3 Ways to Divide and Conquer for Effective Upskilling

It’s two months after Sales Kickoff and there is momentum in the organization’s sales. But learning doesn’t stop or start just because the one time to bring the entire sales team together for the year is over. Reps are now in the hands of their managers and focusing exclusively on selling.

One potentially flawed approach is for to try to move the entire organization at once. This often takes the form of periodic mass training, treating each performer the same. As a result, reps may miss the goals of the exercise, or get bored and disinterested. The risk is that the material is too generic to truly have an impact on all members of the sales team.

Instead of a flat, organization-wide effort, with a little more work, another approach can actually boost your team’s learning progress while addressing top performers, average sellers, and even the bottom 20% of the team uniquely: upskilling.

Upskilling is the idea that you create a learning curriculum to address a segmented part of the organization. In doing so, you create clearer career paths within the organization, and most importantly, are seen as a much better steward of the sales team’s time.

Segmenting is crucial, and can be done many ways:

  • By Role: lead gen teams, junior reps, senior reps, sales engineers, sales managers…the list goes on and the needs are different.
  • By Performance: perhaps the most impactful, sort out your team by stack ranking, and focus on one segment. Help the top performers become even more effective, move the middle, or take the bottom performers up or out.
  • By Industry Vertical: if you’ve organized by vertical, then you’ve already determined that reps selling into technology, healthcare, or finance need different skills – so train them that way.
  • By Company Size: the needs of reps focusing on SMB is different than those specializing in large enterprises – for starters large companies will have more buyers and longer sales cycles.

When you cater a training plan to particular segments, you stand a higher chance of getting the receptivity you need, which is critical for getting results. The core curriculum may remain the same, but the mass customization you offer creates the right momentum to upskill the entire organization.

How do you break apart your segments and help upskill the right team?

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