Many managers only see training as the job of the training department. While it's true that the learning and development function exists to provide training that helps improve performance, the sales manager can play a huge role in the success or failure of a salesperson's training experience. 

In most cases, when training "fails" it's because the associates didn't receive the support they needed before, during, and after the training. The good news is that there are four easy steps managers can take to ensure that sales training is a valuable use of time and has the impact they want—to drive sales. 

Start with yourself 

Make sure you understand the objectives of the training and what the employee will be learning. This helps you determine whether that particular training is the right learning experience for that person. It also provides a starting point for the conversations that you need to have with the employee. 

You want to understand the goal of the training so you can talk about expectations when the training is complete. What do you want the person to do when they return? You also want to think about how you'll coach them when they return. Perhaps this is an opportunity for a stretch assignment. You might think about having them shadow someone who is more experienced in whatever the training was about so they can see it in action. 

Prepare the salesperson for training 

Prior to the training program, set aside time to meet with the salesperson to discuss what's covered in the training and why you feel this is a worthwhile use of their time. 

Review the learning objectives and ask the salesperson to articulate, in his own words, what he hopes to do differently when he returns. In other words, how will training help him sell more. You'll also want to review any pre-work with him and see what support he may need from you. 

Finally, schedule time to connect with him once the training is complete. This is an appointment on the calendar that you both commit to with the main goals of debriefing the learning and discussing next steps. 

Support the employee during training 

The most important thing you can do is to continue to support your salesperson while he's in training. This means running interference if needed and ensuring he's not being constantly interrupted by things that can truly wait. 

I'm not saying to put a client or prospect at risk. By all means if it's truly critical that your salesperson be pulled out of training to prevent the loss of a client, then you should do it. But if it can wait, let it. Otherwise, every time they get pulled out, they not only miss out on key elements of the training, but it sends the message that the training really isn't all that important. 

Engage after training 

Remember that meeting you scheduled for when he returns? Well now is the time to debrief the training and talk about next steps. 

It's your opportunity to find out what he really learned in the training, answer questions about anything that isn't clear, and talk about what he'll do with what he's learned. How will he apply what he learned? How will the two of you measure whether or not he's successful? These are all important conversations to have.  

Whether your salespeople are attending a week-long training course or sitting down to complete an e-learning module, the steps above are the same. Consider it an investment of your organization's resources that must have follow up. 

Don't let your time investment go unrealized. Your next step is to think about upcoming training your salespeople might have and to schedule that pre-training conversation with them.

This post is based on content explored in the new ASTD Press release, The Art of Modern Sales Management, which covers everything you need to know to be a top sales manager! 

Sales management has changed dramatically in the past decade. With increasing globalization and many companies adding more virtual workers, the task of managing these diverse sales teams has become increasingly complicated. In a connected and evolving world it is hard to offer a definitive guide, but this book strives to sketch out a blueprint for managing performance in a changing sales landscape. 

Each chapter is written by a sales professional and thought leader, many with experience as both a salesperson and as a sales manager. Learn from their experience and utilize the action plans at the end of each chapter to grow into a better leader for your team, whether they are down the hall or across the world.