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Sales Training Sustainment Framework

sales training skill sustainment 1

6 July 2018Article

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Three Phases of Behaviour Change: Planning, Development & Sustainment

Based on Richardson Sales Performance’s more than forty years of experience and research, we believe that effective behaviour change occurs in three phases:

  • Planning
  • Development
  • Sustainment


Planning should occur at both the organisational and individual levels. Organisationally, leaders need to effectively communicate the change and align stakeholders at multiple levels to sponsor the change. At the individual level, awareness of the need to change and the desire to change should be instilled in a systematic manner. Many change initiatives fail or become the “flavour of the month” because the heavy lifting at the organisational level and the desire to change at the personal level are insufficiently addressed before training occurs.


Development is the traditional focus of training, including positioning the relevance of new sales skills and knowledge to sales professionals, exposure to new processes, utilisation of best-practises models, plenty of practise applying best-practises models, and getting real-time, constructive feedback during instructor-led, virtual, or web-based training.


Sustainment is what occurs after sales professionals leave the training session and return to the field. Sustainment planning should include:

  1. Expectation setting
  2. Knowledge retention
  3. Skill application
  4. Supportive systems
  5. Relapse prevention
While skill development occurs during set events using a variety of modalities skill sustainment and behaviour change takes place back on-the-job in a much more chaotic environment, which means it needs to be incremental and consistent over a period of months.

Why Does Sustainment Fail

Progressive sales organisations at industry-leading companies know that they cannot develop their sales professionals through sales training programmes and then expect them to simply demonstrate those behaviours back-on-the-job. Many barriers get in the way of behaviour change in the work environment:

  • Too many change goals competing with the ability to run the business and make the numbers
  • Conflicting expectations and direction on what is most important both organisationally and individually
  • Lack of visible change sponsorship by sales executives and sales leaders lack of a systematic approach to change at the organisational level (e.g., processes, metrics, systems, tools, and management)
  • Lack of accountability at all levels for the success of the change

Five Steps to Sustainment

Successful sustainment of new behaviours requires attention to five steps that all individuals pass through after training. These five steps build upon one another in a sequential manner. By focusing organisational attention, time, effort, and resources on each step, new behaviours become more embedded in your sales team’s daily operations. Additionally, this systematic and systemic approach to sustainment enables counter-productive practises and cultural elements to both surface and be addressed.

  • Set Expectations
  • Retain Knowledge
  • Apply Skills
  • Align Systems
  • Prevent Relapse
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strategies for sustaining the impact of sales training

White Paper: Sales Training Sustainment Framework


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