My current book of choice is The Sales Acceleration Formula by Mark Roberge, and he has permanently impacted my thoughts concerning sales training and coaching.

Prior to reading Roberge’s book, I was always under the impression that teaching by example was a great way to initiate new employees, which is why this came as such a shock:

Using the “ride-along” approach to sales training should be avoided.

Roberge argues that every salesperson excels in unique ways. One salesperson might convert a high volume of customers through rapport development and strong personal relationships, while another may convert a high volume using a more practical approach, directly addressing the customer’s problems and market needs. Another salesperson may succeed by being incredibly active.

If you assigned the practical salesperson to shadow the rapport-building salesperson, the trainee may think that success in the market is all about developing friendships. If you assigned the rapport-building salesperson to shadow the high-activity salesperson, they would think that is what the market is all about. Naturally, the trainees would begin questioning their ability to succeed in this market.

The Sales Acceleration Formula promotes using a market-specific and progress-measurable training course as an alternative. The course should focus on critical learnings of the industry, but also allow for the progression of individual “superpowers.”