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Figure 5.2 Sample Sales Training Curriculum

Adding Predictability to the Sales Training
Formula

I have another major concern with the traditional “ride-along” approach to sales
training.

A “ride-along” sales training strategy is neither scalable nor predictable.

“A ‘ride-along’ sales training strategy is neither scalable nor predictable.”

What if I had to accelerate sales hiring? How many new hires could possibly
shadow each top performer? Are these new hires going to be a distraction to the
top performers? How should I quantify the success of the program? How should
I audit and improve it?

I needed a sales training system in which success could be measured. I needed a
sales training formula that could be iterated in a scientific way.

For this reason, I added an exam and several certifications to the training
process. The exam was focused on factual information, such as product
knowledge. New hires were subjected to a 100-question exam at the end of
training to ensure they left the program with a satisfactory level of product
acumen. The exam was a stressful event. New hires crammed for the test as if it
were a college final. On some occasions, trainees were let go for a poor
performance on the exam. Needless to say, the tests were not taken lightly.

In contrast to the exams, certifications were often used to test qualitative skills,
such as the ability to navigate certain stages of the sales process. For example, in