The goal of the trainer is to train the sales network to successfully meet the billing objectives. The purpose is that they become a high performance team. Where there are differences between trainers, it is in how each one proposes that such training take effect:

  • the vast majority focus on the quality of the training content and impart it to their commercial teams in traditional formats: face-to-face courses, online campuses (LMS), knowledge certification exams, …
  • those with the most innovative profile, beyond the content they teach, are also concerned with how they “dispense” their audience, so that they really are effective.


The formative revolution

Unlike the change that is already taking place in school education, in the training of active professionals, there has not been yet a formative revolution that pushes us to cross the abyss that separates innovators from the majority of the collective. The classic curve of adoption of new technologies (from the Innokabi blog), helps us to visual understanding of the preliminary moment in which we find ourselves: only 15% of corporate managers of Learning & Development will have initiated a change towards methodological effectiveness.

Some have taken this step more motivated by that of “surprising them with something different”, than by the true intention of recognizing the deficiencies of the traditional training model.

What can be improved with the available scientific knowledge and technologies to ensure that training becomes effective?


IThe trainers must know the contributions of the neurodidactic to the knowledge of the strategies so that the brain learns better. Be aware that a person can not be considered as formed, only by exposing them once only to a wide range of new concepts. Our brain does not work like that. If there are no new exposures to the same concept, in a few hours it will be erased from memory (“use it or lose it”).

Neuroscientific studies have shown that trainers are true reorganizers of the brain structure of their students. We know that forming a sales team translates into generating new connections between neurons in your memory and consolidating them. Thus, they are trained in knowing, remembering agilely and being able to communicate to their clients:

  • the characteristics and benefits of their products/services
  • its differentiating arguments regarding each strength or weakness of its potential competitors
  • sales techniques and communication skills that allow agreements to be closed with greater probability
  • optimal answers to frequently questions
  • the particularities of the market in which they operate and the needs of their customer segments
  • some control of sales support materials developed from marketing departments … etc.


Interconnection of neurons

Colloquially we say that we learn a new concept, when really what has happened is that 2 neurons have interconnected. When interconnected, a bridge is established between them to re-share neurotransmitters each time that concept is used. This post began with images of BRIDGES, which symbolize the degree of robustness that each trainer decides to give to learning. Do we want to build reliable bridges like the Golden Gate, or do we settle for a vulnerable rope gangway over time?

Science has identified 3 main ways that, after each formation, these new connections become robust. The objective is for the sales network to act with a single voice, aligned with the commercial strategy designed. The network must have the ability to respond quickly to each obstacle that customers in its area put before it:


Active learning

To retain long-term concepts, it is not enough to read or listen to what someone skilled in the subject has done. The trainer who pursues an effective learning, must get each delegate to actively process that concept that he wants them to master. This can be achieved through experiential training (face-to-face or on-line) that includes, for example:

  • answer questions or exercises to learn from mistakes and identify deficiencies
  • create a learning community where each person prepares something that adds value to the formation of their classmates
  • with multisensory stimuli such as visual messages (images) that accompany text or voice explanations



In face-to-face training, we usually try to take advantage of the fact that during the meeting with the trainers we review as many concepts as possible, without taking into account the limited capacity of long-term retention of new information by the physiology of the human brain.

Delivering fewer concepts in each session increases the likelihood that they will be memorized enduringly. Therefore, microlearning is becoming the preferred format for users, since in addition to its effectiveness, it adjusts better than long syllabus to the life rhythm of professionals, and does not require separating the seller from his work to attract customers. It also allows alternate concepts of different topics, so that the attention does not decline facing the monotony, and dominate each one of them without unnecessary detours.


Review what was learned

With each new review, distributed over a longer period of time, we will attenuate the slope of the forgetting curve. By attenuating it, we will progressively consolidate knowledge in the memory. This insistence does not have to be heavy, if it is framed in the context of a game with attractive and motivating dynamics (gamification). The active revisions, processing the information and not only reading it, get a neuronal training that thickens the circuits of the neuronal axon. Thus, the concepts are transmitted by them at a higher speed and with each professional challenge they are applied with great agility.

The formative process

The training of a commercial network in its products and sales techniques (Sandler, conceptual sale, SPIN, NEAT, SNAP, MEDDIC, …) should be understood as a formative process that is assimilated progressively, and a spectacular event or a succession of unrelated events are not enough. Not all techniques are appropriate for each vendor, especially if the technique clashes with their personal style, and each person should choose the one that best suits them until they feel comfortable with it, and only then start exploring the next technique.

All this process should be supported in the follow-up and coaching of zone managers, with a high dose of motivational injection. It should also be noted that commercial training does not fix an inefficient strategy, a bad objective, an organizational dysfunction, etc. A commercial will stop applying the advice received when it does not see enough strategic value, or it would not have given a sufficiently practical approach to be easily taken to day to day.


Until here, SILTOM does its bit to help raise awareness among trainers about the need to cross the abyss of innovation as soon as possible, so that their work dedicated to training their teams with ever better productivity results. We put our Trainapp neurodynamic videogame at the disposal of the training community, in whose dynamics we have integrated all the above-mentioned knowledge, and with which we have extensive experience in consolidating the formation of commercial networks with very good final evaluations on their part.


Know more about the neurodidactic video game Trainapp

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