Four sales training practices worth borrowing  

What comes to mind when you imagine a salesperson?  

Extroverted, charismatic, slick? Very Wolf of Wall Street, right? Maybe you think they’re just lucky, sales acumen is just something you’re born with, it’s a personality trait not something that can be taught.  

I’m leaning hard into the outdated stereotypes, but this folklore can still be counterproductive in many modern sales environments.  

The best salespeople today often embody a very different set of traits: curiosity, empathy, active listening and resiliency. But if sales is less about scripts, and more about strategy, what does that mean for sales training?  

Here are four practices that we’ve seen making a measurable difference and think are worth considering if you're building or refreshing your own approach to developing your sales teams.

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Onboarding that goes beyond a few recorded sessions  

Onboarding isn’t just a learning milestone for sales, it’s a business-critical one. The faster and more effectively reps ramp, the sooner they contribute to pipeline and performance.  

But the most effective programs treat onboarding as a continuous experience: structured, interactive, and accessible long after day one. That means building a curriculum reps can revisit when they need a refresher a few months in, not just when they’re new. Whether it’s a quick video before a demo or a checklist before a QBR, having just-in-time resources available makes a real difference.  

Programs that grow with the learner are proving to be the most impactful, from foundational knowledge to role-specific skills and performance validation.  

Real-time learning that actually sticks  

Live training sessions are still a great way to deliver learning, especially when they’re focused on current challenges like discounting trends or demo personalization. They help reps stay sharp and responsive, and they create a feedback loop that feeds into onboarding and refresher content.  

These sessions also give trainers the opportunity to read the room, adjust in real time, and get a sense of how the training is landing. Reps get a space to share, ask questions, and learn from each other. In high-pressure roles like sales, that sense of connection and shared experience can be critical. When learners feel seen and supported, they’re more likely to retain and apply what they’ve learned.  

Coaching culture that builds self-awareness  

Coaching isn’t a one-off event, it’s a rhythm. The most effective teams build coaching into their weekly routines, using role-play, call reviews, and structured feedback to help reps reflect and improve. Even something as simple as asking “What did you like?” and “Where would you like input?” can shift the tone of a feedback session and open the door to real growth.  

And yes, role play matters. Even for leaders who find it uncomfortable, practicing in a safe space starting with peers or a trusted colleague can make it easier to model the behavior you want to see. Thin-slicing scenarios and using improv-style prompts can help reps stay present and build confidence.  

It’s also worth noting that coaching is a two-way street. Measuring manager engagement, how they give feedback, how much time they invest, and how they support skill development can be just as telling as learner performance. Programs that track and support manager involvement tend to see stronger retention and more consistent results.  

Soft skills as strategic differentiators  

Curiosity, emotional intelligence, and the ability to read a room aren’t just nice-to-haves, they’re essential for consultative selling. Reps who ask better questions, challenge assumptions, manage their own emotions in the sales process and personalize their approach are the ones who build trust and close deals.  

Sales culture plays a big role here. It’s shaped by the behaviors that are reinforced explicitly and implicitly across the organization. Coaching, clarity, and consistency need to be prioritized so they become part of the culture. That’s why leaders need to go first, model the behavior, and reinforce it consistently.  

If the modern seller needs to be able to communicate, have emotional intelligence, be able to problem solve, and have process discipline, these are all skills that can be developed. And if your sales training reflects that, you’ll be able to drive performance, engagement and revenue.  

Start building stronger sales teams. See how.

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