This article includes:<\/span><\/p>\n This article was specifically written for:<\/span><\/p>\n Take a deep breath \u2013 this is a long article. Here are the key take-aways we\u2019ll address:<\/span><\/p>\n Prior to the first training sessions:<\/span><\/p>\n 0. Be clear on your overall objectives<\/span> Immediately after the first training sessions:<\/span><\/p>\n 8. Re-establish a baseline<\/span> And on an ongoing basis:<\/span><\/p>\n 13. Keep It Rolling \u2013 implement in internal systems and for onboarding<\/span> To paraphrase Voltaire, common sense in methodology implementation \u2013 is far too uncommon! Contemplate the following scenario:<\/span><\/p>\n Before reading further, look away from this article and forecast the results. What will happen?<\/span><\/p>\n Would you predict stunning success, significant change, and critical improvements in key performance indicators and metrics? Or would the team likely return to their old practices?<\/span><\/p>\n [Hint: Choose the second option]<\/span><\/p>\n So, let\u2019s talk about successful implementation of methodology training. In many cases, we\u2019ll use Great Demo! methodology as a working example, which we\u2019ll call out with the notation, \u201cGD!\u201d.<\/span><\/p>\n Before identifying specific KPI\u2019s, consider the following general plan:<\/span><\/p>\n Note: this all presupposes<\/i> active support by senior management\u2026<\/span><\/p>\n Equally important additional note: many organizations only consider the first two items on this list and part of item 5. Executing 3 and 4 are key success factors on their own (as illustrated by the sad example above).<\/span><\/p>\n Key Performance Indicators need to be exactly that: key indicators of the performance of the team resulting from the training. You might want to think in terms of two dimensions:<\/span><\/p>\n Note that these are two very different KPI\u2019s! And far too many times only the second KPI (Effectiveness) is measured. Here\u2019s an example\u2026<\/span><\/p>\n You train the team in a specific sales methodology and you choose to track \u201cSales Cycle Length\u201d, \u201cDeal Size\u201d and \u201cForecast Accuracy\u201d (% of deals moving from stage to stage as forecasted). Prior to the training you establish a baseline. Six months later you review the progress of these three KPI\u2019s and you see no significant change.<\/span><\/p>\n Was the methodology at fault? Hard to tell\u2026!<\/span><\/p>\n You have no idea whether the team actually adopted the methodology and put it into practice or simply reverted to their old ways. (This often happens with sales methodology training when it is perceived as \u201cthe methodology of the year\u2026\u201d)<\/span><\/p>\n Accordingly, we need to measure and track both Adoption and Effectiveness. For Adoption, we need to understand what are key indicators of adoption and thus how best to measure it.<\/span><\/p>\n [GD! For Great Demo! Adoption, we often suggest requesting and then tracking the generation of Situation Slides and Illustrations as key indicators. Some organizations today require submission of Situation Slides by sales prior to assignment of presales resources for demos (and POC\u2019s). Completed Situation Slides also indicate whether adequate Discovery was completed prior to a demo. Submitted Illustrations show that the presales resource likely applied some key Great Demo! concepts when preparing the demo.]<\/span><\/p>\n Next, let\u2019s look at Effectiveness metrics. Clearly, you must choose wisely \u2013 since what you measure will (generally) drive behavior!<\/span><\/p>\n [GD! For Great Demo! Effectiveness, we recommend tracking sensitive ratios such as:<\/span><\/p>\n Over the period of a few quarters, you will likely uncover a number of potentially surprising trends\u2026<\/span><\/p>\n For example, overall performance of the team is shown by an increase over time of the first metric (assuming other contributing factors remain the same, of course). Similarly, you will likely find that certain teams or geographies are doing better or struggling, comparatively, yielding opportunities to coach\/refresh skills \u2013 and the metric for individual presales team members also provides performance insights on an individual basis.<\/span><\/p>\n Using this metrics to track sales people will show which sales people are using presales resources most effectively vs. those needing coaching (or to be moved along\u2026).<\/span><\/p>\n [GD! Here are a few other metrics to consider tracking, along with comments:<\/span><\/p>\n High-level Metrics \u2013 these track the Effectiveness of the methodology overall:<\/span><\/p>\n Customer Success Metric:<\/span><\/p>\n [Demo-level Metrics \u2013 these track the Effectiveness some of the key elements of the Great Demo! methodology:<\/span><\/p>\n\n
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A Methodology for Methodology Success<\/span><\/h4>\n
\n 1. Make sure you understand what doesn\u2019t work<\/span>
\n 2. Discuss and agree on key success factors and the metrics<\/span>
\n 3. Establish a baseline<\/span>
\n 4. Train front-line managers and mentors on coaching<\/span>
\n 5. Introduce the front-line managers and mentors to the methodology<\/span>
\n 6. Ensure that front-line managers and mentors take the training<\/span>
\n 7. Address and enroll other impacted and impacting teams<\/span><\/p>\n
\n 9. Tune the training and course material<\/span>
\n 10. Assess the trainees in terms of the Three Groups<\/span>
\n 11. Push\/Pull, Poll and Publish to establish virtuous feedback cycles<\/span>
\n 12. Address and enroll the balance of the other impacted teams<\/span><\/p>\n
\n 14. Gather front-line managers and mentors to identify issues and opportunities<\/span>
\n 15. Continue to Push\/Pull, Poll and Publish<\/span>
\n 16. Track the KPI\u2019s and metrics, assess, refine and execute!<\/span><\/p>\nWhat Not to Do\u2026<\/span><\/h4>\n
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Key Success Factors<\/span><\/h4>\n
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Determine What to Measure<\/span><\/h4>\n
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