my area is on the speaker’s bureau for Competitor X. How can I compete with that?” “Most of my key decision makers won’t see reps. What can I do to impact their decision making process?” Established reps need to know that we have successfully overcome similar challenges and can give them strategies to do the same.

Demonstrating success is also vital because as field sa

Although I never met the man, I imagine Lou Boudreau would have made one heck of a field sales trainer. In 1942 the 24-year old Cleveland Indians shortstop was promoted to player/manager of his team, and for the next eight years Boudreau did what we, as trainers, are called upon to do every day: demonstrate success, inspire success and cultivate success. Think of it as the triple play of sales training.

DEMONSTRATE

A seven-time All-Star shortstop, Boudreau was only the second manager to take the Indians to a World Series Championship, and no one has done so since. Clearly, he was a man who demonstrated success. As field sales trainers we must similarly make success a habit. A field contact with a trainer may be the first “in situ” opportunity a new rep has to test their impressions of the company, and possibly selling in general. Is what we say consistent with the corporate sales direction? Is what we do consistent with what we say? Most importantly, are we successful at gaining customer commitment and moving the sales process forward?

Inexperienced reps may need guidance on effective territory management and specific techniques for gaining access to prospects. Experienced reps are more familiar with the demands of the position, so their concerns are usually more territory-specific. Their willingness to accept us as role models may depend on how well we demonstrate successful resolution of field challenges: “The key thought leader in my area is on the speaker’s bureau for Competitor X. How can I compete with that?” “Most of my key decision makers won’t see reps. What can I do to impact their decision making process?” Established reps need to know that we have successfully overcome similar challenges and can give them strategies to do the same.

Demonstrating success is also vital because as field sa

nk of it as the triple play of sales training.

DEMONSTRATE

A seven-time All-Star shortstop, Boudreau was only the second manager to take the Indians to a World Series Championship, and no one has done so since. Clearly, he was a man who demonstrated success. As field sales trainers we must similarly make success a habit. A field contact with a trainer may be the first “in situ” opportunity a new rep has to test their impressions of the company, and possibly selling in general. Is what we say consistent with the corporate sales direction? Is what we do consistent with what we say? Most importantly, are we successful at gaining customer commitment and moving the sales process forward?

Inexperienced reps may need guidance on effective territory management and specific techniques for gaining access to prospects. Experienced reps are more familiar with the demands of the position, so their concerns are usually more territory-specific. Their willingness to accept us as role models may depend on how well we demonstrate successful resolution of field challenges: “The key thought leader in my area is on the speaker’s bureau for Competitor X. How can I compete with that?” “Most of my key decision makers won’t see reps. What can I do to impact their decision making process?” Established reps need to know that we have successfully overcome similar challenges and can give them strategies to do the same.

Demonstrating success is also vital because as field sa

rainer may be the first “in situ” opportunity a new rep has to test their impressions of the company, and possibly selling in general. Is what we say consistent with the corporate sales direction? Is what we do consistent with what we say? Most importantly, are we successful at gaining customer commitment and moving the sales process forward?

Inexperienced reps may need guidance on effective territory management and specific techniques for gaining access to prospects. Experienced reps are more familiar with the demands of the position, so their concerns are usually more territory-specific. Their willingness to accept us as role models may depend on how well we demonstrate successful resolution of field challenges: “The key thought leader in my area is on the speaker’s bureau for Competitor X. How can I compete with that?” “Most of my key decision makers won’t see reps. What can I do to impact their decision making process?” Established reps need to know that we have successfully overcome similar challenges and can give them strategies to do the same.

Demonstrating success is also vital because as field sa

ed guidance on effective territory management and specific techniques for gaining access to prospects. Experienced reps are more familiar with the demands of the position, so their concerns are usually more territory-specific. Their willingness to accept us as role models may depend on how well we demonstrate successful resolution of field challenges: “The key thought leader in my area is on the speaker’s bureau for Competitor X. How can I compete with that?” “Most of my key decision makers won’t see reps. What can I do to impact their decision making process?” Established reps need to know that we have successfully overcome similar challenges and can give them strategies to do the same.

Demonstrating success is also vital because as field sa

my area is on the speaker’s bureau for Competitor X. How can I compete with that?” “Most of my key decision makers won’t see reps. What can I do to impact their decision making process?” Established reps need to know that we have successfully overcome similar challenges and can give them strategies to do the same.

Demonstrating success is also vital because as field sales trainers we hold a uniquely dual role in the sales organization. In addition to the time we spend training and coaching sales reps, most of us are responsible for increasing sales and growing market share in our assigned territories. Our ability to manage our time and territory productively is vital in order to reach our own performance goals.

INSPIRE

Selling is fun when sales are good, but experienced reps know that’s not always the case. Without any warning you run smack into a competitor’s newly expanded sales force. Your blockbuster technology launches with software challenges. You spent your weekend studying a new clinical reprint, but every doctor you see wants to talk about last night’s expos? on the cost of prescription drugs.

Inspiration is our second wind. It keeps us focused on the big picture when our progress temporarily stalls. It’s a safe bet that all sales reps want to succeed… a good trainer will inspire them to succeed. The wanting gives us aim, but it is the inspiration that makes us reach. Hall of Fame pitcher Bob Feller understood the power of inspiration to drive performance: “I remember in 1948... I was having a rough season, and instead of replacing me Lou (Boudreau) said ‘We’re going to sink or swim with Feller’. After he said that I won 10 of my last 12 games. He instilled a confidence in his players they never forgot.”

In the final analysis inspiration is unique to the individual, so figuring out how to inspire our