Re-Defining the Conversation

Time and again, we see it happen: Departmental needs and short-term goals that dictate a “ready-fire-aim” approach to sales training. Too often, what ends up getting delivered at the national sales meeting is an array of “repurposed” workshops that address only a symptom of the bigger business issue.

This leads to training which, on the surface, looks relevant, but actually lacks impact. Training exercises provide participants with an entertaining, and perhaps even a memorable experience, but the learning doesn’t end up linking to a tangible benefit to the business.

Pharmaceutical and biotech companies are currently dealing with the results of this type of approach.

Beginning in the mid-to-late 1990s, the industry began setting sales metrics that should correlate to business growth, e.g., call frequency and message delivery, but they don’t end up linking directly to the one outcome they’re really interested in: more prescriptions.

At Critical Thinking Company, we view training and communications simply as tools to get to a desired result. Our starting point is to define the outcome you’re looking for, and then we develop a viable strategy/vision for getting to that result.