Too many companies waste too much of their training budgets. In this article Tony looks at why he thinks this is and how organisations can solve the problem in order to get the most out of their training budgets.
In the article, David covers some of the key factors and questions for us to think about.
For those charged with implementing change it can seem easy to say 'we need better training' as though a magic marker can be wielded like a magic wand and all will be well again. But is more training what we really need?
The approaches which have genuine merit tend to a certain rootedness. We may seem more sophisticated but certain truths hold good:
Most people operating in the commercial arena have had good, bad and indifferent experiences of company sales training and it can go wrong for a number of reasons.
Particularly in the sales business, an improvement in the observable skill with which a thing is done will have an equally observable impact on the personal and corporate outcome. Huthwaite's Director of Sales David Freedman explains.
Scientists, engineers, medics, lawyers, doctors, accountants and their professional brethren have spent many years training to become experts in their field. but do they understand their own role in creating customer value?
What makes the simple day-to-day task of dealing with other people so full of traps and obstacles that turn a straightforward conversation into a tedious, confused or downright argumentative one?
One of the more surprising findings from Huthwaite’s original observational research was the fact that skilled negotiators expressed their feelings more than the average negotiators. Dr Janet Curran tells us more.
Dr Janet Curran introduces us to one of the most interesting behaviours that was identified during the original observational research. In Huthwaite we call this behaviour an “Irritator”.