An ISP Sales Leader Network event
Overview:
During ISP’s recent network event, several sales leaders gathered to discuss one of the most pressing challenges in sales today: attracting and the effective management of sales talent.
With discussions centred on defining, attracting, developing and retaining the right people, the session explored how evolving expectations of modern sales professionals are reshaping traditional approaches. By examining key barriers, sharing insights and proposing actionable solutions, the sales leaders worked towards reimagining the future of sales talent management in a competitive and dynamic market.
Key Questions Explored
- How do we define the competencies, behaviours and mindsets that constitute “talent” in sales?
- What steps are needed to make sales an attractive career option for emerging professionals?
- How can organisations ensure training and onboarding programmes are both effective and engaging?
- What cultural and structural changes are necessary to retain top-performing salespeople and reduce churn?
- How do we measure the financial and operational benefits of investing in talent development and retention strategies?
Key Observations
- Talent Definition and Challenges
- The term “talent” remains difficult to define across organisations. Leaders struggle to pinpoint the competencies, behaviours and mindsets crucial for success in modern sales roles.
- The distinction between hiring based on potential versus experience complicates decision-making.
- Changing Expectations of Sales Careers
- Modern sellers prioritise purpose, cultural alignment and opportunities for professional growth over traditional incentives like pay.
- High turnover (up to 50% annually in some cases) stems from dissatisfaction with roles, employers, or the industry itself.
- Ineffective Training and Onboarding
- Current training models are often misaligned with adult learning preferences, leading to skill fade and low retention.
- Onboarding varies between reactive processes (addressing immediate needs) and structured approaches aimed at long-term development.
- Barriers to Sales as a Career
- Sales lacks an appealing image as a career path, with few industry-wide efforts to promote its value to new graduates and job seekers.
- Internal challenges, such as lack of managerial coaching skills and inconsistent organisational support, hinder progress.
- The Financial Impact of Turnover
- High churn rates increase costs, including customer acquisition costs, and lead to productivity losses.
- Organisations often undervalue investment in talent development, perceiving it as a cost rather than a strategic priority.
Conclusion
The discussion illuminated the pressing challenges and opportunities in redefining talent management within the sales industry.
“Are current sales talent acquisition, development and retention practices limiting our business success?”
Participants emphasised the complexity of identifying the right talent, which extends beyond skills and experience to include behavioural attributes and mindsets that align with modern selling environments. This redefinition of talent is critical to addressing high turnover rates, which are exacerbated by dissatisfaction with roles, employers and the industry’s image as a viable career path.
A recurring theme was the need for a paradigm shift in how organisations attract, train, and retain sales talent. Traditional approaches to training, often misaligned with adult learning preferences, have led to limited impact and skill fade. Similarly, onboarding practices must evolve from reactive stop-gaps to proactive, structured frameworks that support long-term success. Attendees underscored the importance of fostering a sense of purpose and cultural fit, as modern sales professionals increasingly seek alignment with organisational values and leadership vision.
“People join a brand but leave a manager.”
The session highlighted a significant gap in the sales industry’s collective effort to promote itself as a destination career. Unlike other professions, sales has historically lacked dedicated qualifications and education and as a result, there has been no barrier to entry. Some may argue this has led to malpractice and increased the negative perception of sales as a career. Organisations must collaborate to elevate the perception of sales as a rewarding and impactful career, with initiatives targeting early education and professional development.
Will improving sales talent acquisition, development and retention increase business performance?
Ultimately, leaders emphasised that investing in talent is not a cost but a strategic priority. Retaining salespeople longer and developing their skills meaningfully can reduce turnover, improve productivity and enhance customer acquisition efforts. However, this requires organisations to address cultural barriers, reimagine training approaches and ensure leadership is equipped to support and coach effectively. With concerted efforts, the sales profession can position itself to thrive in an increasingly dynamic business landscape.
Recommended reading:
The Jolt Effect by Matt Dixon and Ted McKenn
https://www.jolteffect.com/
4 Learning Types: Andrew B. Artis & Eric G. Harris (2007) Self-Directed Learning and Sales Force Performance: An Integrated Framework, Journal of Personal Selling & Sales Management, 27:1, 9-24, DOI: 10.2753/PSS0885-3134270101
https://doi.org/10.2753/PSS0885
Pacer Model: https://youtu.be/ox_wFfimlzA
Journeyman Learning Journey Diagram: Eulho Jung, Minkyoung Kim and Charles M. Reigeluth. Learning in Action: How Competent Professionals Learn, Performance Improvement quarterly, 28(4) PP.55-69
Simon Sinek’s Sales is Just Like Dating video
https://www.youtube.com/watch?v=ywwg-H1otaY&ab_channel=SimonSinek