Clark Quinn

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From platitudes to pragmatics

Clark Quinn

” When we hear “our sales cycle takes too long” or “our closure rate isn’t good enough” if the topic is sale, there’re metrics there. E.g. “how will we know when we’ve succeeded?” We might not get metrics, so then we might have to infer them from the performance outcomes.

Metrics 203
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We play as we practice

Clark Quinn

It’s like building muscle, or training for a sport; occasional practice isn’t sufficient. For one, the ‘learning’ mechanism that strengthens our learning can only do so much before it needs sleep. If you want to truly develop a skill, sufficient practice, over time, is required.

Brain 213
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Skills, competencies, and moving forward

Clark Quinn

Now, the reason I joined with IBSTPI (the International Board for Standards in Training, Performance, and Instruction) was to learn more about competencies. So you may be able to address customer objections, but there’s more to closing a sale than that. They’re a richer picture, based upon performance. Should you care?

Skills 335
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Misaligned expectations

Clark Quinn

My take is that after 9/11, a lot of folks didn’t want to travel, so all training went online. Which meant that a lot of content-based training ended up being content-based elearning. Unfortunately (as with the lingering pandemic), there was little focus on rethinking , and instead a mad rush to get things online.

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A message to CxOs 2: about org learning myths

Clark Quinn

I was regaled with a tale about how sales folks and execs were insisting that customers wanted training. If it’s persistent skills, yes, training’s the answer. However, a client found that customers were much happier with how-to videos than training for most of the situations. Customers want training.

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Motivation & Gamification

Clark Quinn

First, you have to know that while I understand sales commissions and rewards, because they *work*, I don’t like them. I wondered if, as I cynically believed, this was largely for sales rewards instead of those other things. It seems to me to be rewarding a behavior of convincing people to buy things they might not otherwise do.

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Before the Course

Clark Quinn

Something’s not right: calls take too long, sales success rate is too low, there’re too many errors in manufacturing. So it must need training, right? But it’s not (at least initially) a training problem. And, of course, if you don’t have the right people, training still may not work.

Course 173