To be able to do something, you must first know it. That is what training is for: providing you with the right tools and framework regarding, for example, what the ideal customer conversation looks like. Very important in this phase is that we focus on the ‘why’, to properly understand what we are doing and when.

During training, there is already a strong focus on the step from ‘knowing’ to ‘doing’—the skills. Our trainings are very interactive and, since we spend a lot of time building exercises tailored to your sector/product/challenges, you quickly master the skills of HOW you can apply the knowledge in practice.

You know the theory and you have already been able to practice, but to become or be a truly good salesperson, you still need to acquire the competence. This is where coaching comes in. There are various forms of coaching that will help support you in acquiring a competence (desk coaching, field coaching on the job, etc.). This can be done by the internal coach or manager, but can also be planned by an external coach from 4Result. Everything is tailored to your needs.

At 4Result, we have 25 years of experience in sales. We therefore use our own 4Result Selling model.

The most important thing is that, as the title suggests, we absolutely want to convey that you must stop selling and start helping your customer buy.

With this mindset, you get much more buy-in from your customer and you can truly help your customer further with a solution that really works for them. Translating product advantages into effective benefits for your customer is an important mental exercise here.

As a sales manager, it is therefore also very important to know how this process works, what you as a sales employee should pay attention to, and which tools you may or may not need to perform your sales function well.

As a sales manager, you are crucial in the learning process of the participants before, during, and after the training.

Before the training:

• formulating clear expectations

• framing the “why” of the training

• indicating which behavior or results are desired

During the training:

• receiving the same framework as the sales employees to speak the same sales language as the team from this point forward.

After the training:

The greatest impact occurs after the training.

Managers and sales managers make the difference here by:

• providing space to try out new behavior

• regularly engaging in conversation about practical application

• offering feedback and coaching on concrete behavior

• making successes visible and acknowledging them

Without this follow-up, teams often lapse into old patterns, regardless of how strong the training was.

That is why we consciously involve managers in our trajectories, for example through:

• extensive intake interviews to discover the real challenges

• we teach sales managers how to handle coaching of their sales employees via our leadership or sales training & coaching

• we provide them with practical tools to guide their team after the training