In many training projects, the training program is the “big event” and when it’s over, it’s pretty much over. Far too many companies make this mistake. Although group training events can serve as a strong boost to accelerate progress, training must continue through follow up with coaching and short, refresher workshops delivered over time to continue to refine skills.
Training needs to become an integral part of the way a manager manages and coaches the team. This is what we mean by a rigorous coaching culture. Managers/coaches who coach, train and demonstrate on a daily basis are the key to lowering long-term training costs. There is no other way to sustain results that works as well and the alternatives are simply not affordable.
What R3 clients like best about our approach:
- Our training programs are much more demanding and bring participants much further in terms of skill development than other programs they’ve tried.
- Our follow up focuses on sales and customer service managers and the internal training team (if they have one) to coach them on how to sustain progress in an affordable way.
The reason sales teams cannot verbalize basic selling information and execute a solid consultative sales process is because sales managers simply aren’t coaching and training them to do so. On a sports team, the coach is 100 percent responsible for training the team. The military carries a similar structure. But in business many sales and customer service managers fall into the trap of managing through memos, policies, procedures, new CRM tools and data analysis. This needs to change if you want a powerful culture that continuously improves, repels poor performers and attracts top performers.
R3 can make that happen and we have an offer you can’t refuse that includes zero risk for you.
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