Why 90% of Your Kickoff Content Will Be Ignored (and How To Fix It)

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The secret to gaining the greatest ROI from your kickoff content this year.

Your sales kickoff is meant to recognize the achievements of your sales team over the past year, and to get them hyped up around a new initiative for the coming year. This means you are likely either launching a new product, a re-brand and/or messaging transformation, or you are investing in a sales training solution to give your team a skills upgrade. This also means that you are working hard to produce kickoff content that will align with your initiative and empower your sales organization.

Your problem is that, while everyone seems excited about this launch initiative during kickoff, you have no way of knowing if they are going to stay engaged in the months following the event. You know from experience that they likely will not.

Ensuring that your kickoff content will have a lasting impact requires a year-long commitment to reinforcing the initiative launched during the kickoff event. This is critical because, while your sales team can learn about the new product, message, or process, this doesn’t necessarily translate to whether they are using it in the field.

The Problem: Your Kickoff Content Focuses on the Initiative Owner

Most sales kickoff content plans quickly degenerate into a glorified (and very expensive) PowerPoint Parade. Sales reps are subjected to hours of updates and new material—all without giving them the opportunity to interact with it in a way that comes naturally to them. As a result, they sit there idly waiting for the bar to open, politely allowing presenters to speak to a full, yet unengaged room.

If you don’t want your kickoff content to be ignored over the coming year, break the cycle and do something new to give your salespeople the opportunity to work with the content you are presenting to them during the kickoff event. Adult learners will only retain about 5 to 30% of what they see during kickoff presentations. Allowing them to practice the skills themselves increases that retention rate to 75%! Practice can come in the form of interactive workshops or access to a practice and roleplay platform during and after the event.

The Solution: Practical Adult Learning Techniques to Improve Your Kickoff Content

Kickoff Content-Kirkpatrick-Traditional-2Traditional corporate training and development programs focus on the quantitative aspects of a new program. These programs rely heavily on “butts in seats”, show and tell, and quiz or test scores to disseminate information to the sales organization and measure their understanding. This traditional approach is a great knowledge transfer mechanism, but it doesn’t cover the full hierarchy that adults need to learn and internalize new information to change behavior.

While classroom participation is a great first step for large sales transformations that require salespeople to gain information on a new product, message, or process, for example, it should not be what your entire initiative relies on. Your kickoff is meant to develop the skills of your sales team and change their selling behaviors throughout the year (and beyond) to improve performance.

Think about your launch initiative in terms of sales team development through the lens of the Kirkpatrick Model, a popular method of evaluating training effectiveness and provides a clear blueprint to creating training programs.

The Need: Kickoff Content That Sparks Behavior Change

Kickoff Content-Kirkpatrick-Behavior-ResultsIf you don’t want your kickoff content to be forgotten after the confetti settles and the hangovers wear off, it needs to be just a part of a larger behavior-based transformation initiative. All that work to plan and kickoff your initiative will mean basically nothing if your sellers do not transfer the message to the market.

To accomplish this, you need to cross the chasm to the realm of behavior change. The Kirkpatrick Model defines behavior as “The degree to which participants apply what they learned during training when they are back on the job.” Change a seller’s behavior and you will change their results.

Assessing and influencing behavior change in sales organizations is traditionally difficult to do. You need an observational solution, a set of assessment criteria and processes, and you need to be able to use that information to relay feedback to sellers to reinforce kickoff content. How do sales organizations successfully manage this level of sales transformation?

The Secret: Engaging Your Sales Managers In Reinforcing Kickoff Content

If you find it difficult to reinforce and evaluate the behavior changes of your sales team and the results of your kickoff initiative, believe me you are not alone! We’ve worked with dozens of sales organizations who know they need to gain visibility into how their sales team is behaving in the field, but don’t have the mechanism to do so or a solid process in place to assess those behaviors.

The secret to success is to engage your sales managers and leaders in reinforcing kickoff content throughout the year. Most progressive (and successful) sales organizations carve out dedicated time for sales leaders and managers during or before sales kickoff and regional summits for targeted sales manager training and development. During that time, they get managers and leaders to engage with the kickoff content that will be presented to the organization and deploy assessment and coaching assets that will empower frontline managers to become force multipliers for the initiative.

If you would like to learn more about how you can facilitate such a sales manager workshop around or within your upcoming sales kickoff event, contact us. We will be happy to share a proven sales manager workshop agenda that will empower you to spend the best 90 minutes of the year with your sales management team.

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Sales Assessments That Will Save Your Sales Kickoff

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Avoid the post-sales kickoff “thud” with observational sales assessments.

Planning sales kickoff and getting all your stakeholders, content, consultants and vendors in line is no small task. Nor is it a small item on the company income statement. You know that your goal is to create lasting impact that will provide a return on investment for your organization by transforming seller and sales manager behavior to produce revenue. What you don’t know is exactly how you are going to do that in the months following the hype and charisma exuded at sales kickoff. Observational sales assessments provide visibility and help ensure initiatives launched during sales kickoff live throughout the year.

Observational Sales Assessments

Sales Assessments-BaselineA sales assessment is the deliberate and systematic assessment of sellers selling in both mock and live environments based on a set of observable attributes which align directly to core selling skills and behaviors.

The reason assessment is so powerful is its ability to expose gaps in seller ability at the skill or behavioral level and accurately measure progress made in developing these skills over time. Without a structured assessment approach, you are relying on the “spray and pray” method to training and development—with sales kickoff being the place where you spray and the balance of the year you pray.

Many enterprise sales training programs today use traditional learning and development practices that disseminate knowledge and test a person’s ability to regurgitate that knowledge, mainly using quizzes. While this may work well in other functional areas of an organization, it is critical that your sales team not only represent that they have internalized the knowledge, but that their selling behavior in a live-call or demo setting have changed as a result.

Observing and assessing sellers selling has traditionally been difficult for organizations to do. Without the proper tools to do so, the main measurement for whether or not your sales launch initiative introduced during kickoff has taken root is to analyze lagging indicators, such as the number of new product units sold in its first quarter and year.

How To Use Observational Sales Assessments

Typically, a sales kickoff is a two-day PowerPoint parade where the heads of various programs present, a sales success story or a few are shared, and perhaps there are some breakout sessions for key skills or functional areas. But nothing is really accomplished. Let me prescribe how you can use sales assessments to not only accomplish behavior change in your sales team but also measure the return on investment of your kickoff initiative throughout the rest of the year—and into the future.

Calibrate and Baseline Sales Assessments to Gain Visibility

Sales Assessments-Team Report-BaselineBegin measuring your sales team’s behavior with baseline sales assessments. Do this by creating custom sales assessment maps for each area within your sales force that makes sense for your organization. For example, different regions, business units, and function often need to be assessed on different criteria.

The assessment map is the most important step in this process—it creates the infrastructure for your ongoing sales assessment system. Therefore, gaining buy-in from sales leaders and managers on the observable attributes that will be assessed is essential. If they suggest changes to the assessment map, it’s an excellent indication of buy-in.

The observable attributes and scoring used in your sales assessment maps help keep individual assessments consistent and unbiased. Use a five-point scale and define what each score means, one through five, to eliminate some subjectivity in the assessment scoring. Instead of asking a manager to assess if their seller conducted a discovery conversation (a sales skill), ask them to score how well the seller used first and second level questions to uncover and confirm a business challenge that the prospect believes is worth solving (an observable attribute). A score of one means no discovery occurred and the seller jumped right into demoing the product. Three means the seller did a sufficient job in asking questions but did not confirm that the business challenge is worth solving. And five indicates a best practice approach to discovery.

The combination of a five-point scale and observable attributes make sure that the assessment information can be easily analyzed and understood by all stakeholders, such as enablement, sales leaders, training vendors, sales managers, and reps. In other words, each stakeholder knows that everyone was assessed based on the same criteria and can make decisions based on the baseline sales assessment report.

Enablement, sales leaders, and training vendors are likely going to be more interested in the aggregate results, so they can understand which specific selling behaviors are most important to focus coaching efforts around in order to get the greatest “bang for their buck.” While sales managers and reps are going to be more interested in individual results, so they understand specifically who needs coaching and what they need to be coached on in order to improve their sales results.

Use Visibility to Coach and Develop More Effectively

Sales Assessments-Coaching MethodologySales assessments alone won’t improve seller behavior. Sellers must next be coached and developed on those areas that need improvement. This means that sales managers must be able to effectively coach and develop their sellers using the information provided to them in baseline sales assessments.

The beauty of using sales assessments to develop your sales team is that they create a sort of choreography to coaching discussions. Armed with sales assessments, busy sales managers become empowered with a prescriptive coaching methodology that integrates ongoing seller development into their daily and weekly meetings and is focused on impacting behavior to influence results in the business.

Progression Sales Assessments

Sales Assessments-Progression

Once your sellers have had the opportunity to go through additional coaching—and, perhaps, more learning and practice—to develop their knowledge and skills, they are ready for another assessment. In this round of assessment, we are looking to determine where progress has been made. Compare baseline sales assessment scores with new scores to determine how well individuals and the team as a whole have picked up the new information and are using it in the field.

Progression sales assessments should be run in the same manner and measure the same observable attributes that were used in the baseline assessment. This ensures that you are comparing apples to apples and are measuring sellers based on those specific behaviors you need to change in order to make your kickoff initiative a success.

Why Are Sales Assessments Important?

When you and your team have invested as much as you do into your sales kickoff, you want to know that your sales force is actually going to use the information to improve their performance. You want to know that you are impacting your company’s revenue goal attainment and make the sales kickoff the beginning of an ongoing development effort that directly impacts selling results as opposed to a jolly event to build camaraderie.

Simply stated, sales assessments provide visibility into the strengths and weaknesses of your team, allowing for more effective and precise development of your sellers. A doctor would not operate on a patient without first conducting a thorough diagnosis to identify what and where needs fixing, right? Then why would you coach and develop your sellers without conducting a similar diagnosis?

 

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The #1 Thing Most People Get Wrong With Sales Kickoff

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Create a behavior-based sales kickoff reinforcement program that will keep the kickoff energy alive all year.

It’s the most wonderful time of the year—when sales kickoff planning shifts into high gear. New products are rolled out. New messaging. New training. And while everyone is concerned with what to do during the event, sales kickoff reinforcement is always treated as an afterthought.

Everyone gets together, the energy is high, emotions are elevated, you’re at the center of a grand ‘ol party and you get to roll out your latest and greatest initiative that is going to change the world…

…And one week later, it’s all but forgotten. Noses are back to the grindstone and salespeople are back to operating exactly the way they were before. Their behavior has not changed.

Don’t get me wrong, I know as much as anybody how important it is to have the right theme, get a great keynote, and create valuable breakout sessions. But if you want your sales team to leave kickoff with more than just a hangover—and have the energy last all year—you also have to be prepared with a behavior-based sales kickoff reinforcement plan.

Planning for Sales Kickoff Reinforcement

sales-kickoff-reinforcement-calendarReinforcement is defined as the process of encouraging or establishing a belief or pattern of behavior, especially by encouragement or reward.

Driving some kind of change, whether it is a new product or message, skills development, or a sales organization transformation is likely at the center of your sales kickoff. You and your team are going to put a ton of work into making it happen, so don’t let all that hard work go to waste. This is your time to shine—use it!

Help your sales force actually retain and use all your great content by putting a post-event reinforcement plan into place. There is no one-size-fits-all sales kickoff reinforcement program, the length and details will vary broadly depending on the size of your sales transformation. At a minimum, it should include three elements:

1. Sales Leader and/or CEO Communications

The more involved the authority figures are in communicating and driving post sales kickoff reinforcement, the better. Plan out and draft communications to come directly from the sales leader, using personalization tags to make the emails look one-to-one as often as possible.

Take a secret from marketing’s playbook and use automated workflows to tag those people who have not completed their work with a note from the boss. Give compliance emails that “I know you’re not doing what you’ve been told” vibe, rather than “If you haven’t done so already…”

Also, include sales managers in your reinforcement initiative early on. They can be your daily and weekly enforcers, as they already meet with their teams consistently. Consider running a contest with sales managers—the team with the highest participation rate each quarter gets a happy hour party or special outing.

2. Make It Relevant

Relevance is so simple in theory, yet surprisingly difficult for many enablement teams to pull off. With so much energy going into planning and creating content for the actual sales kickoff event, it’s easy to overlook post-event reinforcement content. But the basics are simple: don’t make the sales team do something that is not going to directly improve their ability to make money.

If you’ve done the important work of making sure your sales kickoff theme and content are relevant to the sales organization and business objectives, you’re halfway there. Make sure the information in your sales kickoff reinforcement curriculum is relevant to what everyone learned during the event, and what you expect them to apply in the field.

What do they absolutely need to know in order to make them as productive as possible? The magnitude of change that your initiative represents impacts how much post-kickoff reinforcement needs to be done. Don’t make people do any more work (or spend any more valuable time) than is absolutely necessary.

3. Make It Interactive

sales-kickoff-reinforcement-interactiveIt’s pretty rare to find a company that has created a comprehensive, behavior-based sales kickoff reinforcement program. There are some real gems that I can think of, but most of the time post-event communications look something like this:

  1. A “required attendance” webinar provides a “PowerPoint Parade” overview of information and highlights from sales kickoff
  2. A pretty boring email campaign, maybe three emails deep, to “remind” people about the new messaging and/or process unveiled during the event

These are good things, but when it comes to working with sales teams, they just don’t stand up on their own. There is nothing here that lets them try the content on for size. They can watch the presentations, go through the eLearning and perhaps answer a few questions on the quiz, but they don’t have the ability to practice and respond in a sales context.

Transformation happens when you can not only deploy your content across your sales team, but also encourage them to practice that content themselves, view and score their peers, and receive feedback. Take it one step further and build this into your event by telling them there will be a highlight reel of the best performers and watch the interaction unfold.

Behavior-Based Sales Kickoff Reinforcement

Prior to and during sales kickoff, your sales force is being presented with information and, hopefully, are practicing new skills while you are all together. But how do you know if they are actually going to take new information and skills back to the field?

This is what I mean by behavior-based sales kickoff reinforcement. The Kirkpatrick Model defines behavior as “The degree to which participants apply what they learned during training when they are back on the job.”

To keep the initiative launched during sales kickoff going throughout the year, you need a behavior-based sales kickoff reinforcement program that actively encourages and measures actual behavior change. In sales teams, the best way to do this is to implement a process and the tools to observe and assess the behaviors salespeople are exhibiting when they are “back on the job” and coach them on how to improve those behaviors based on consistent, relevant observable attributes.

Only through a structured, behavior-based and enabled reinforcement plan will your sales kickoff become a continuing success for your business stakeholders.

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CommercialTribe Case Study | HubSpot Sales Team Development

HubSpot aligns sales and operations with CommercialTribe to put the measurement of development of their SMB sales team on auto-pilot.

HubSpot is the world’s leading inbound marketing and sales software company. Founded in 2006, the company has grown to serve over 34,000 customers in 90 countries and employs nearly 1,800 people across seven offices, with hundreds of sales team members worldwide.

HubSpot is renowned for its strong company culture and commitment to promoting from within, which has been key in supporting the significant growth the business has experienced over the years.

The Challenge: Developing a Young Sales Team as They Sprint for Monthly Quotas

Mike Pici, Director of Sales for HubSpot’s SMB sales team, oversees eight frontline managers, who each manage around ten sales reps. The team is mostly made up of young sellers led by a group of first-time millennial managers.

If you think that the sprint to the end of each quarter is a challenge, get this: Pici’s team operates on a monthly quota system. His team of roughly 70 sales managers and reps reset the clock every 30 days. This pace makes it very difficult to spend time developing junior employees and first-time managers because everyone is working to get to the finish line and hit the number.

As HubSpot continues to broaden its platform with innovative new products, Pici’s team needed to evolve their process. It became increasingly essential to be able to conduct high-quality discovery calls to ensure reps understood prospects’ needs and could accurately position HubSpot as the solution to their problem. As the business continued to grow rapidly, this discovery call—the Inbound Growth Assessment (IGA) in HubSpot vernacular—increasingly became an area of focus as a vital step in the sales process.

Mike Pici is a new breed of sales leader. Though his team works hard and he deals with the constant pressures of reaching monthly quotas with a young and developing sales team, he is still committed to carving out time to develop his people. However, like many sales leaders who believe in development, Mike continually grapples with having to re-invent the wheel on where and how to develop his team.

Channing Ferrer, the VP of Sales Operations & Strategy at HubSpot, was experiencing Mike’s pain from the other side of the office. Channing and his operations team conducted a study to determine the fundamental attributes and skills of a successful HubSpot sales rep. While he knew that attributes and skills were indicative of what makes a great sales rep, he did not have a mechanism with which to measure an individual’s strengths and weaknesses against these parameters. Nor did he have a clear path forward to coaching and developing the skills the team needed to gain the attributes and skills they needed to be successful.

Both Mike and Channing needed a systematic approach to pinpointing skills gaps, coaching for improvement, and measuring progress.

The Solution: Establishing a Sales Team Development Program

When HubSpot partnered with CommercialTribe, they found a solution tailor-made for developing sales teams.

Working with CommercialTribe, Mike focused the development of his sales team on improving the IGA. The IGA was a relatively new piece of the sales process, as HubSpot has been shifting from solely selling marketing automation to including their sales platform in the product mix. The IGA intends to frame a bigger customer problem and how HubSpot’s broad solution can address that pain.

CALIBRATE

HubSpot-Sales-Team-Development-BaselineCommercialTribe worked with both Mike and Channing to develop a customized assessment map that accounted for what Channing knew were attributes of a successful HubSpot sales rep with what Mike cared about specifically for running a successful IGA.

This calibration exercise also built trust between Mike and Channing’s departments to ensure that the attributes were correct and the assessment would be adopted by all parties.

BASELINE

Within two weeks after the assessment map was built, the sellers on Mike’s team had submitted a live recording of an IGA call for assessment.

CommercialTribe’s baseline assessment returned results that confirmed Mike’s hypothesis that there was room for improvement on the IGA call. While the team overall was certainly market ready, there were specific areas that, if improved, could make a significant impact on conversion rates at the top of the sales funnel.

COACH

Now it was incumbent upon Mike and his managers to take action. The baseline assessment produced insight into where to coach, but now they needed to put those insights into action during team and 1-on-1 coaching sessions.

CommercialTribe provided coaching guides for Mike and his management team to formalize coaching interactions with a clear and constructive agenda. The coaching guides led managers through the agenda to review the baseline assessment with their reps and align on what makes a great IGA. They would then discuss what the rep did well and where they could improve. Last, they would discuss and agree on actions that they could take to close the skill gaps.

Managers also used CommercialTribe’s “highlight reel”, which contained a different seller demonstrating a given attribute from the assessment map in 1 to 3-minute snippets. Sales reps and managers were able to view and return to the highlight reel on their own time and during coaching sessions to reinforce what an excellent IGA should look like.

“The value of the unbiased 3rd party assessment was huge,” describes one of Mike’s frontline sales managers. “Separating the assessment from coaching allowed us to coach constructively and focus on the fundamentals of great sales conversations by getting back to the basics, like focusing on why setting an agenda matters.”

“Perhaps one of the most surprising and rewarding moments for me,” shares one frontline manager, “was when a veteran rep who was very difficult to engage in change responded positively to the experience and we were able to open up a new coaching dialogue.”

PROGRESSION

HubSpot-Sales-Team-Development-ProgressionWith the baseline results in front of them and coaching delivered against strengths and weaknesses, Mike Pici’s team was ready to submit their IGA calls for a second performance assessment.

Simply put: Mike’s team got better at delivering the IGA.

More specifically, the team’s IGA improved by 22% overall. The team saw huge gains in setting an effective agenda, focusing on differentiation, and delivering an insight. Mike used this opportunity to pause and celebrate with his team, calling out a few cases of exceptional improvement. One team improved by a whopping 44%, three sellers received perfect marks, and five achieved over a 50% lift in their IGA delivery.

The Result: Sales Team Development on Auto-Pilot

Channing and Mike expect to see this improvement show up in his team’s ability to build early-stage pipeline, an area that is hard to get management focus on given the monthly quota system at HubSpot.

“By providing them with clear insight and direction, busy sales managers can now see where and how to coach the key behaviors that move our pipeline forward,” says Ferrer.

The development of a sales team doesn’t begin and end within a quarter but is an on-going commitment to continually improve. “Once I determine where we want to get better, there is a system that puts the measurement of development of my team on auto-pilot,” says Pici.

With the Inbound Growth Assessment call clearly improved, Mike Pici will now turn his attention to the next development area for his team. A quarterly development calendar has been built using a menu of interactions, including not only developing how his reps interact with customers but also how his sales managers interact with their teams.

Could a 20% improvement in the effectiveness of your sales team benefit your organization?

Put the development of your sales team on auto-pilot when you subscribe to CommercialTribe. Request a demo today!

About HubSpot

HubSpot is a leading inbound marketing, sales, and CRM growth stack. Since 2006, HubSpot has been on a mission to make the world more inbound. Today, over 34,000 customers in more than 90 countries use HubSpot’s award-winning software, services, and support to transform the way they attract, engage, and delight customers. HubSpot Marketing includes social media publishing and monitoring, blogging, SEO, website content management, email marketing, marketing automation, and reporting and analytics. HubSpot Sales enables sales and service teams to have more effective conversations with leads, prospects, and customers. HubSpot CRM helps sales teams organize, track, and grow their pipeline. All three platforms integrate right out of the box and are available for free to start.

Learn More About HubSpot

About CommercialTribe

CommercialTribe is the standard SaaS platform for developing and coaching sales teams to improve performance. We create an environment to unlock the potential of every rep and manager to get better—every quota carrying year—by intelligently observing reps in multiple selling scenarios, constructively assessing their behavior, and providing managers with clear coaching paths to close rep development gaps—and improve their coaching skills.

Learn More About CommercialTribe