How to Get Real Results from Sales Training
I’ve seen it time and time again. Firms invest in sales training, expecting immediate transformation, only to be disappointed when the results don’t materialize. It’s not that the training itself was ineffective; it’s that leadership assumed simply hosting a training session meant they had done their part.
But sales training isn’t a one-time event — it’s a process that requires structure, follow-through and ongoing reinforcement.
I learned this lesson early in my career when training with the Gallup Organization. One key takeaway stuck with me: what gets measured, gets done. Without setting clear goals and tracking progress, even the best training fades into the background.
The Key to Making Sales Training Stick
Sales success starts with introspection, assessing where you are.
Before rolling out training at your law or accounting firm, ask:
What specific skills or outcomes are we looking to improve?
Are we aiming for more referrals?
More meaningful networking conversations?
A stronger pipeline?
Without clear objectives, it’s impossible to measure success.
After Training Comes KPIs
Once training takes place, the real work begins. I always advise firms to establish key performance indicators (KPIs) to track progress over time. (Read my The Whys of KPIs to go deeper on this topic.) For example, measuring the number of networking contacts made, discovery calls scheduled and proposals delivered provides tangible evidence of improvement. But here’s the catch — results aren’t always immediate. It can take months to see the full impact of training.
The most successful law firms and accounting practices stay on top of training outcomes. They treat it as a continuous process rather than a one-and-done event. Ongoing coaching and reinforcement are critical to sustaining progress. I’ve worked with firms that saw remarkable improvements simply because they made training part of their culture rather than a checkbox item.
Creating an Environment for Training Success
The most effective sales training programs don’t operate in isolation. Leadership must actively champion training as a critical business initiative. This means committing not just funds, but also time and attention to ensure training leads to real change. I’ve seen firms treat training like an afterthought: one session in 2025, then another in 2027. That approach doesn’t work. The marketplace is evolving too quickly. Ongoing learning is essential.
One powerful strategy is having your leaders participate in training alongside your business development teams. When professionals see leadership engaged, they recognize that training isn’t just a formality — it’s a priority. Successful firms also spotlight success stories, celebrating professionals who’ve used training to achieve real business results.
Another overlooked but powerful tactic is appointing a highly visible and well-respected leader to champion training initiatives. When your firm assigns ownership of training success to someone with influence, it signals to your entire organization that this isn’t optional — it’s essential. A strong training advocate ensures follow-through, keeps training top-of-mind and fosters accountability at all levels.
The Role of a Sales Coach in Driving Results
A strong sales coach is the bridge between training and real-world application. As a coach, mentor and trainer of people working in business development, I take an active role. I observe sales professionals in action — what they do well, where they struggle and how they prefer to learn. My coaching isn’t just about providing tips; it’s about asking the right questions.
For example, many professionals struggle with fear of rejection. As a coach, I help them recognize and address this, role-playing real-life scenarios to build confidence. After each coaching session, I have professionals document action steps they’ll work on before we meet again. This written accountability reinforces progress. Then, at the start of our next meeting, they review their action steps and reflect on what worked and what didn’t.
Sustainable improvement comes from this iterative process — not from one-time advice.
Beyond skill-building, my coaching is also designed to create a feedback loop that helps people identify their strengths. Too often, business development professionals focus only on what they need to improve, overlooking the sales strategies they already excel at. A great coach (and people say I know my stuff) not only helps someone fix weaknesses but also amplifies their strengths — making them more effective in the process.
If you want training to truly impact business development, it needs to be structured, measured and reinforced. That’s how you turn training into real results. And if you need a partner, a guide, a mentor, to get the best out of your business development efforts or the efforts of a team you manage, let’s talk.
