Common Knowledge ≠ Common Practice
Transcript of Common Knowledge ≠ Common Practice
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COMMON KNOWLEDGE ≠ COMMON PRACTICE
Rob JeppsenCEO, XVoyant
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100%
Immediate 20 min. 1 hr. 9 hrs.
ELAPSED TIME SINCE LEARNING
RET
ENT
ION
%
1 day 2 days 6 days 31 days
80%
60%
50%
40%
30%
20%
100%
36%33%
28%21%
60%
25%
44%
EBBINGHAUS | FORGETTING CURVE
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IMPACT OF THE FORGETTING CURVE
A Monumental Challenge
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3 LAWS TO CREATE “READINESS”
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1THE LAW OF MICROLEARNING
Choose ”Chunking” Over Comprehensiveness
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THE LAW OF MICROLEARNING
Learning in short, digestible, bite-sized units
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THE LAW OF MICROLEARNING
SPACED LEARNING EFFECT
Designing mLearning, Clark N. Quinn, 2011
Practice
Test
NormalLearningCurve
SpacedLearning
Curve
Spaced Forgetting Curve
NormalForgetting
Curve
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THE LAW OF MICROLEARNING
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Micro-Learning for Sales Rep Onboarding
Ramping new hiresin HALF the time
100% correlation between top 25% of
performers and Coach adopters
Success Story
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2THE LAW OF DELIBERATE PRACTICE
Choose Conditioning Over Completion
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THE LAW OF DELIBERATE PRACTICE
What is the #1 reason sales reps fail to hit quota?
Inability to articulate value in their sales conversations.
Pop Quiz…
THE Q U E S T I O N
89% of reps say pricing pressure has intensified in the last 3 years
68% say #1 reason for this is they can’t articulate a differentiated solution to their customers around their products or their messaging.
Less than 1/3 of sales organizations provide a way to practice customer conversations.
THE A N S W E R THE R E A S O N THE S U R P R I S E
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WITHOUT REINFORCEMENT, EACH HOUR OF TRAINING MATERIAL REQUIRES 40-50 MINUTESOF RELEARNING.ALLEN COMMUNICATIONS, FEBRUARY 2016
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THE LAW OF DELIBERATE PRACTICE
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Performance Gains through Dialogue Practice
Digital coaching / feedback from leaders
in 5 days
Decreased time to customer readiness
Success Story
17,200 digital practice sessions completed
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3THE LAW OF PREDICTABLE IMPROVEMENT
Choose Coaching Over Check-ins
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THE LAW OF PREDICTABLE IMPROVEMENT
What moves the needle on performance the fastest?
APTITUDE
MOTIVATION
SKILL LEVEL
ROLE PERCEPTION
SALESPERFORMANCE
REWARDS ENGAGEMENT
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THE LAW OF PREDICTABLE IMPROVEMENT
Coaching Drives Performance
Training Alone
Training and Coaching
4x22%
88%
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THE LAW OF PREDICTABLE IMPROVEMENT
A Manager’s Greatest Weakness
0.090.06 0.05
0.02 0.02
(0.01) (0.02) (0.03)
(0.08) (0.09)
0.10
0.00
(0.10)
Custo
mer
and
Mar
ket K
nowledge
Rewar
ding I
ndividu
al
Sales
Per
form
ance
Produ
ct an
d Se
rvice
Knowledge
Ability
to G
ather
Sales
Res
ource
s
Sales
Expe
rience
Ability t
o Pro
vide
Direct
ion
Fair a
lloca
tion o
f
Opportu
nities
Effec
tive D
ecisi
on
Mak
ing
Coaching
Creati
vity /
Innova
tion
in Impr
oving P
erfo
rman
ce
PointsAllocated
Sales managers repeatedly underperform inthe criticl skill area of coaching their reps.
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THE LAW OF PREDICTABLE IMPROVEMENT
0.70
0.490.58 0.57
0.26
0.63 0.600.60
0.27
0.07
0.80
Diff
eren
ce in
“In
ten
tion
to
Sta
y at
Co
mp
any”
fro
m t
he
Mea
n
0.00
0.80
LowPerformers
Scored Coaching Effectiveness in the Bottom Third
Low to AveragePerformers
AveragePerformers
Average to StarPerformers
StarPerformers
Scored Coaching Effectiveness in the Top Third
“Intention to Stay at Company” by Sales Performance and Coaching Effectiveness
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THE LAW OF PREDICTABLE IMPROVEMENT
Direct Manager Needs to Coach
40.0
20.0
0.0
Your
Dire
ct M
anag
er
A High
-Per
form
ing Pee
r
An Inte
rnal
Sales
Spec
ialist
/
Tech
nical E
xper
t
A Man
ager
Oth
er T
han
Your
Dire
ct M
anag
er
A Men
tor
A Ded
icate
d Sa
les C
oach fr
om
With
in the C
ompa
ny
A Ded
icate
d Sa
les C
oach So
urce
d
from
Out
side t
he Com
pany
An Exte
rnal
Sales
Spec
ialist
/
Exte
rnal
Expe
rt
PointsAllocated
9.114.9
38
15.1
8.5 7.93.7 2.8
The notion of professional coaching (especially from outside the company) is poorly received.
While the manager is clearly identified as the appropriateprimary coach, reps recognize value of others.
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THE LAW OF PREDICTABLE IMPROVEMENT
Learning Outcomes – Full Range of Possibilities
100
During Training After Training
80
60
40
0
20
LearningCurve
On the JobLearning Curves
On the JobForgetting
Curves
Learner
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THE LAW OF PREDICTABLE IMPROVEMENT
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Coaching to Create New Learning Curves
HireVue Coach has been far more e�ective than what we’ve seen
from traditional training programs
“We knew you were serious about coaching because you have the tools to enable it.” –
New Hires
Success Story
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A “JUST IN TIME” MODEL FOR BEATING THE FORGETTING CURVE
THE LAW OF MICROLEARNING
Chunking vs. Comprehensiveness
DELIBERATEPRACTICEConditioning vs. Completion
ACTIONABLECOACHING
Coaching vs. Check-ins
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Rob JeppsenCEO, XVoyant