Theories are good…in theory. Hundreds of theories have been put forth on selling. I have read the books, attended the seminars, and used the techniques as a producer. Few delivered results, fewer still were effective in the complex process of an insurance sale. I have devoted 30 years to the insurance industry and over 20 to the process called selling. I have managed & coached many producers, and used every process I could find along the way to help my producers and myself. I concluded, based upon my results, that for most producers, traditional sales training does not produce significant, long- term results.

There are many reasons, too many to cover in this short forum, but almost all fall within 3 main categories, so I’ll summarize by addressing the 3 main factors.
1. Incumbency
Very few sales processes devote serious attention to the biggest obstacle facing your producers…the incumbent agent. In our business, the first sale is really an un-sell. Most Sales trainers do not understand we are not just asking prospects for their business, we are asking them to fire their agent.
2. Experience
How many authors and sales trainers can actually sell? I mean really sell. How many have grown and managed large books or dealt with the complexities of market changes? Most traditional sales training programs are not authored by successful producers, a fact not overlooked by experienced producers.
2 ½.  Fairy Tale Land. Traditional sales training models are typically rigid and scripted. They offer a one-dimensional approach to a 3 dimensional sale. They work well in the classroom, but not in the fluid and dynamic environment of a sales call. Human behavior is unpredictable. Few trainers have ever had to deal with a difficult prospect or someone that didn’t want to role-play off their script.
3. Coaching & Re-enforcement
Perhaps the most important factor is lack of support and reinforcement. Producers leave class anxious to use the new techniques they have learned. They go out on calls, tray the scripted approaches, get resistance, cannot deal with it, and fail. They become discouraged, put the book on the shelf, and quit.
Meanwhile, their trainer is out teaching another seminar. Lack of follow through and coaching on the part of the trainer is a huge failure factor. Just as critical is the lack of an internal support mechanism within the agency.
Traditional training addresses one piece of the equation but fails to assist the agency in adapting its sales and service culture to embrace and support the new sales process. If the If the team is not pulling together, they are pulling apart.
For any process to take hold there must be positive reinforcement from the coach, the trainer and the team, and practice, practice and more practice. This is coaching and teamwork 101. I wish sales trainers and sales managers would take some lessons from high school coaches…if they did, we would develop better talent and win more games.
My advice? Don’t spend significant money on sales training if the approach doesn’t spend significant time addressing the incumbent, if the trainer doesn’t have years of real world selling experience, and if significant coaching and re-enforcement is not provided.