How to increase the competence of your sales force?

Developing the skills of the sales force remains the top priority for any sales management team, regardless of the industry. What has changed is the context: longer buying cycles, expanded decision-making committees, B2B buyers who are better informed than ever, and artificial intelligence that is redefining how we train, coach, and measure performance. The quality of the sales force still makes all the difference. But the way it’s built today bears little resemblance to how it was done ten years ago.

Skill development: an ongoing effort

All too often, skill development is reduced to the onboarding of new hires. In reality, it is an ongoing process that occurs in at least three situations every sales organization faces: the arrival of new sales reps, which is inevitable given the average turnover rate of the sales force; organizational changes, such as the shift from a product-based approach to a vertical-based approach, which requires everyone to master offerings they did not previously sell; and the launch of new products or services, which puts everyone back at square one.

Reducing this ramp-up period is precisely one of the goals of sales enablement: aligning tools, content, and training so that sales reps can become operational faster—and stay that way. The good news is that most of the steps in this skill-building process can now be supported by tools and measured.

1. Ensuring Successful Onboarding and Adoption of Tools

The first step is integration. A structured onboarding process shortens the adjustment period and provides a sense of security during the first few months, which are often critical for talent retention. A clear path, specific milestones, and immediate access to the right content are better than an avalanche of information on the first day.

However, the tools provided to sales reps must actually be used. Commercial software only creates value if it is adopted. Carefully designed usability, immediate availability, and an intuitive learning curve: these qualities are not merely cosmetic; they determine the usage rate and, therefore, effectiveness in the field. A salesperson who wastes time searching for information will eventually stop using it, to the detriment of the quality of their appointments.

2. Provide ongoing training that is closely aligned with real-world situations

Initial training is never enough. Sales techniques (preparation, needs assessment, presentation, handling objections, closing) remain the foundation of the profession, but they are honed over time through repetition. That is the whole point of ongoing training, tailored to each individual’s level, from beginner to expert.

The format that works today is based on three principles: short sessions that can be accessed at any time (before a meeting, while commuting); training modules and quizzes that track who has completed training, on which topics, and to what level of mastery; and access both online and offline, on all devices. Gamification (challenges, leaderboards, badges) maintains engagement over the long term, whereas a single module is often forgotten within a few weeks.

The discovery phase deserves special attention, as this is often where the difference between a good salesperson and a great one becomes apparent. Qualification methods such as the BEBEDC method provide a reproducible framework for structuring the interview and avoiding blind spots.

3. Coach based on data rather than intuition

For a long time, assessing a sales rep’s performance was largely a matter of a manager’s gut feeling. That no longer has to be the case. Sales enablement and conversation analytics tools now capture objective performance metrics —such as the depth of the discovery process, responsiveness to leads, and the ability to handle multiple threads simultaneously on complex accounts—which managers can use to develop personalized coaching plans.

This is a major change. Coaching based on measurable metrics—rather than impressions—makes management fairer and therefore more credible. A salesperson who is appropriately praised or corrected becomes more committed; one who is judged based on a hunch loses motivation. This is also what distinguishes hands-on coaching from a simple review of results. The sports analogy holds up perfectly: the best performers improve because they’re made to work like elite athletes, focusing on precise, repeated movements.

4. Equip the Field: A Digital Sales Portfolio Connected to the CRM

Expertise is only valuable if it translates into clients. Once you’ve completed your training, you still need to present information in a professional and up-to-date manner. The digital sales portfolio has replaced static materials: automatically synchronized content, guaranteed up-to-date pricing, sales pitches and supporting evidence always at your fingertips, and electronic signatures during meetings. No more outdated PDFs that take ten minutes to find.

This system only reaches its full potential once it’s connected to the CRM. Visit reports, orders, and field updates are automatically fed into the database without the need for re-entry, as soon as a connection is available. A tagged photo indicating a competitor’s activity is sent in real time to the marketing team; an order is entered immediately upon signature. CRM connectors are now an expected foundation of any sales enablement platform, and they determine the quality of the data on which all management decisions are based.

5. Set SMART goals and evaluate them accurately

The fundamental principles of sales remain valid regardless of the tools used. The goals assigned to teams are best set within the SMART framework, which is all the more effective when management has a reliable track record of performance to use as a basis for setting them.

But simply setting a goal isn’t enough: it’s the quality of the evaluation that determines management’s credibility. Nothing demotivates a sales force more than a manager who is unable to truly measure performance—one who offers unwarranted praise or punishes poor performance for which the salesperson is not responsible. The more accurate the measurement, the more readily it is accepted. That is why choosing the right sales metrics is just as important as the targets themselves: this allows us to evaluate not only whether results were achieved, but also how they were achieved and whether the tools were used properly.

6. AI: A New Catalyst for Skill Development

This is the game-changer of recent years. Artificial intelligence does not replace salespeople or managers, but it greatly enhances their ability to grow. By automating low-value-added tasks (data entry, information searches, preparation), it frees up time for teams. By analyzing business activity, it turns every meeting into a learning opportunity.

AI agents prepare for meetings, suggest next steps, and provide managers with actionable insights without requiring salespeople to submit reports. When used effectively, AI even helps salespeople better prepare for and conduct meetings. Skill development is no longer an annual event—it has become a continuous stream of measurable, personalized micro-improvements.

Key takeaways

Frequently Asked Questions