Focus Magazine - Winter 2017 - 38

FEATURESTORY

feedback should be delivered to the
group. "Real-playing" in front of the
group can also be productive because
feedback is delivered and heard by
everyone. Additionally, the peer-topeer interactions allow the entire
group to improve in unison.

Soft Skill Consideration

model. Selling models are common
throughout the industry. ough
wording varies, most models dictate
the representative take a step-wise
approach to sales calls by working
through stages such as opening,
probing, aligning, objection handling
and closing. In addition to these
stages, pre-call planning and post-call
reflection are oen components of the
selling model.
All sales simulation programs
should drive pull-through of the
organization's selling model and
examine core competencies around its
application. Generally speaking, basic
role-play exercises allow for
assessment of skills pertaining to each
stage of the model (probing, closing,
etc.). ey do not, however, allow for
assessment of a representative's ability
to conduct pre-call planning and postcall reflection. Although stressed
during training, and included on field
coaching reports, many organizations
do not have a formal process around
planning and reflection.
Consequently, these critical skills
oen lack among sales representatives.
Assuming the organization has an

established protocol for pre-call
planning and post-call reflection, it
should be incorporated in the sales
simulation program. is is very easy
to do. Prior to "real-playing,"
representatives should be provided
with fictitious customer profiles and
instructed to pre-call plan based on
that information. Aer the "real-play,"
they should be asked to complete
post-call reflection per protocol.
During feedback, both planning and
reflection should be discussed in
detail, with appropriate coaching
provided.

Group Feedback
Feedback is absolutely essential to
sales and sales training. Aer all, it is
the primary tool for facilitating
improvement. Although most sales
simulation programs incorporate
feedback, many only provide it to the
individual participant. is is another
missed opportunity. Individual
feedback helps one person. Group
feedback helps everyone. For
maximum impact, specific feedback
should be delivered to the
representative, and generalized

So skills, such as common sense,
the ability to deal with people and
having a positive or flexible attitude,
are oen overlooked during sales
training. is is because most training
curriculums focus on job-specific
skills such as clinical acumen and
resource utilization. Success in sales is
due in part to a representative's ability
to develop relationships and be wellliked. ough this is common
knowledge, these skills are rarely
addressed in training and are certainly
not assessed during sales simulation
exercises.
By incorporating the real-world
suggestions previously mentioned,
so skills can easily be addressed in
sales simulation. A model medical
office with reception area allows for
practice approaching and speaking to
the front-desk staff. Including
personal facts on a fictitious customer
profile enables the representative to
engage in small-talk before delivering
a product detail. e same is true for
personal or professional effects
displayed in the model medical office.
Finally, mock selling scenarios can be
designed that test the representative's
ability to navigate a complex situation
or deal with ambiguity.
Failure to do so will result in
missed opportunities for sales growth
and representative development.
Embracing the "real-play" approach
and each of the concepts discussed in
this article will result in a sales
simulation program that truly drives
sales performance. ■

Brad Hummel is an oncology sales trainer at Bristol-Myers Squibb. Email Brad at bradhummel@hotmail.com.

38

FOCUS | Winter 2017 | www.L-TEN.org


http://www.L-TEN.org

Table of Contents for the Digital Edition of Focus Magazine - Winter 2017

LTEN Focus on Training Magazine
From the President: Preparing for Change
Table of Contents
Table of Contents
Guest Editor: Facilitative Training & Mutual Learning Models
Directions: A Time to Reflect and Plan
Front of the Room: Help! I've Got a Big Audience!
Building Account Management Capabilities
6th Annual Medical Device & Diagnostics Trainers Summit
Training Your Sales Team for Today's Changing Customers
Training Reinforcement 101
Sales Simulation Programs that Drive Performance
5 Persuasive Communication Lessons
Do It Yourself In-House Talent Development
Leveraging Simulation-Based Technology in Training
3 Essential Pillars for Competitive Selling
Virtual How: Learning Innovation & Best Practices
Ad Index
Focus Contacts
Meet Your Incoming LTEN Board President
Focus Magazine - Winter 2017 - Intro
Focus Magazine - Winter 2017 - LTEN Focus on Training Magazine
Focus Magazine - Winter 2017 - Cover2
Focus Magazine - Winter 2017 - 3
Focus Magazine - Winter 2017 - 4
Focus Magazine - Winter 2017 - From the President: Preparing for Change
Focus Magazine - Winter 2017 - 6
Focus Magazine - Winter 2017 - Table of Contents
Focus Magazine - Winter 2017 - 8
Focus Magazine - Winter 2017 - Table of Contents
Focus Magazine - Winter 2017 - 10
Focus Magazine - Winter 2017 - Guest Editor: Facilitative Training & Mutual Learning Models
Focus Magazine - Winter 2017 - 12
Focus Magazine - Winter 2017 - Directions: A Time to Reflect and Plan
Focus Magazine - Winter 2017 - 14
Focus Magazine - Winter 2017 - Front of the Room: Help! I've Got a Big Audience!
Focus Magazine - Winter 2017 - 16
Focus Magazine - Winter 2017 - Building Account Management Capabilities
Focus Magazine - Winter 2017 - 18
Focus Magazine - Winter 2017 - 19
Focus Magazine - Winter 2017 - 20
Focus Magazine - Winter 2017 - 21
Focus Magazine - Winter 2017 - 6th Annual Medical Device & Diagnostics Trainers Summit
Focus Magazine - Winter 2017 - 23
Focus Magazine - Winter 2017 - Training Your Sales Team for Today's Changing Customers
Focus Magazine - Winter 2017 - 25
Focus Magazine - Winter 2017 - 26
Focus Magazine - Winter 2017 - 27
Focus Magazine - Winter 2017 - Training Reinforcement 101
Focus Magazine - Winter 2017 - 29
Focus Magazine - Winter 2017 - 30
Focus Magazine - Winter 2017 - 31
Focus Magazine - Winter 2017 - 32
Focus Magazine - Winter 2017 - 33
Focus Magazine - Winter 2017 - Sales Simulation Programs that Drive Performance
Focus Magazine - Winter 2017 - 35
Focus Magazine - Winter 2017 - 36
Focus Magazine - Winter 2017 - 37
Focus Magazine - Winter 2017 - 38
Focus Magazine - Winter 2017 - 39
Focus Magazine - Winter 2017 - 5 Persuasive Communication Lessons
Focus Magazine - Winter 2017 - 41
Focus Magazine - Winter 2017 - 42
Focus Magazine - Winter 2017 - 43
Focus Magazine - Winter 2017 - Do It Yourself In-House Talent Development
Focus Magazine - Winter 2017 - 45
Focus Magazine - Winter 2017 - 46
Focus Magazine - Winter 2017 - 47
Focus Magazine - Winter 2017 - Leveraging Simulation-Based Technology in Training
Focus Magazine - Winter 2017 - 49
Focus Magazine - Winter 2017 - 50
Focus Magazine - Winter 2017 - 51
Focus Magazine - Winter 2017 - 3 Essential Pillars for Competitive Selling
Focus Magazine - Winter 2017 - 53
Focus Magazine - Winter 2017 - 54
Focus Magazine - Winter 2017 - 55
Focus Magazine - Winter 2017 - 56
Focus Magazine - Winter 2017 - Virtual How: Learning Innovation & Best Practices
Focus Magazine - Winter 2017 - 58
Focus Magazine - Winter 2017 - 59
Focus Magazine - Winter 2017 - Ad Index
Focus Magazine - Winter 2017 - Focus Contacts
Focus Magazine - Winter 2017 - Meet Your Incoming LTEN Board President
Focus Magazine - Winter 2017 - Cover3
Focus Magazine - Winter 2017 - Cover4
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