Sales Performance Training
Case Study
When the New Consultant Training Program from Mary Kay Corporate failed to improve my team's sales and customer service skills, I turned my self-developed resources and systems into a training program for Consultants and later a Train-the-Trainer Program for Sales Directors.
Created for Victory National Director Sales Area
2005
The Problem
In my first two years as a Mary Kay Consultant, I built a customer base of over 500. I earned national recognition for my sales volume and became known in my local area as a “product knowledge guru.” I recruited a team of over 30 other Consultants, yet their sales performance trailed far behind mine. When a team member asked me to teach her my “secret,” I turned my self-developed systems and processes into a series of training workshops I could scale as my team grew.
Highlights of My Process
Needs Analysis
To better understand why my team members were not performing, I facilitated a series of small-group meetings with my team. Creating a safe space for them to share their experiences as new Consultants and offer “criticism” of the Corporate training materials was key. As a result, I identified four interdependent root causes and determined that a combination of training and performance support was the solution.
Rapid Development Cycles
The…
The Solution
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Results
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