This document discusses an approach for building a winning sales force through training. It involves five key phases: 1. Connecting with stakeholders to understand goals, culture, and participant needs. 2. Engaging participants in the change process through collaboration, communication and assessing capabilities. 3. Developing customized training materials and preparing trainers to address potential resistance. 4. Delivering interactive training aligned with business goals using various styles. 5. Ensuring skills and behaviors stick through follow-up activities like reconnect days and coaching. Measuring outcomes at various levels can demonstrate training delivers sustainable results. The overall approach aims to equip participants with skills to make a successful transition.

1. T
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The Learning Curve
Building a Winning Sales Force Team: The
Force Behind the Force
Vassilis Engonopoulos

2. Is your Sales Force team capable
of making the transition ?
Partner of Imparta Limited UK & TLC

3. Critical Assumptions
What can sales organizations do to shift the odds in their favor?
1. Your vision: Head,
Commercial managers & BU
managers aspire a compelling
story which engages your
product managers, FLSM to
see the point in change and
agree with it.
2. Role Modeling: Head,
Commercial managers & BU
managers take actions that
role model the desired
change and mobilize other
“influencers” to drive change
deep into the organization.
3. Reinforcing Mechanisms: Systems,
processes and incentives are
integrated to encourage and
support new behaviors.
4. Skills and Capabilities: Each
member of the Managing Team &
the Sales Reps are equipped with
the skills and capabilities required
to make the desired changes.
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4. Goals
An external training provider, with collaboration with management
team understands environment and the sales model in order to support
successful the transformation initiative of Company .
Elements of an effective training :
• It is participants-focused
(Company Managers & Field
Force )
• It should be based on identified
needs
• It has measurable objectives
• It is goal oriented
• It is time bound
• It has taken into account the
resource constraints and
availability.

5. The Approach
Connect Engage Develop Deliver Stick
Connect : We start by discussing your specific learning objectives and business goals with
your stakeholders. Time frames and deadlines…Company’s culture…details about the
participants…delivery style…and, most importantly, the training outcome you desire are all an
integral part of this discussion.
Engage : We set the instructional objectives that measures behavior of a participant after
the training, methods of evaluating the trainee, trainer and the training program, strategies to
impact knowledge and we support you to communicate the initiative
Develop : We adopt the findings from the previous stages in Company’s training material
and our trainers learn the material and prepares to handle any possible resistance
Delivery : Our trainer will deliver an interactive day that is on target with Company business
goals and objectives. Depending on the delivery style identified as the best choice for your
group.
Stick : After initial training, reconnected day and coach the coach are a critical support
element in maximizing your training investment. We offer a range of techniques which
reinforce the new concepts and skills .
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6. Be clear on the goals
• Exec sponsor and stakeholder engagement
• Business objectives
• Determine goals/KPIs
• Where are you now?
• Where do you need to be?
• What are the gaps?
• Isolate the main issues
• Establish your priorities
• Discuss budget available
• Roles and responsibilities for the project
• Identify key impact measures –
be clear on the goals
• Select the gaps – the barriers to
success
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Training Design & Deliver models
1. Connect

7. • Be clear on how to make a difference – assess capabilities
• Be sure the training meets your needs
• Take the team with you with – collaborate and communicate
Assess capabilities
• What does ‘good’ look like for
Collaborate and communicate
• Communicate intentions internally
• Position ‘the way ahead’
• Set expectations
• Demonstrate value
• Create desire
• Ensure cultural fit
• Engage support from senior and
local leadership
each role?
• Define a desired competence
model
• Benchmark performance
• Assess individuals – use 180
degree feedback
• Know what needs fixing
• Then plan focused development
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Training Design & Deliver models
2. Engage

8. Training Design & Deliver models
3. Customization – Develop
This phase translates design decisions into the existing training material. It
consists of adopting course material for the trainer including handouts,
workbooks, visual aids, demonstration props, etc. course material for the trainee
including handouts of summary.
The trainer consolidates design decisions within the training material and
prepares to handle any possible resistance in order to maximize the impact of
training and encourage trainee to apply the new skills on their jobs.
4. Deliver – Execution
Our trainer will deliver an interactive session that is on target with your business
goals and objectives. Depending on the delivery style identified as the best
choice for your group, your training program is maximized for retention. You can
count on a program that educates and inspires your participants while meeting
your important business goals.
Change behaviour – experiential training, be focused
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9. Training Design & Deliver models
5. Stick
The purpose of this phase is to make sure that the training program has
achieved its aim in terms of subsequent work performance.
Make sure the new skills, behaviours and attitudes stick through a
combination of reconnect days, coach the coach, reinforcement and
application tools.
Continuity is a key success factor the new learning to be applied on the job.
We suggest the following tools & methodologies :
• Reconnect days
• Coach the coach
(personal coaching)
• Measure skills improvement –
Observations during the cycle meetings
• Mastery test (multiple choice quiz)
• Reviews – to leverage performance
and identify best practice
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10. Factors to be considered for delivering Company
Selling Model & Field Coaching In Action
Take several aspects into account while
adopting the program:
• Previous knowledge, skills and position
in the hierarchy
• Learning styles
• Previous experience
• Business or organizational purpose
• Trainee characteristics
• Resistance and Obstacles
• Resources
• Multi Culture

11. How reconnect day & coaching fit in the big picture
of successful training
Learning objectives are set and learners know them
in advance of the training, so the organization’s expectations
are clear.
Interactive training is designed and incorporated to give learners an
opportunity to use their new skills in a “safe” and “supportive” environment.
Training can be facilitated through open discussion of individual situations,
role-plays to practice skills, group brainstorming and problem solving, case
studies, personal goal setting and post-course assessments.
Personal action plans are developed by learners at the end
of training to set goals and identify specific actions they will take in
order to apply the new skills and information on the job.
Reconnect day & Personal Coaching sessions are
conducted to review the training information, answer questions, provide
guidance and encouragement and refine personal action plans.

12. Demonstrate that Training Delivers Sustainable Results
by Assessing Outcomes at All Levels
Measurements
Level 1
Training Satisfaction
Average workshop satisfaction rate - minimum 75%
Level 2
Learning: knowledge assessments/tests
Pass rate 75%
Level 3
Behavioural Change/Job Application:
Improvement in competency ratings over
three months
Level 4
Business Impact
£ improvement based upon
Win probability percentage
Level 5
Return on
Investment