Every year there are new areas of focus.  New initiatives are rolled out at Sales Kickoff.  Training takes place.  There is lots of excitement and buzz.  Then everyone leaves. 


At the mid-year point, are you getting the results you hoped for?  This post is about measuring training success. It’s difficult to grow revenue faster than your industry’s growth rate and faster than your competitors. Leverage the How to Make Your Number in 2018 Workbook to access a revenue growth methodology to hit your number quarter after quarter, and year after year.


Measuring training success is difficult.  The main issue is attribution.  While everyone agrees there is value to training, nobody can tell you how much.  Sales organizations spend billions on sales training each year.  As the head of sales you need to ensure your initiatives are successful.  If you consistently roll-out new initiatives that aren’t successful, you lose momentum.  Furthermore, your boss will question if you are the right person for the job.


You need to prove that your initiatives are successful.  Start by measuring indicators you can attribute to your training roll-outs.


What Results to Measure


Training is difficult to measure because the wrong indicators are tracked.  Below are the top 5 Indicators of Success that should be used to measure training effectiveness. 



Focus on defining how you will measure each indicator before your next training roll-out.  By doing so, your training will be designed more effectively.  Don’t make the mistake of focusing solely on lagging indicators.  Incremental success and adoption is the key to keep momentum behind the initiative. 


Is the field struggling to adopt new initiatives?  The Training Success Plan will help you define and measure what good looks like.  By doing so, you can set clear expectations and coach the field post roll-out.  Through measurement, you will keep the topic top of mind for reps and managers alike.  The old adage, “what gets measured gets done” certainly applies. 


What to do with the Indicators?


Here are 5 things the head of sales should do to ensure the field executes.  Don’t delegate; these initiatives need to be driven from the top. 


  • Gamify Results – track the indicators, create a scoreboard, and give prizes.  Make adopting the initiative fun and public.   The competitiveness of Gamification will naturally lead to improved adoptions rates.


  • Recognize Early Adopters – personally and publicly recognize those that adopt it fastest.  Sales people love recognition.  Especially from the head of sales.  Make it a point to call out adoption whenever possible. 


  • Share Best Practices – sales people love to hear what is working for their peers.  During company events sales people accelerate their success by learning from others.  Make this systematic by sharing best practices across the organization.  You can use collaboration software to do this quickly and without creating additional email.


  • Broadcast Wins – use collaboration software to celebrate wins quickly.  By doing so, the team sees the training is working.  Broadcasting wins will keep momentum behind the initiatives.


  • Focused Coaching – by measuring different levels of indicators you can focus coaching efforts.  Determine areas of weakness and allocate leadership time accordingly.


Adoption Expectations


Set clear expectations for each role in your organization.  Not just reps, but front-line Sales Managers, Directors, RVPs.  Everyone should clearly understand their role in ensuring adoption and results. 


Have expectations gone up and left you wondering if you can make your number? Here is a Revenue Growth Diagnostic tool that will help you understand if you have a chance at success. Take the Revenue Growth Diagnostic test and rate yourself against SBI’s sales and marketing strategy to find out if:


  • Your revenue goal is realistic
  • You will earn your bonus
  • You will keep your job


Sales Revenue Growth



Scott Gruher

Orchestrates and designs the perfect project strategy, one engagement at a time, to ensure that every SBI client makes their number.

Scott joined SBI in 2010 with years of hands-on experience in sales leadership and enterprise selling. Since his arrival, he has helped dozens of organizations dramatically accelerate growth, from Fortune 10 organizations like Phillips 66 to fast-growing cloud service organizations like InfusionSoft. Scott specializes in cross-functional alignment. He helps leaders align around the growth goal and design the right processes to bring the strategy to life. His unique combination of real world experience and a pragmatic approach to problem solving have made him one of SBI’s most demanded resources.

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