learning engagements training (learning a new skill) or development (enhancing a current skill set to improve that already learned skill)?
Training Development
If answer was training and the objective is to learn a new skill, you are right on target! However, if your people already possess skills, then the learning needs to focus on development. Development goes beyond training and works to build the What’s In It For Me (WIIFM) leading to the What’s In It For Us (WIIFU).
2. Is there a minimum of 50 hours of training or development per year devoted to the development of the necessary skills, knowledge, attitudes and habits necessary to become a world class organization?
No Yes
If the answer was Yes, GREAT! You and your organization are committed to the your people and to reaching that next level of success. However, if any part of the answer was NO and you want to create a World-Class Organization, how are you going to achieve that goal? Much of the traditional training or development focuses on only knowledge and skills. Yet, performance failure
Effective Media Relations Tips - What To Do After The Media Interviews You! By Thomas Murrell MBA CSP, International Business Speaker You've done all the hard work - prepared a media kit, engaged with a reporter and they've listened to your message and asked questions.What now?Well, effective media relations doesn't just stop once you have been interviewed.There are many ways to leverage your media experiences to help build your brand, reputation and image management skills.Here are five tips on what to do after the media has interviewed you.1. Implement a Professional Media Monitoring Service How will you know what media coverage you are getting if you don't monitor it?Media monitoring collecting and evaluating all press featuring your company or industry. The media however can involve print press, radio, websites, TV and even blogs and it is wise to enlist a professional media monitoring service. These services use keywords to search all media outlets and email summaries immediately to the company with links to the full articl
1. Are the learning engagements training (learning a new skill) or development (enhancing a current skill set to improve the already learned skill)?
Training Development
2. Is there a minimum of 50 hours of training or development per year devoted to the development of the necessary skills, knowledge, attitudes and habits necessary to become a world class organization?
No Yes
3. Is the training or development offered on a weekly or biweekly basis providing ongoing opportunities for application and feedback?
No Yes
4. Is the training or development offered on a monthly, quarterly or annual basis where learning engagements exceed 6 hours per day without opportunities for application and feedback between learning engagements?
No Yes
5. Is the training or development aligned with the current organizational goals and supported from the top down by the CEO and executive committee?
No Yes
6. Is the training or development based upon “core” competencies? No Yes
7. If training or development is based upon “core” competencies, how many times have you had to repeat the training?
None 1 time 2 times 3 times 4 times or more
8. Is the training or development based upon “desired” results?
No Yes
9. If the training or development is based upon “desired” results, how many times have you had to repeat the training or development?
None 1 time 2 times 3 times 4 times or more
10. Is the training or development based upon weaknesses or upon the strengths of each individual within the organization?
Weaknesses Strengths
Thoughts and Questions for Your Consideration
Now, that you have completed this straightforward assessment, the following thoughts and questions are designed to help you determine the effectiveness of your current sales training or development.
1. Are the learning engagements training (learning a new skill) or development (enhancing a current skill set to improve that already learned skill)?
Training Development
If answer was training and the objective is to learn a new skill, you are right on target! However, if your people already possess skills, then the learning needs to focus on development. Development goes beyond training and works to build the What’s In It For Me (WIIFM) leading to the What’s In It For Us (WIIFU).
2. Is there a minimum of 50 hours of training or development per year devoted to the development of the necessary skills, knowledge, attitudes and habits necessary to become a world class organization?
No Yes
If the answer was Yes, GREAT! You and your organization are committed to the your people and to reaching that next level of success. However, if any part of the answer was NO and you want to create a World-Class Organization, how are you going to achieve that goal? Much of the traditional training or development focuses on only knowledge and skills. Yet, performance failure
Stupidity: Doing the same thing over and over again and expecting different resultsNo one should be billing themselves as stupid. After all you are operating in a very high-paced world, handling multiple demands on your time, and still producing good work. Yet if you are operating in this mode and are feeling stressed and unproductive because your ToDo list and daily stacks keep growing, then you may be exemplifying that definition.Are you using the same techniques that you used last year and four years ago to manage your phone calls, your email, and your long-term projects? If you are, chances are that is the reason you are having to cope with stress each day. An increased pace at work along with new technology demands that you have a method for integrating changes.In my consulting work, as I assess office productivity, I might find that one person is using four or five different systems to manage their daily tasks. That person might have learned of a new system but still kept parts of the older one instead of transitioning eve
4. Is the training or development offered on a monthly, quarterly or annual basis where learning engagements exceed 6 hours per day without opportunities for application and feedback between learning engagements?
No Yes
5. Is the training or development aligned with the current organizational goals and supported from the top down by the CEO and executive committee?
No Yes
6. Is the training or development based upon “core” competencies? No Yes
7. If training or development is based upon “core” competencies, how many times have you had to repeat the training?
None 1 time 2 times 3 times 4 times or more
8. Is the training or development based upon “desired” results?
No Yes
9. If the training or development is based upon “desired” results, how many times have you had to repeat the training or development?
None 1 time 2 times 3 times 4 times or more
10. Is the training or development based upon weaknesses or upon the strengths of each individual within the organization?
Weaknesses Strengths
Thoughts and Questions for Your Consideration
Now, that you have completed this straightforward assessment, the following thoughts and questions are designed to help you determine the effectiveness of your current sales training or development.
1. Are the learning engagements training (learning a new skill) or development (enhancing a current skill set to improve that already learned skill)?
Training Development
If answer was training and the objective is to learn a new skill, you are right on target! However, if your people already possess skills, then the learning needs to focus on development. Development goes beyond training and works to build the What’s In It For Me (WIIFM) leading to the What’s In It For Us (WIIFU).
2. Is there a minimum of 50 hours of training or development per year devoted to the development of the necessary skills, knowledge, attitudes and habits necessary to become a world class organization?
No Yes
If the answer was Yes, GREAT! You and your organization are committed to the your people and to reaching that next level of success. However, if any part of the answer was NO and you want to create a World-Class Organization, how are you going to achieve that goal? Much of the traditional training or development focuses on only knowledge and skills. Yet, performance failure
The new financial management system was installed, new procedures distributed and office staff trained. And yet, the number of accounting errors had increased. Does this sound familiar? Sometimes the best laid plans of mice and managers come to naught – or worse still, sends progress backwards. Even if it isn’t obvious, perhaps your people are resisting the change.Why People Resist ChangeNo matter how well designed and planned your change program is, not everyone will be singing its praises. People resist change for a wide variety of reasons, ranging from a straightforward intellectual disagreement over facts to deep-seated psychological prejudices.Some of these reasons may include:belief that the change initiative is a temporary fadbelief that fellow employees or managers are incompetentloss of authority or controlloss of status or social standinglack of faith in their ability to learn new skillsfeeling of change overload (too much too soo
None 1 time 2 times 3 times 4 times or more
10. Is the training or development based upon weaknesses or upon the strengths of each individual within the organization?
Weaknesses Strengths
Thoughts and Questions for Your Consideration
Now, that you have completed this straightforward assessment, the following thoughts and questions are designed to help you determine the effectiveness of your current sales training or development.
1. Are the learning engagements training (learning a new skill) or development (enhancing a current skill set to improve that already learned skill)?
Training Development
If answer was training and the objective is to learn a new skill, you are right on target! However, if your people already possess skills, then the learning needs to focus on development. Development goes beyond training and works to build the What’s In It For Me (WIIFM) leading to the What’s In It For Us (WIIFU).
2. Is there a minimum of 50 hours of training or development per year devoted to the development of the necessary skills, knowledge, attitudes and habits necessary to become a world class organization?
No Yes
If the answer was Yes, GREAT! You and your organization are committed to the your people and to reaching that next level of success. However, if any part of the answer was NO and you want to create a World-Class Organization, how are you going to achieve that goal? Much of the traditional training or development focuses on only knowledge and skills. Yet, performance failure
Did you hear about the couple that won the Irish Sweepstakes?The husband enters the kitchen one morning and kisses his wife. “Darling,” he announces, “we just won The Irish Sweepstakes, so we did. ?5 million! But what are we going to do with all the begging letters?”His wife replies: “Keep send them.”Paddy knew, as all professional direct mail fundraisers know, that the secret to success in raising money through the mail is repetition. You need to ask often, often during the year and often in your letters.Each appeal letter you write should ask for a gift more than once, for a number of reasons.Your donors are busy. Your donors skim their mail, including your appeals. I hate to admit that, seeing as how I make my living writing fundraising letters. I am distressed to know that so many readers don’t relish every word I write. But then I don’t read everything that enters my mailbox either. I skim as well.For the skimming donor you need to get to t
2. Is there a minimum of 50 hours of training or development per year devoted to the development of the necessary skills, knowledge, attitudes and habits necessary to become a world class organization?
No Yes
If the answer was Yes, GREAT! You and your organization are committed to the your people and to reaching that next level of success. However, if any part of the answer was NO and you want to create a World-Class Organization, how are you going to achieve that goal? Much of the traditional training or development focuses on only knowledge and skills. Yet, performance failure more often than not is because of poor attitudes and habits. Attitude redevelopment is the KEY driving force to changing behaviors and securing sustainable results. Remember, if your people have spent at least 20 years learning something, one or even 10 hours per year will not significantly change their behaviors.
3. Is the training or development offered on a weekly or bi-weekly basis providing ongoing opportunities for application and feedback?
No Yes
If the answer was Yes, again CONGRATULTIONS! People need numerous opportunities to practice newly learned skills so that they are highly “competent” in both their attitudes and behaviors. For example we all know what 10 x 10 is. However, very few of us can answer as quickly and with as much confidence what 23 x 24 is.
4. Is the training or development offered on a monthly, quarterly or annual basis where learning engagements exceed 5 to 6 hours per day without opportunities for application and feedback between learning engagements?
No Yes
If the answer was Yes, then the learning may not be delivering the desired results and potentially creating a negative return on investment. Research suggests that a one time exposure to a learning event such as a 1 or 2 day full training or development session results in 50% cognitive retention after 24 hours; 25% cognitive retention after 48 hours and less than 2% cognitive retention after 16 days. Remember, the brain only absorbs, but the butt will endure.
5. Is the training or development aligned with the current organizational goals and supported from the top down by the CEO and executive committee?
No Yes
If you answered, Yes, again you and your company are headed for success. If the response was No, then you may wish to consider looking at your organizational goals to ensure alignment. An important side question to ask is can everyone in your organization name exactly the same top 3 organizational goals for the current year? If not, what are those “miss actions” costing you in terms of financials, leadership, relationships both external and internal and growth and innovation?
6. Is the training or development curriculum based upon “core” competencies?
No Yes
If you answered yes, then whose competencies are you using? Do all those competencies work for and with your organization and your people?
7. If training or development curriculum is based upon “core” competencies, how many times have you had to repeat the training?
None 1 time 2 times 3 times 4 times or more
If you answered more than none, then is a core competency based curriculum, truly effective and creating the desired end result of transformation?
8. Is the training or development based upon “desired” results?
No Yes
If you answered No, then why are you undertaking this training or development?
9. If the training or development is based upon “desired” results, how many times have you had to repeat the training or development?
None 1 time 2 times 3 times 4 times or more
If you answered more than none, then potentially, the desired end results were not clearly communicated within the ENTIRE organization. (Refer to above Question 5, the side question.)
10. Is the training or development based upon weaknesses or upon the strengths of each individual within the orga
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