How do you manage different sales team experience levels?

I like to start top level in understanding a team's development needs. I use a feedback survey to uncover where reps feel personally challenges and use the aggregate data to guide a training strategy At the individual level, metrics help me uncover where to focus with each rep. You can use broad numbers to start. Which reps struggle with generating pitches? With their close rate? Generally a lagging metric points to a coaching area the rep might not even know about. For example, if they are generating less pitches but have an equal close rate to the team, you can then dive in further to look at their activity numbers, content, and ICP understanding to see what is driving the gap.

Prior to conducting any training, it's crucial for the trainer to invest ample time understanding the team and its challenges. The depth of knowledge about the organization, its culture, and the specific sales team being trained greatly enhances the trainer's effectiveness. Sales professionals, known for their impatience, quickly assess the trainer's familiarity with their business during the initial moments of the session. Once this connection is established, the trainer should adapt the content to align with the varying levels of experience within the room. This tailored approach ensures greater engagement and resonance with the audience.

I'm moving towards a blend of sales health metrics and feedback from all management levels. The data can give you insight into training needs that managers have a hard time identifying, and managers can give you insight into training needs reps may not be aware of. From the sales health metrics, we're starting to look into what's working and what isn't working at the rep and manager level and identify areas to maximize best practices across the board. Surveys aren't an ideal way to collect feedback, as there's typically a low response rate at scale. Additionally, typical multiple choice certifications have diminished accuracy now with ChatGPT / AI solutions.

Já refletiu como os pais podem criar filhos de diferentes idades na mesma casa? Certamente para que haja o desenvolvimento de todos os envolvidos e do coletivo, é importante ter congruência na distribui??o das atividades, alinhando os papéis de cada um de acordo com o nível em que a pessoa se encontra. Além disso, é muito importante que o líder conhe?a a fundo as habilidades e desafios individuais para que haja uma troca de experiências, onde um serve o outro naquilo que tem mais facilidade, contribuindo com o crescimento da equipe como um todo.

Prior to creating any sales training program, it's essential to contribute by assessing your team's current skills, knowledge, and performance. Utilize tools like sales assessments, role plays, reports, and feedback surveys to identify strengths, weaknesses, and improvement opportunities for the entire team.

Through my years of experience I have observed one pattern,team with different experience bracket requirements tailor-made training for them. To customize the training following needs to be followed - 1) understanding the exact Area of Improvements. 2) Finding the right topic to upskill the team. 3) Devising a training plan suitable to the individual requirements. 4) Creating refreshers which are small bites of training to keep the crowd interested.

One thing I have found to be effective when balancing experience levels in sales training is to utilize rep-led training where possible. Both experienced and new reps enjoy hearing from their peers in how they are being successful in their day to day. The same content from a manager or trainer may be "boring", but peers are more engaging voices. Veteran reps have much to share in how they have grown and are winning business, but newer reps can take their fresh approaches and tactics from previous companies to add something new to the conversation. Everyone is able to contribute and benefit from this approach

We're moving towards tapping "pros" on specific content to elevate best practices and testing voluntary training topics that reps get to choose, or managers get to "volunteer" them for. Additionally, we're creating new training approaches. I.G. training programs designed to elevate entry-level reps through hands-on training but provide on-demand resources for senior reps to own their own development (they're senior for a reason).

One effective method I have experienced to customize enablement training is through personalized learning paths. By assessing individual skills, knowledge gaps, and learning preferences, training content can be tailored to meet the specific needs of each learner. This approach ensures relevance, engagement, and effectiveness, leading to improved retention and application of knowledge in real-world sales scenarios. Additionally, leveraging technology such as learning management systems allows for adaptive learning experiences, where content is dynamically adjusted based on learner progress and performance, further enhancing customization and effectiveness.

Know the core skills, participant profile and metric of selecting the participant. Possibly, have an assessment with quantitative approach to measure their competency and match them with performance. With this, we could then perform benchmarking to identify what makes the top performers top. From there, we could identify the key areas/competencies and identify the participant profile.

Coaching is a very personal relationship between rep and manager. It only works if the rep is comfortable sharing where they feel challenged and the manager is providing authentic support to help them overcome it. If a rep doesn't trust their manager to share their perceived weaknesses, or the manager can't deliver constructive feedback, this breaks down. The first step in this relationship is building trust. The manager should share their own development journey and the things they work on, and both sides should take the time to lay out clear expectations on communication, goals, and how to work together.

Trust is essential for sellers to be open to coaching, it creates a safe and supportive environment where they feel valued, respected, and understood. When sellers trust their coaches, they are more willing to share their challenges, vulnerabilities, and areas for improvement. This openness allows coaches to provide constructive feedback, offer tailored guidance, and facilitate meaningful learning experiences that drive professional growth and development. Trust also fosters mutual respect and collaboration, enabling coaches and sellers to work together effectively towards common goals. Ultimately, trust builds stronger relationships, enhances communication, and empowers sellers to take ownership of their learning journey.

When it comes to managing sales teams with varying levels of experience, coaching plays a pivotal role in ensuring everyone reaches their full potential. I approach this by tailoring my coaching strategies to meet the specific needs and skill levels of each team member. For newer sales team members, I provide comprehensive training and ongoing support to help them develop a solid foundation of sales techniques and product knowledge. This may include one-on-one coaching sessions, shadowing opportunities, and regular feedback to reinforce learning and build confidence. For more experienced team members, I take a more nuanced approach, focusing on refining their existing skills and identifying areas for improvement.

Peer learning when you have a mix of experiences in the training from participants works well. Experienced salespeople can collaborate with the newer and younger generations and they both exchange knowledge such as; - The experienced teach problem solving in sales and making decisions on the spot - The younger ones teach tech and online tools to the older ones - Both develop a new process that adapts to the modern consumer/buyer.

A few things that I have seen be successful in encouraging a culture of peer learning. - When asked for help by reps, managers can reference another rep on the floor for guidance to help build an informal expertise network - Tapping reps to share their stories & best practices in all hands and trainings reinforces this dynamic of peer expertise on the floor - Pitch practice in a group setting helps reps get comfortable delivering and accepting peer feedback - Managers should model this behavior and be asking for help across the floor when they need it - Mentors or a "buddy" program establishes sales rep peers as a knowledge source right away

Some of the best ways I have found for rewarding sales achievement don't have any (or very little) monetary value attached and are just as appreciated and valuable. - A manager going on a coffee run for the winning rep - Shout outs of recognition across email, Slack, or LinkedIn - A ceremonial trophy in the office to recognize a great week - A rep getting their hand at DJ controls - A handwritten note or private sincere praise Important: take the time to get to know your reps and what resonates with them. Some love the public praise and some are mortified by the thought. Some place incredible value on getting lunch with a leader of the company and others want $100. Start there!

Context at the start. Experience often implies age. In a sales team, new to sales tend to be younger than the longer served members. The context of different experiences and reference should enable an inclusive open environment. Eg digitally native for younger members could enable them to add a perspective that valued by older members with a more traditional skill set. Give both a place at the table and highlight both perspectives.

Aprovecha la diversidad del equipo como un motor de éxito. Asigna mentores entre los más expertos y fomenta el aprendizaje colaborativo. Cada miembro aporta algo único; al empoderarlos, transformas las diferencias en ventaja. Capacita según sus niveles y celebra cada logro, grande o peque?o. La clave está en la visión compartida: un equipo unido puede más que un talento individual. Motívalos con metas claras y reconoce su esfuerzo. La experiencia combina sabiduría y frescura; si gestionas bien, tendrás un equipo imparable dispuesto a alcanzar cualquier desafío. ?Haz que brillen juntos!

This is such an interesting topic. In designing sales development programs, I am aware of the following aspects- their historical performance and competencies. Experienced sales professionals might know, but not apply. High performers might be doing it right, without awareness on the concept. Hence, what works for me is to first plot the competencies vs performance on the individual. With this data, it provides clearer understanding on knowing what to address- specifically to the organization.