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The Biggest Missing Piece in B2B Sales Training
Beth PopNikolov
CEO, Venveo
Most sales organizations in the building materials industry are failing to equip their teams with the right skills, leading to high turnover and missed opportunities. Learn how a shift from product training to sales story training can transform your team's success and drive your business forward.
episode 251
The Biggest Missing Piece in B2B Sales Training
03:23 - How salespeople are shifting from reactive order takers to proactive prospectors
04:41 - The generational challenges in sales and their impact on training tactics
09:35 - Why empathy and listening should be top priorities in sales
12:01 - Tips for shortening the ramp-up time for new sales reps to become productive
15:10 - Why customer service should not be a differentiating feature for companies
Tim Rethlake is a seasoned sales professional with 45 years of experience in the building products industry. Throughout his extensive career, Tim has excelled in sales and marketing roles, frontline producer positions and leadership roles for a hearth systems manufacturer.
After retiring in March 2023, he founded his own consulting and coaching practice — TRaction Coaching. Tim now leverages his vast experience to coach both companies and individuals, focusing on sales performance, sales process, sales leadership and general leadership for individual clients.
Tim highlighted a significant gap in sales training specific to the building materials industry. While product training is abundant, sales training often falls short. According to Tim, salespeople became reactive order takers during the COVID-19 pandemic — today, they need to be proactive prospectors. This revelation underscores the need for a comprehensive approach to sales training that focuses on building relationships and understanding client needs rather than just pushing products.
Tim elaborates on the fear of looking dumb (FOLD) that paralyzes many salespeople, particularly those new to the industry. Without adequate sales training, new salespeople can feel overwhelmed and inadequate, leading to high turnover rates.
Tim emphasizes the power of storytelling — both getting stories from customers and being able to tell a compelling sales story oneself. According to Tim, the onboarding process often focuses too heavily on product knowledge at the expense of training new hires to be effective communicators.
He asserts that understanding and conveying the right story can make or break a sales pitch, and new hires should focus on receiving information from clients rather than just giving it.
Further complicating the situation are the generational changes within the industry. Tim notes a shift from Baby Boomers, many of whom have chosen retirement after lucrative careers during the COVID boom, to Gen Xers and Millennials taking up leadership roles. Gen Z, also entering the workforce, presents new challenges.
Raised in a digital age dominated by social media, younger sales reps often lack the interpersonal skills critical for effective sales interactions. This generational gap intensifies the need for tailored sales training that includes comprehensive, story-based training rather than just product information.
Accountability emerges as another significant discussion point. Tim clarifies that accountability, often perceived negatively, is actually about being dependable.
He also critiques the current state of sales leadership, highlighting that COVID-era habits have weakened accountability structures and that many team meetings have become ineffective.
Good sales leadership, he argues, includes regularly checking in with each sales rep and ensuring they're equipped with both product knowledge and the soft skills necessary for success.
So, what’s the solution? Tim advises a shift in focus back to the fundamentals of person-to-person (P2P) interaction. He underscores the necessity of empathy, understanding the day-to-day realities of customers and using that insight to tell a story that resonates with them.
Citing the critical role of being a “meaning maker,” Tim explains that sales reps need to help customers make sense of the myriad of options available to them. In doing so, they build trust and demonstrate a genuine understanding of the customer’s needs.
Beth brings up a common complaint among manufacturers: it typically takes three years for a new sales rep to become net positive. Tim disagrees with this lengthy timeframe, suggesting that with the correct training, recruits can become assets within a year.
He breaks down the importance of training reps in both booming and downturn markets, ensuring they can adapt and thrive in various economic conditions. He also reemphasized the importance of teaching new hires how to listen to customers and how to hold long conversations.
In discussing what makes one salesperson stand out over others, Tim dismisses customer service as an adequate differentiator. He stresses that the real selling points should be the relationship customers have with their sales reps and the assurance that both the sales rep and their company will support them reliably.
The longevity and adaptability of their business should also be part of the narrative, providing a sense of security to potential clients.
Have more questions for Tim about overcoming sales pitfalls and improving your sales training? You can contact him on LinkedIn or through the TRaction Coaching site.
