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Johnny Walker

Changing behavior isn’t easy. Not only does it take a lot of hard work, but it requires a concrete process that you can trust and follow on a daily basis. Most training courses give you great content, but if that content isn’t deployed or delivered effectively, it is a waste of time and money.

Many organizations not only look for great content, they also look at the entertainment factor: Is the training fun? Is the speaker engaging? Did we get positive feedback from the participants?

These are important, but you can have a perfect score on all of them and your training can be a total flop, simply because the participants can’t apply the principles. It’s not because they aren’t capable of learning and applying the principles; it’s because the deployment methodology isn’t effective.

Too often content is delivered too quickly and too much information is given. It’s like drinking from a fire hose, and it leads participants to forget most of what they learned in 48 hours or less.

To combat this, we need to pay attention to three important components of learning:

1- The Forgetting Curve

I have literally asked thousands of people this question: “How quickly do you forget the information you learn at a corporate training?”

The answers vary, but not by much. Here are a few:

  • A few days
  • A few hours
  • A week
  • 2 weeks

Then I ask, “How much of the training is actually being applied 3 months later?”

The answers are almost always well below 10%. That’s a lot of money being spent on information that is quickly forgotten and never applied!

A study by Ebbinghaus and Goddard found that we typically lose approximately 75% of what we just learned within 48 hours.

After 3 weeks this “forgetting curve” is at 93%. That translates to 7% retention across the board, unless there is accountability to apply the material.

But let’s be honest and admit that the vast majority of the time, the accountability to ensure application of the training material is left up to the managers, many of whom many never have been trained in facilitation techniques or how to coach their people.

It all looks good on paper, but the forgetting curve is seldom overcome. Even at 25% retention, that is a lot of time and money wasted.

50 dollar bill among crumpled pieces of paper. Wasted business idea money waste concept.
With the consistency of follow-up coaching, studies show that retention can be as high as 87% after 30 days. What does this mean for you?

Your training needs to have follow-up coaching built into it for greater comprehension and accountability for application!

2- The Spacing Effect

Just having follow-ups isn’t enough. They have to be spaced out appropriately.

Spacing effect studies indicate that having the follow-ups too close or too far apart decreases recollection and application of the material learned. A month apart can be too long. People forget about the training and simply rush to do the homework. It’s more of a reminder of what they should be doing instead of holding them accountable to applying the principles on a daily basis.

Follow-ups that are too close together can create information overload, and retention rates will decrease, making your follow-ups ineffective.

For soft skills training, we have found that one week is the perfect amount of time for participants to apply what they are learning, and not so long that they forget about it between follow-ups. These are not reminders to see if they can get a question correct, but follow-ups with groups of their peers to learn from each other, share experiences and be held accountable to applying the information. We have seen two weeks apart work, too, but the further apart the follow-ups are, the less effective they become, as daily accountability begins to decrease.

Virtual work environments and dispersed employee populations need to be considered as well. Having the option for group follow-ups by phone is important since many organizations have team members all over the country or even the globe.

Ignoring the spacing effect of retention can cost your organization thousands of dollars in wasted training and greatly reduce the ROI of your training efforts.

3- Limitations of Working Memory

Studies show that if follow-ups have too much information in them, participants won’t be able to retain it all. Recent research has estimated working memory capacity to be about four (4) pieces of information at a time.

This also explains why 1-3 day training sessions are ineffective, no matter how enjoyable they are.

Having a 1-3 day training is fine, if it is only intended to introduce concepts. But because of the limitations of working memory, it is unreasonable to expect that any of your participants will remember more than 25% of the skills covered, let alone be able to put them into practice.

This principle also applies to the follow-up process. The information must be broken down into fewer than five pieces of information per follow-up if you expect people to remember to apply them throughout the week.

So, what does all this mean for training today?

Well, it simply means that for training to be effective you have to make time to follow up with the participants if you want to get the greatest return on your investment!

Deployment matters! The greatest content in the world is useless if it isn’t deployed effectively.

About Author

Johnny Walker

Johnny Walker


Johnny Walker is a Business Associate with Integrity Solutions and an executive coach working with both individuals and companies. Through coaching he has been able to assist professionals and teams navigate through difficult changes in company culture, increase job satisfaction, increase job performance, reach goals faster, and increase life satisfaction. A version of this blog post originally appeared here.

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Have you ever listened to a renowned professional speaker who has mastered the art of boosting sales like never before? The energy level and the enthusiasm they put in making their presentation a huge success is commendable. These motivational speakers bring freshness to the content by engaging their audience with appropriate content, motivation and direction that will help them to master the expertise over the sales job. They entertain, they make their audience laugh over gags, they make their audience feel uncomfortable by asking them some straight forward questions and most importantly they will challenge their audience with new idea and concept related to practical problems. These extra efforts that they put in make them special and unique.


Among the sales tips that they share using theoretical examples, five are discussed in this article which will help novice sales executives to learn and master the trade.

Lead generation

Achieving sales target begins with the first step that is lead generation. There are plenty of theoretical tips related to lead generation by using lead magnets and extensive campaigning. But sales experts always suggest practical ways of lead generation and that is reaching out to existing customers and convincing them with solutions that solves their problems sooner. This way they can do a trust building activity and also learn how many customers are interested in trying the new product.

Effective campaigning

There are plenty of campaigning techniques that one can exploit in order to boost their sales. One of the most effective sales techniques is to do extensive campaigning on all the available mediums. Internet marketing, email marketing, Facebook Marketing, Radio and Video are some techniques through which a sales executive can create curiosity about the product and try to lure more customers.

Product launch and extensive promotion

Another way to boost sales and hit the market is with a grand product launch and extensive promotional activities in the form of commercials, road shows, campaigns etc. These techniques create new customer bases who can introduce many more into the loop. Sales executives should constantly think of new idea wherein they can capture the attention of avid buyers.

Customer follow-up

A sales representative should have the capacity to convert potential leads into valuable customers by continuous follow-up meetings. Though there are social networking channels available for them to interact on frequent basis, personal follow-up meetings create a great deal of confidence in the customer’s mind.

Feedback call

A sales professional should always manage to create a warm relation with his customers. His intention should not just be to sell the product for time being, but to make the customer a loyal customer who is ready to subscribe and try all the products launched by the company based on the sales executive’s suggestion. In this process, the sales representative must gather feedback about the product and if possible pass their feedback to the concerned authorities. As per the international professional speakers, this way a trust factor is built between the customer and the executive which will help in future deals

These five sales techniques tips are really important for an aspiring sales professional or a newbie one in this field. These tips not just helps the sales professional to group their audience but also helps them to understand how sales has to be conducted from start till end.

About the Author

Phil-M-Jones_2051675Phil M Jones is one such motivational speaker who is an expert in addressing international audience with his practical yet professional sales tips. One can benefit from home by subscribing to his audio CD’s and training materials. Visit the website philmjones.com for more information on the speakers training schedules and materials.

Article Source: http://EzineArticles.com/expert/Phil_M_Jones/2184770

The first thing that comes to mind when you hear the word “coach” is probably a sports reference, especially since we’re in the thick of football season here in the US.

But historically, a coach was a horse-drawn carriage that transported important people from where they were to where they wanted to be. When we talk about sales coaching, that’s a pretty good way to describe it: helping salespeople move from their current level of performance to a new one.

Team building and coaching flow chart on chalkboard

In fact, we know that managers who are effective coaches often help their employees travel significant distances. Employees who have been consistently coached:

  • Outperform peers by 27%
  • Are significantly more engaged (+25%)
  • Apply more effort (+18%)
  • Are less likely to leave (+25%)
  • Are more promotable (11%)
  • Retain four times the amount of information after training

Sources: Sales Executive Council, Gallup, Hay Group, Harvard University, Goleman & Boyatzis

Being a coach is also beneficial for the manager. When managers coach effectively, they not only enjoy their jobs more and get better results from their teams, they’re also freed up from having to spend their own time micro-managing or “taking up the slack” for underperformers. And that means they have more time to devote to critical, managerial-level business issues.

But just because someone’s a great manager, it doesn’t mean they’re already a great coach. And simply giving managers a process, framework or even specific coaching knowledge and skills isn’t enough.

Here’s why: Over our lifetime, each of us has developed beliefs about how successful we can be, how much money we can earn, the type of people we can call on and so forth. All of our actions, feelings, behaviors and abilities are bounded by these beliefs. Overlook these emotional aspects of performance—which ultimately influence both the manager’s and the employee’s success—and it will be very difficult to make any real headway.

In many cases, the manager and the salesperson end up stuck where they are, trapped by the Law of Limited Performance: Employees discover the level of performance their managers will settle for and then gravitate to that level; the manager then assumes that’s all the person is capable of achieving, so they accept it as fact and quit challenging them to get better. They each reinforce what the other already believes.

For coaching to be effective, it needs to recognize the connecting points in people’s belief boundaries—their actions, feelings, behaviors and abilities—and then focus on expanding those boundaries beyond what their current barriers are.

So whether you think of a “coach” as the catalyst for guiding an athlete to peak performance or the vehicle for moving someone to the next stage they want to reach, success requires a deeper understanding of how these emotional aspects affect the person’s energy, achievement drive and engagement in the growth process.

To get the positive outcomes coaching has to offer, your managers have to be able to:

  • Break the law of limited performance so they can see more in their people.
  • Understand the emotional aspects of performance and how they drive success.
  • Adapt their coaching approach to draw out more potential.

About Us:– Integrity Solutions is a performance improvement organization that focuses on developing sales and service teams that achieve measurable business results — increasing sales, improving customer loyalty, and talent retention. Integrity Solutions employs a unique process for leveraging the power of integrity to help its clients establish a competitive advantage.