Tag: Australian Sales Training

Identify gaps

How to Identify the Difference between Knowledge Gaps, Performance Gaps and Skills Gaps

Posted on | by Sienna Anderson

The Sales Team had a Training Problem but it Wasn’t What They Thought

The sales team was struggling. Targets were being missed. Follow-up was inconsistent. Some salespeople were discounting too quickly, while others were avoiding difficult conversations with prospects. Managers were spending more time chasing activity than coaching performance.

The obvious solution seemed simple: more sales training.

So the business booked a training program. The team attended. Everyone was engaged. There were great conversations, plenty of ideas and lots of agreement around what needed to change.

A few weeks later, however, things looked much the same. Sound familiar?

The problem may not have been the quality of the training. The problem may have been that the business had identified the wrong type of gap. Before investing in another training program, it is worth asking a more important question:

What is actually stopping your sales team from performing?

There are three common possibilities: a knowledge gap, a skills gap or a performance gap. While they can look very similar from the outside, they require very different solutions.

Identify gaps

1. The Knowledge Gap: “They Don’t Know What to Do”

A knowledge gap exists when someone simply doesn’t have the information they need to perform effectively. Perhaps a salesperson doesn’t understand the company’s sales process. Maybe they don’t know how to use the CRM properly, aren’t familiar with a new product or don’t understand the difference between features, benefits and customer value. They may genuinely want to do the right thing, but they don’t know what “right” looks like.

For example, a salesperson might be asking:
• What questions should I ask during a discovery meeting?
• How do I structure a sales call?
• What information should I record in the CRM?
• How does our new product solve the customer’s problem?
• What is our process for qualifying opportunities?

In this situation, training can absolutely help. The solution is to provide the knowledge, information, frameworks and processes the salesperson needs. But knowing something and doing something are two very different things. And this is where many sales training programs stop too early.

2. The Skills Gap: “They Know What to Do, But Can’t Do It Well”

Imagine your salesperson understands that they need to ask quality questions. They know that asking, “What are your biggest challenges?” is more useful than immediately launching into a product presentation. They understand the theory. But when they are sitting across from a prospect, they still dominate the conversation. That’s a skills gap.

A skills gap occurs when someone has the knowledge but hasn’t developed the ability to consistently apply it in real situations.

Sales skills include things such as:
• Quality questioning
• Active listening
• Building rapport
• Presenting value
• Handling objections
• Negotiating
• Managing difficult conversations
• Prospecting
• Closing
• Following up effectively
• Communicating with different customer personalities

These skills aren’t developed simply by talking about them. They require practice, feedback and repetition.
This is why effective sales training should be practical and interactive. Salespeople need opportunities to test new approaches, work through realistic scenarios and receive constructive feedback. A salesperson doesn’t become better at handling objections because they understand the definition of an objection. They become better because they’ve practised handling them.

Performance gap

3. The Performance Gap: “They Know It and Can Do It, But Aren’t Doing It”

This is often the most frustrating problem for sales managers. The salesperson has attended the training. They know the process, they have demonstrated the skills, they can handle a role play brilliantly. And yet, when they return to their territory, the behaviour disappears.

This may be a performance gap. A performance gap exists when someone has the knowledge and capability to perform, but their behaviour or results aren’t matching expectations. The reasons can be very different.

Perhaps the salesperson:
• Isn’t consistently following the sales process
• Doesn’t prioritise prospecting
• Avoids uncomfortable conversations
• Has poor time management
• Isn’t being held accountable
• Lacks confidence
• Has developed unhelpful habits
• Is unclear about expectations
• Isn’t receiving enough coaching
• Is motivated by different priorities
• Is struggling with workload or competing demands

In this situation, sending the salesperson to another training course may not solve the problem. They may not need more knowledge. They may need coaching, accountability, clearer expectations or a change in behaviour.

    The Same Problem Can Have Three Different Causes

    Consider this common example:
    “Our salespeople aren’t asking enough questions.”

    That sounds like a training issue. But let’s look closer.

    Knowledge gap
    They don’t understand what quality questioning looks like or why it matters.

    Solution: Education and sales training.

    Skills gap
    They understand quality questioning but struggle to formulate and ask effective questions in a real conversation.

    Solution: Practice, role plays, coaching and feedback.

    Performance gap
    They know how to ask quality questions and have demonstrated that they can do it, but they don’t consistently do it with customers.

    Solution: Coaching, accountability, observation and behavioural reinforcement.

    Same symptom, three very different solutions.

    Does your team need training?

    So, Does Your Sales Team Actually Need More Training?

    Before booking another training day, sales leaders should take a step back.

    Ask: What are we actually seeing?

    Look at the behaviours behind the results.
    • Are salespeople struggling because they don’t know what to do?
    • Are they trying but lacking the skills to do it effectively?

    Or do they know exactly what to do, have demonstrated they can do it, but aren’t consistently putting it into practice? This distinction matters. Because throwing training at every sales problem can become expensive without necessarily changing performance.

    The best sales training starts with diagnosis. It looks at what the sales team is doing today, where the gaps are and what needs to change. Then the training, coaching and reinforcement can be designed around those specific needs.

    Training Should Change What Happens After the Training

    A successful sales training program shouldn’t simply result in a room full of people who enjoyed the day. It should result in salespeople doing something differently when they get back to work.

    • Maybe they’re asking better questions.
    • Maybe they’re uncovering customer needs rather than jumping straight to solutions.
    • Maybe they’re more confident handling objections.
    • Maybe they’re having better value conversations instead of immediately discussing price.
    • Maybe they’re following up more consistently.

    Or perhaps sales managers are becoming better sales coaches and helping those behaviours stick. That’s where the real value of sales training lies. Not in what the team knows at the end of the day, but in what they consistently do differently afterwards.

    The Right Sales Training Starts With the Right Problem

    Every sales team is different. Some need new knowledge. Others need to build specific sales skills. Some don’t need more training at all and instead need coaching, accountability and support to turn existing capability into consistent performance. Understanding the difference can make your investment in sales development far more effective. Click here to read more about the benefits the right Sales Training Program can bring to your Sales Team.

    At KONA Training, we believe sales training should be tailored to the people, challenges and commercial goals of your business. Our Sales Training & Coaching programs are designed to identify the real gaps, build practical capability and help sales teams turn learning into measurable changes in behaviour and performance.

    If your sales team has a training problem, but you’re not sure what the real problem is, contact KONA Training to discuss tailored Sales Training & Coaching for your sales team.

    Call 1300 611 288 or Email info@kona.com.au

    Contact Us

    Author – Garret Norris – https://www.linkedin.com/in/garretnorris/

    Garret Norris -KONA Training

    No risk

    Those Who Know Me Know There Is No Risk, They’ve Experienced the Upside

    Posted on | by Sienna Anderson

    One of the most interesting things about sales training is that the people who know me and have worked with KONA rarely ask, “What if it doesn’t work?”

    Why?

    Because they’ve already experienced the upside. They’ve seen what happens when salespeople stop simply selling products and services and start creating genuine commercial value for their customers.

    They’ve watched conversations change, they’ve seen salespeople ask better questions, challenge customers’ thinking, uncover opportunities that were previously invisible and become more confident in asking for the business. And importantly, they’ve seen the impact on the numbers.

    No risk

    The biggest risk isn’t investing in sales training

    For many organisations, the hesitation around sales training is understandable.


    • There is a cost.
    • There is time away from the field.
    • There is the question of whether the training will actually change behaviour once everyone gets back to their desks.

    But I would argue that the bigger risk is doing nothing. If your sales team is having the same conversations, asking the same questions, responding to objections in the same way and competing on the same basis as they did 12 months ago, why would you expect different results?


    • The market has changed.
    • Customers have changed.
    • Competitors have changed.

    And now AI is changing the way customers research, compare and make decisions. Standing still is no longer the safe option.

    Training shouldn’t feel like training

    At KONA, we don’t believe sales training should be about sitting in a room, listening to someone talk about selling and then hoping people remember it on Monday. Sales capability needs to be practical, commercial and embedded. We work with sales teams to change the way they think and behave in real customer conversations.

    That means:
    • Asking questions that uncover what really matters to the customer
    • Moving beyond features and benefits to demonstrate genuine VALUE
    • Creating compelling reasons for customers to change
    • Challenging customers respectfully rather than simply agreeing with them
    • Handling objections without immediately discounting or defending
    • Building stronger commercial relationships
    • Improving confidence, consistency and accountability
    • Turning sales activity into measurable sales growth

    The objective isn’t to make salespeople better at presenting. It’s to make them better at creating value and winning business.

    Pros

    I’ve seen the upside

    Over the years, I’ve had the privilege of working with sales teams across a wide range of industries and organisations. The common thread isn’t the product they sell.

    It’s the willingness of leaders and salespeople to say:
    “We can do better.”
    When that mindset exists, the results can be significant.


    • Salespeople become more deliberate.
    • Managers have better coaching conversations.
    • Customer meetings become more purposeful.
    • Opportunities become better qualified.
    • Teams become more commercially confident.

    And ultimately, businesses create more revenue from the opportunities already in front of them. That’s the upside.

    Is there a risk?

    So, is there a risk?

    Of course there is. There is always a risk when you invest in anything designed to improve performance.

    But I would suggest asking a different question:

    “What is the cost of not changing?”
    “What are those missed opportunities worth?”
    “What does another year of inconsistent prospecting cost?”
    “What does discounting because a salesperson hasn’t established value cost?”
    “What does losing customers to a competitor who is better at selling value cost?”

    And what does it cost when your best salespeople are relying on experience and instinct rather than a consistent, repeatable sales process?

    Those costs rarely appear on a training budget. But they’re very real.

    Those who know me already know

    The clients who know me know how I work. They know I’m not interested in delivering another motivational sales day that everyone enjoys and nobody remembers. They know I challenge people.

    I challenge salespeople to think differently. I challenge managers to coach differently. And I challenge businesses to stop accepting sales behaviours simply because “that’s the way we’ve always done it.”

    Most importantly, they know that the goal is not training. The goal is performance. Because those clients have experienced the upside. And once you’ve experienced what a capable, confident and commercially focused sales team can achieve, the question isn’t:
    “Is there a risk in investing in sales capability?”

    The question becomes:
    “Why wouldn’t we?”

    KONA Sales Training

    To read more about KONA’s Sales Training Programs and the benefits they can provide to Sales Teams, click here.

    Ready to turn sales capability into commercial performance? If your sales team has the potential to perform at a higher level, let’s have the conversation.

    Call 1300 611 288 or Email info@kona.com.au

    Contact Us

    Author – Garret Norris – https://www.linkedin.com/in/garretnorris/

    Garret Norris -KONA Training

    No alignment

    The Sales Team That Had Everything, Except Alignment

    Posted on | by Sienna Anderson

    How sales training can align large teams around a consistent sales process, customer experience and commercial strategy

    The sales team looked impressive on paper. There were experienced salespeople, talented account managers, capable sales leaders and a strong product portfolio. The business had invested in CRM technology, marketing campaigns and sales tools. There was no shortage of activity.

    Yet something was missing.

    Sales results varied dramatically between regions and individuals. Some salespeople followed the company’s preferred sales process, while others had developed their own way of working. Customers could receive completely different experiences depending on who they spoke to. Managers were coaching their teams differently, and sales forecasts were becoming increasingly difficult to rely on.


    The problem wasn’t capability, the problem was alignment.

    When everyone sells differently

    As sales teams grow, inconsistency can creep in almost unnoticed. One salesperson may be excellent at asking questions and uncovering customer needs. Another may move quickly into presenting products and solutions. Someone else might rely heavily on relationships, while another salesperson competes primarily on price.

    Individually, these approaches might produce results. Collectively, they can create a problem. A large sales team needs more than talented individuals. It needs a common understanding of what good selling looks like.

    This means agreeing on the fundamentals:
    • How opportunities are qualified
    • How customer needs are uncovered
    • Which questions should be asked
    • How value is communicated
    • How objections are handled
    • How opportunities progress through the sales process
    • How salespeople manage their pipelines
    • How customer relationships are developed
    • How sales activity connects to commercial objectives

    Sales training can provide the framework for bringing these elements together.

    A consistent sales process creates consistency in performance

    A sales process should not be about forcing every salesperson to sound exactly the same. Instead, it gives the team a shared framework.

    Salespeople can still bring their own personality, experience and communication style to customer conversations. What changes is the underlying approach. Everyone understands the stages of the sales journey and what needs to happen at each stage.

    This is particularly important for larger sales teams where different regions, business units or managers may otherwise develop their own versions of the process. Effective sales training can turn the sales process from a document sitting in a CRM into something people actually understand and use.

    KONA’s approach to sales training focuses on practical, real-world techniques that can be customised around an organisation’s industry, customers and commercial objectives. Alignment isn’t just about sales, it’s about the customer experience.

    Imagine being a customer of a large organisation. You speak to one salesperson who takes the time to understand your business, asks thoughtful questions and focuses on outcomes. A few weeks later, you speak to another salesperson who immediately starts talking about products, pricing and features. Both work for the same company, which experience represents the brand?

    This is where sales process and customer experience become closely connected. When sales teams are aligned around a customer-focused methodology, customers are more likely to experience consistency regardless of which salesperson they deal with.

    The goal isn’t to create robotic conversations. It’s to create a consistent standard for how customers are understood, supported and progressed through the buying journey.

    KONA’s Hearts and Minds™ methodology, for example, focuses on helping customers rather than coercing them into buying, with an emphasis on understanding customer ambitions and pain points.

    Connect strategy to behaviour

    Sales training can connect strategy to everyday behaviour

    One of the biggest challenges for large sales teams is translating commercial strategy into everyday sales activity. Leadership might have a clear strategy for growing key accounts, increasing margins, entering new markets or improving customer retention. But does the sales team know what that means when they are sitting across the table from a customer? Sales training can help bridge that gap.

    Instead of simply telling salespeople what the strategy is, training can demonstrate how to apply it. For example, if the organisation wants to move away from price-based selling, salespeople need the skills to uncover value, quantify customer problems and have commercial conversations.

    If the strategy is focused on growing existing accounts, the team needs to know how to identify opportunities, map stakeholders and uncover broader customer needs. If the business is pursuing larger and more complex opportunities, salespeople may need stronger qualification, questioning, negotiation and stakeholder-management skills. Strategy becomes much more powerful when people know exactly how to execute it.

    Managers need to reinforce the same message


    Alignment doesn’t end when the training workshop finishes. For a large sales team, sales managers play a critical role in keeping the team aligned.

    If managers coach different behaviours, use different terminology or measure success differently, the organisation can quickly return to inconsistency. This is why sales training should ideally be supported by ongoing coaching and reinforcement. At KONA Training, we view follow-up coaching as an important part of our approach because it helps salespeople apply new skills in the real world and prevents them from simply returning to familiar habits after training.

    Managers can reinforce alignment by regularly asking questions such as:
    • Are we following the agreed sales process?
    • Are we uncovering the customer’s real needs?
    • Are we selling value rather than simply discussing price?
    • Are we using the same qualification standards?
    • Are we progressing opportunities for the right reasons?
    • Are we creating the customer experience the organisation wants to be known for?

    When everyone is coaching toward the same standards, consistency becomes much easier to maintain.

    Alignment

    Alignment creates leverage from your best people

    There is another benefit to aligning a large sales team. It stops the organisation from relying too heavily on individual performers. Every sales team has people who seem to have figured it out. They know what to say, when to say it and how to navigate difficult customer conversations.

    The challenge is that their knowledge can remain in their heads. Structured sales training helps turn individual knowledge into shared capability. The objective is not to make everyone sell like the top performer. It is to identify the behaviours, skills and processes that produce strong outcomes and make them accessible across the wider team.

    That creates something far more scalable than individual talent. It creates organisational capability.
    The best sales teams aren’t just talented. They’re aligned. A large sales team doesn’t necessarily need more activity. It may need more consistency. When salespeople understand the same process, use a shared language, understand the customer experience expected of them and connect their daily activity to the organisation’s commercial strategy, the entire team can move in the same direction.


    And that is where sales training becomes more than a skills workshop. It becomes a way of aligning people around how you sell, how you serve customers and how you grow the business.


    If you’re interested in how effective sales training can build capability and consistency across your team, read KONA’s The Ultimate Guide to Sales Training for a broader look at the role of ongoing sales development.

    Ready to Align Your Sales Team?

    If your sales team is growing but your sales approach isn’t consistent, it may be time to look beyond individual performance and focus on alignment.

    KONA Training can work with your business to develop practical, customised sales training that aligns your people around a consistent sales process, stronger customer conversations and your broader commercial strategy.

    Contact KONA Training today and start building a sales team that isn’t just talented, but truly aligned.
    Call 1300 611 288 or Email info@kona.com.au

    Contact Us

    Author – Garret Norris – https://www.linkedin.com/in/garretnorris/

    Garret Norris -KONA Training

    Bigger questions

    Winning More Business Started With Better Questions

    Posted on | by Sienna Anderson

    How curiosity helps salespeople uncover needs, build trust, and increase conversions

    Many salespeople believe that success comes from having the perfect pitch. They spend hours refining presentations, memorising product features, and preparing answers to every possible objection. While preparation is important, the highest performing sales professionals know that winning more business rarely starts with what you say. It starts with the questions you ask.


    Customers today have access to more information than ever before. Before they even speak to a salesperson, they have often researched products, compared competitors, and read reviews. By the time you meet them, they are not looking for someone to simply repeat information they can find online. They are looking for someone who understands their business, listens to their challenges, and helps them make the best decision. This is where curiosity becomes one of the most valuable sales skills you can develop.

    Bigger questions

    Curiosity Builds Trust

    Trust is not created by talking about how great your product or service is. It is built when customers feel heard and understood.


    When a salesperson approaches a conversation with genuine curiosity, the focus shifts from selling to understanding. Instead of trying to convince the customer, they become interested in learning about the customer’s goals, frustrations, priorities, and desired outcomes.

    Questions such as:
    • What prompted you to start looking for a solution now?
    • What challenges are you currently facing?
    • What would success look like for your business?
    • What happens if nothing changes?

    These questions encourage customers to open up and provide valuable information that would never surface during a standard sales presentation. Customers buy from people they trust, and people trust those who genuinely listen.

    Better Questions Reveal the Real Problem

    One of the biggest mistakes salespeople make is solving the first problem the customer mentions. Imagine a customer says they need a cheaper supplier. Many salespeople immediately begin discussing pricing. A curious salesperson digs deeper.

    They might ask:
    • Why is price the biggest concern today?
    • What impact are rising costs having on your business?

    Apart from price, what else is important when choosing a supplier? Very quickly, they may discover that the real issue is unreliable delivery, inconsistent quality, or poor customer service. Price was simply the symptom, not the actual problem. By uncovering the true challenge, the salesperson can position their solution around value rather than competing on price.

    Questions Help Customers Think Differently

    Great sales conversations create clarity. Many customers have not fully considered the consequences of their current situation. Thoughtful questions encourage them to reflect on their challenges and recognise opportunities they may not have seen before.

    For example:
    • How much time is your team spending on this issue each week?
    • What is this challenge costing your business?
    • If this problem was solved, what would that allow your team to focus on instead?

    These questions help customers quantify the impact of their problems and often strengthen the urgency to take action. Instead of creating pressure, you are helping customers reach their own conclusions.

    Curiosity Creates Better Solutions

    No two customers are exactly the same. Even businesses within the same industry have different priorities, goals, and challenges. A standard sales pitch cannot address every situation. The more questions you ask, the more tailored your recommendations become.

    Rather than presenting every feature your product offers, you can focus on the specific benefits that matter most to that customer.

    Customers appreciate solutions that feel personalised because they demonstrate that you have listened carefully and understand what success looks like for them.

    Listening Is Just as Important as Asking

    Asking questions is only half the equation. The best salespeople actively listen to the answers without rushing to respond. They pay attention to tone, emotion, and the language customers use to describe their situation.

    Often, the most valuable information comes after a short pause. Allowing customers time to think and elaborate often reveals concerns, motivations, or goals that would otherwise remain hidden. Listening also helps salespeople identify opportunities to explore further rather than jumping straight into a solution.

    Better Questions Lead to Better Conversions

    When customers feel understood, they become more confident in your recommendations. Sales conversations become collaborative rather than transactional. Objections reduce because your solution has been built around the customer’s unique needs instead of generic assumptions.

    Better questions also improve qualification. Salespeople spend less time chasing opportunities that are unlikely to convert and more time helping customers who are genuinely looking for the right solution. The result is stronger relationships, higher conversion rates, and increased customer loyalty.

    Curiosity

    Develop a Culture of Curiosity

    Curiosity is not simply a personality trait. It is a skill that can be developed through coaching, practice, and feedback. Sales leaders should encourage their teams to spend less time perfecting presentations and more time improving their questioning and listening skills.

    Simple coaching activities such as reviewing customer conversations, practising discovery questions, and role playing different scenarios can dramatically improve sales performance over time. The most successful sales teams are not the ones with the most polished presentations. They are the teams that consistently ask better questions, listen with intent, and help customers solve meaningful problems.

    Ready to Help Your Sales Team Win More Business?

    If you want your sales team to move beyond product pitching and develop the skills to uncover customer needs, build trust, and consistently increase conversions, KONA Training can help.

    Our tailored Sales Training programs equip sales professionals with practical questioning techniques, consultative selling strategies, and proven frameworks that deliver measurable results. For more sales insights, read our related blog on Sales Training: The Cost of Ignoring Staff Training and Development in Your Sales Team.

    Contact KONA Training today to discuss a customised Sales Training program designed specifically for your team.

    Call 1300 611 288 or Email info@kona.com.au

    Contact Us

    Author – Garret Norris – https://www.linkedin.com/in/garretnorris/

    Garret Norris -KONA Training

    Improve sales numbers

    The Sales Training Session That Changed More Than Just Sales Numbers

    Posted on | by Sienna Anderson

    How effective sales training improves confidence, capability, and customer conversations

    When most businesses engage with us for sales training, the goal is usually clear: increase revenue, improve conversion rates, and help the sales team achieve better results. But the impact of great sales training goes far beyond the numbers on a sales report.


    The most successful sales training programs do not just teach salespeople how to sell more. They help people become more confident communicators, better problem solvers, stronger relationship builders, and more effective representatives of the business.


    One organisation we worked with discovered this when they brought their sales team together for a tailored sales training session. The initial goal was to improve sales performance, but what they quickly realised was that the biggest changes were happening in the conversations their team was having with customers.

    Improve sales numbers

    The challenge was not effort, it was approach

    The sales team was working hard. They were making calls, attending meetings, preparing proposals, and following up with prospects. However, like many sales teams, they had fallen into familiar habits.
    Some conversations focused too heavily on products and features rather than customer needs. Others struggled to move beyond price discussions. Some team members lacked confidence when handling objections or asking deeper questions.

    The issue was not that the team did not care about their customers. The issue was that they needed the right frameworks, tools, and techniques to have more meaningful sales conversations. This is where effective sales training can make a significant difference.

    Sales training builds confidence through capability

    Confidence in sales does not come from simply telling people to be more confident. It comes from giving people the skills and knowledge they need to feel prepared. A strong sales training program provides practical tools that salespeople can apply immediately, including:

    How to ask better questions and uncover genuine customer needs
    How to listen actively and identify opportunities
    How to communicate value rather than compete on price
    How to handle objections with confidence
    How to create stronger relationships with customers
    How to manage opportunities through a structured sales process

    When sales professionals understand what to say, how to say it, and why it matters, confidence naturally improves. They become more comfortable leading conversations, challenging customer thinking, and positioning themselves as trusted advisors rather than just suppliers.

    Better sales conversations create better customer experiences

    Customers today do not want to feel like they are being sold to. They want to work with people who understand their challenges and can provide meaningful solutions. This shift requires salespeople to move from transactional conversations to consultative conversations.

    Instead of asking:
    • “Would you like to buy our product?”

    Effective sales professionals learn to ask:
    • “What challenges are you currently facing?”
    • “What impact is that having on your business?”
    • “What would a better outcome look like?”

    These questions create a deeper understanding of the customer and allow salespeople to tailor their approach. When customers feel understood, trust increases. When trust increases, stronger relationships and better commercial outcomes follow.

    Consistency quote

    Sales training creates consistency across the team

    One of the biggest benefits of sales training is creating a shared language and approach across the sales team. Without clear processes and frameworks, every salesperson may approach customers differently. Some may excel at building relationships but struggle with closing. Others may be confident presenting solutions but miss opportunities during discovery. Sales training helps align the team around best-practice behaviours.

    Everyone understands what great sales conversations look like, how opportunities should be managed, and what actions drive success. This consistency is particularly valuable for organisations looking to grow because it creates a repeatable sales approach that does not rely on individual talent alone.

    The impact goes beyond immediate sales results

    While improved revenue and stronger conversion rates are important outcomes, the long-term benefits of sales training are often even more valuable.

    Teams that receive quality sales training often experience:
    • Increased confidence when engaging with customers
    • Improved collaboration between sales team members
    • Greater accountability around sales activities
    • Stronger customer relationships
    • Better understanding of the value they provide
    • Increased motivation and engagement

    The best sales training does not just change what salespeople do. It changes how they think about selling. To find out more about KONA’s tailored Sales Training Programs and the value they can bring to your sales team, click here.

    Invest in your team

    Investing in your sales team is investing in your customers

    Sales teams are often the face of an organisation. Every conversation, meeting, and interaction shapes how customers view the business. By investing in sales training, organisations give their teams the ability to create better experiences, uncover more opportunities, and build stronger customer relationships. The result is not just more sales. It is a more confident, capable, and customer-focused sales team.

    If you are looking to improve your team’s sales capability, customer conversations, and overall sales performance, contact KONA Training for tailored Sales Training designed around the needs of your Sales Team.


    Call 1300 611 288 or Email info@kona.com.au

    Contact Us

    Author – Garret Norris – https://www.linkedin.com/in/garretnorris/

    Garret Norris -KONA Training

    Investment

    The Investment That Delivered More Than Expected

    Posted on | by Sienna Anderson

    Measuring the business impact of training and development

    When businesses invest in training and development, there is often one question sitting in the background:


    “Will it actually make a difference?”


    It’s a fair question. Training can sometimes be viewed as something positive but difficult to measure. Teams attend a workshop, leave energised, and return to business as usual a week later. Without clear outcomes, learning becomes an event rather than an investment.


    But when training is designed with purpose and connected to business goals, the results can extend far beyond the classroom. This is the story many organisations experience when they stop viewing training as a cost and start treating it as a growth strategy.

    Investment

    It Started with a Simple Objective

    One sales team we worked with had reached a plateau. Performance was steady, but growth had slowed. Conversion rates had flattened, customer conversations lacked confidence, and managers noticed inconsistency across the team. The business considered bringing in training but hesitated. Would the return justify the investment?

    Rather than launching a generic program, they took a different approach by engaging with KONA Training. The focus became identifying the specific behaviours and outcomes they wanted to improve.

    The objectives were clear:
    • Increase confidence in sales conversations
    • Improve conversion rates
    • Strengthen customer relationships
    • Build consistency across the team
    • Develop stronger leadership habits within management

    Training became part of a broader business strategy, not a standalone event.

    What happens next

    What Happened Next Surprised Them

    The first improvements appeared quickly. Sales conversations became more structured. Team members asked better questions. Managers coached more consistently. Customer engagement improved. But the unexpected impact came later.


    • Collaboration increased
    • Accountability improved
    • Confidence grew

    Employees became more proactive and engaged in finding opportunities rather than waiting for direction. The business had expected training to improve sales results. What they found was that stronger capability influenced culture, communication, and performance across the organisation.

    Measuring Training Beyond Attendance

    One of the biggest mistakes organisations make is measuring training by participation rather than impact. Success should not be defined by:
    • Number of people trained
    • Workshop attendance
    • Completion certificates
    • Positive feedback forms alone

    Instead, businesses should look at indicators that connect directly to outcomes.

    Performance Metrics

    Track changes in sales performance, conversion rates, average deal size, customer retention, and revenue growth.

    Behaviour Change Observe whether team members are applying new skills consistently in real situations.
    Leadership Impact Measure how managers are coaching, communicating, and reinforcing learning.
    Customer OutcomesMonitor customer satisfaction, repeat business, and quality of interactions.
    Team EngagementLook for improvements in confidence, ownership, collaboration, and overall morale.


    When measured properly, training becomes easier to justify and easier to improve.

    Why Development Delivers Long-Term Value

    The strongest organisations understand that capability is not built overnight. Training works best when it becomes part of how a business operates. When teams continue to practice, receive coaching, and apply learning in everyday situations, the return compounds over time.

    The organisations that consistently outperform are often not the ones with the biggest budgets. They are the ones that invest intentionally in developing their people. Because stronger skills lead to stronger conversations, stronger conversations lead to stronger relationships, and stronger relationships drive business results.

    Good investment

    What Could the Right Investment Deliver for Your Team?

    Training and development should create measurable business outcomes, not just short-term motivation. If you want to improve sales performance, strengthen capability, and create lasting impact across your team, KONA Training can help. To find out more about the benefits of KONA’s tailored Sales Training, click here.

    Contact KONA Training today to discuss tailored Sales Training for your Sales Team and discover how the right investment in your people can deliver more than expected.


    Call 1300 611 288 or Email info@kona.com.au

    Contact Us

    Author – Garret Norris – https://www.linkedin.com/in/garretnorris/

    Garret Norris -KONA Training

    Quote about change

    A Change Nobody Wanted

    Posted on | by Sienna Anderson

    Leading Teams Through Uncertainty and Resistance

    Change is rarely easy. Whether it is introducing a new system, restructuring a team, changing processes or responding to market pressures, leaders often face resistance when asking people to do things differently. Even when the change is necessary, it can create uncertainty, frustration and concern among employees.


    The difference between a successful transition and a difficult one often comes down to leadership.

    Quote about change

    Resistance is a natural response

    One of the biggest mistakes we at KONA Training see leaders make is assuming that resistance means employees are unwilling to help. In many cases, resistance comes from uncertainty rather than opposition.

    People naturally wonder:
    • How will this affect my role?
    • Will I be able to do the new job?
    • Why is this change happening?
    • What happens if it does not work?

    When leaders recognise these concerns and address them openly, they create an environment where employees feel heard rather than ignored.

    Communicate early and often

    One announcement is usually not enough. During periods of change, people need regular communication. They want to understand not only what is changing, but why it is changing and what the expected outcome will be.

    Effective leaders communicate consistently, provide updates as new information becomes available and encourage questions throughout the process. This reduces rumours and builds trust.

    Lead with empathy

    Lead with confidence and empathy

    Employees look to their leaders for reassurance during uncertain times. Confident leadership does not mean pretending to have every answer. It means being honest about the challenges while remaining focused on the path forward.

    At the same time, empathy is essential. Acknowledging that change can be difficult helps employees feel understood and supported as they adapt.

    Involve your team where possible

    People are more likely to support change when they have an opportunity to contribute. Seeking feedback, inviting ideas and involving employees in problem solving gives them a sense of ownership over the process. It also helps leaders identify potential issues before they become major obstacles. Even when the overall direction cannot change, involving the team in how the change is implemented can make a significant difference.

    Support

    Support people through the transition

    Change does not end when the announcement is made. Employees often need training, coaching and ongoing support as they learn new systems, responsibilities or ways of working. Leaders who remain visible throughout the transition help maintain confidence and keep momentum moving forward. Celebrating small wins along the way also reinforces progress and reminds the team that their efforts are making a difference.

    Every business will face change. Markets evolve, customer expectations shift and technology continues to transform the way organisations operate. Leaders who communicate clearly, build trust and support their people through uncertainty create teams that are more adaptable, engaged and resilient. While employees may not always welcome change, they are far more likely to embrace it when they feel confident in the leadership guiding them.

    Ready to lead your team through change with confidence?

    If your leaders need practical skills to communicate effectively, manage resistance and guide their teams through change, KONA Training can help. To find out more about the benefits of KONA’s Leadership Training for Management & Leadership Teams, click here.


    Our tailored Leadership Training programs equip leaders with the confidence and strategies they need to build trust, inspire their teams and successfully navigate change.

    Contact KONA Training today to learn how our customised Leadership Training can help your leaders and your business thrive through change.


    Call 1300 611 288 or Email info@kona.com.au

    Contact Us

    Author – Garret Norris – https://www.linkedin.com/in/garretnorris/

    Garret Norris -KONA Training

    Gap in revenue

    Your VC-backed business has a revenue gap. Here’s why it never closes and what to do about it

    Posted on | by Sienna Anderson

    Most VC-backed businesses don’t fail because of bad products or bad markets. They fail because the revenue engine was never built to last – By Garret Norris – CEO, KONA Group

    I’ve spent 25 years working inside revenue teams across Australia and New Zealand. From FMCG to financial services, pharmaceuticals to professional services, and the pattern I see in VC-backed businesses is almost always the same.

    The business has real potential. The management team is capable. The product is solid.
    But the revenue engine is propped up by one or two heroic individuals, the forecasts are gut-feel at best, and the board conversations are more hope than data. That’s a problem KONA was built to solve. And after 25 years, we know exactly where to look.

    Revenue gap

    The five constraints that keep revenue underperforming

    When I sit down with a management team for the first time, I’m looking for one of five things. Usually we find more than one.

    Prospecting: The pipeline isn’t full because the team doesn’t have the confidence or consistency to prospect at the right level. Activity looks busy. Results don’t follow.

    Qualification: The pipeline looks full, but with the wrong deals. Time and energy are being invested in opportunities that were never going to close.

    Conversion: The team can open conversations. They can’t close them. Deals die at proposal or negotiation, and no one quite knows why.

    Velocity: Deals sit. The team manages stalled opportunities instead of building new ones. Cash flow suffers. Forecasts slip.

    Leadership: The sales manager is reactive. Coaching is inconsistent or absent. The team underperforms not from lack of skill, but from lack of direction.

    “Most management teams know the revenue gap exists. Few have the tools to close it systematically, or the data to show the board how they did it.”

    What 100 days can actually change

    We don’t run programs. We build sales engines. In the first two weeks, we establish a clear, honest baseline, what’s working, what’s broken, and where revenue is being left on the table. No spin, no surprises.

    By day 30, we’re coaching on stalled deals and recovering pipeline. Management has real momentum to show the board.


    By day 60, the team is operating with a shared methodology – common language, consistent process, measurable benchmarks.


    By day 90, the Sales Director is leading, not just managing. The pipeline review cadence is established. We’re in support mode.

    At day 100, management presents a performance report, not a narrative, but actual data showing what changed, what was recovered, and what the next 12 months look like.

    10–25%
    Conversion rate improvement within 90 days

    15–30%
    Reduction in sales cycle duration

    15–35%
    Upsell & cross-sell revenue increase within 6 months

    3–7 years
    Average client retention across our portfolio

    These aren’t aspirational targets. They’re the outcomes we’ve delivered across 25 years and multiple market cycles, including the Asian financial crisis, the GFC, and COVID-19. Tracked, reported, and owned by the management teams who achieved them.

    Investors

    What this means for investors

    VC and PE investors often ask me the same question: how do I know the revenue performance is real and repeatable, not just a good quarter?


    The answer is structure. When a sales team has a shared framework, a qualified pipeline, and a leader who is coaching proactively, the results become predictable. Forecasting accuracy improves. Dependency on the founder or CEO reduces. The business starts to look like something that scales — because it is.

    Our structured quarterly reporting is written in the commercial language of a boardroom, not a training report. It translates sales activity and capability data into investor-grade insight.

    “When management wins on revenue, everyone wins. Our job is to make management look brilliant by making the revenue results impossible to argue with.”

    We back this with a guarantee

    Most consultancies won’t commit to outcomes. We do. KONA commits to measurable revenue improvement within the first 100 days. If we don’t deliver, we refund our fees. You commit to the process. We commit to the result. No negotiation. No fine print. 25 years and counting.

    Client results: what the numbers say

    The following results are drawn from KONA engagements across Australia and New Zealand.

    They represent outcomes management teams achieved and owned.
    • 80-person sales team: sales doubled in 6 months
    • Finance sector client: revenue increased by over 20% in one year
    • Pharmaceutical client: sales increased 19%, achieving 140% of annual target in one year
    • Industrial client: market share grew from 32% to 40% in 2 years
    • Building sector client: market share grew over 5% in a declining market within 18 months
    • Media client (Nova): results increased 50–100% in key areas within 10 months

    VC

    If this sounds familiar

    If you’re leading a VC-backed business or advising one, and the revenue engine isn’t performing the way the model said it would, I’d welcome a direct conversation. Not a pitch. Not a proposal. A 30-minute diagnostic conversation about where the primary constraint is most likely sitting in your business right now.


    “You set the targets. We help you hit them. And we build the evidence base that makes sure everyone knows you did.”

    Get in touch
    Garret Norris · CEO, KONA Group
    garret@hbbausgroup.com.au · +61 422 847 660 | kona.com.au | 1300 833 574

    Contact Us

    Author – Garret Norris – https://www.linkedin.com/in/garretnorris/

    Garret Norris -KONA Training
    Discounts

    The Discount That Wasn’t Necessary

    Posted on | by Sienna Anderson

    Selling Value Instead of Price

    The salesperson was moments away from closing a deal. The customer had listened attentively, asked the right questions, and seemed genuinely interested in moving forward. Then came the question many salespeople fear:
    “Can you do a better price?”

    Without hesitation, the salesperson responded, “I can probably take 10% off.”
    The customer smiled and accepted. Deal done. Or so they thought.

    Later, during a sales review, his manager asked a simple question:
    “Did the customer say the price was too high?”
    “No.”
    “Did they say they couldn’t afford it?”
    “No.”
    “Did they ask what value they would lose if they didn’t buy?”
    “No.”

    The reality hit hard. The discount was never necessary.
    The salesperson had reduced his margin, reduced the perceived value of the solution, and trained the customer to negotiate, all without discovering whether price was actually an issue.

    Discounts

    Why Salespeople Discount Too Quickly

    Many sales professionals treat discounts as a shortcut to closing. When faced with hesitation, objections, or negotiation, they assume lowering the price is the fastest path to a “yes.”

    The problem is that customers don’t always buy based on price. In fact, many buying decisions are driven by factors such as:
    • Confidence in the solution
    • Trust in the salesperson
    • Reduced risk
    • Service quality
    • Reliability
    • Expertise
    • Long-term outcomes
    • Ease of implementation

    When salespeople focus too heavily on price, they often overlook the very reasons customers are willing to pay more.

    Price Is Only Important in the Absence of Value

    Think about the last time you paid a premium for something. Perhaps it was a restaurant with exceptional service. Maybe it was a trusted supplier who always delivered on time. Or perhaps it was a product that solved a costly problem.


    In each case, you weren’t buying the cheapest option – you were buying certainty, convenience, expertise, or results. The same principle applies in sales.

    When customers clearly understand the value they will receive, price becomes one factor among many rather than the deciding factor.

    Ask better questions to uncover better answers

    The Better Question to Ask

    Instead of immediately offering a discount, explore the customer’s concern.

    Try questions such as:
    “Can you tell me more about what’s driving that question?”
    “Compared to what?”
    “Which part of the investment concerns you most?”
    “If we could achieve the outcomes we’ve discussed, how valuable would that be for your business?”
    “What would happen if this problem remained unresolved?”

    These questions uncover whether the objection is truly about budget, perceived value, risk, timing, or something else entirely.

    Selling Value Requires Preparation

    Sales professionals who consistently protect margin don’t simply defend price—they build value throughout the sales conversation.

    They:
    • Understand the customer’s challenges.
    • Quantify the cost of the problem.
    • Connect features to business outcomes.
    • Share relevant success stories.
    • Demonstrate expertise and credibility.
    • Position their solution as an investment rather than an expense.

    When value is established early, customers are less likely to focus solely on price later.

    Hidden costs - below the surface

    The Hidden Cost of Discounting

    Every unnecessary discount has consequences:

    Reduced profitability
    Lower commission potential
    Decreased perceived value
    Increased pressure to discount again
    Customers who expect future concessions

    Over time, a discount-first culture can erode both profitability and confidence across an entire sales team.

    The Takeaway

    Customers often ask for a discount because they expect the conversation to happen—not because they need one. Before reducing your price, make sure you’ve fully explored the value of your solution and the outcomes it delivers.


    The strongest salespeople don’t win by being the cheapest. They win by helping customers understand why their solution is worth the investment.

    No discount

    Ready to Help Your Sales Team Sell More Value and Protect Margin?

    If your salespeople are too quick to discount, struggle with objections, or need greater confidence in value-based selling, tailored sales training can make a significant difference. To find out more about the importance of selling on value, click here.

    Contact KONA Training to discuss customised sales training programs designed to help your team improve conversion rates, strengthen customer conversations, and sell on value rather than price.


    Call 1300 611 288 or Email info@kona.com.au

    Contact Us

    Author – Garret Norris – https://www.linkedin.com/in/garretnorris/

    Garret Norris -KONA Training
    Active listening

    The Salesperson Who Learned to Stop Pitching and Start Listening

    Posted on | by Sienna Anderson

    How better questioning skills uncover customer needs and build trust

    There is a common pattern in many sales conversations. The salesperson enters the discussion ready to present, explain, and persuade. They focus on features, benefits, and solutions they believe will impress the customer. Yet despite all the effort, the deal often stalls or disappears.


    In contrast, high performing sales professionals take a different approach. They slow down the pitch, and speed up their curiosity. They ask better questions, listen more intently, and allow the customer’s real needs to surface naturally. This shift is often what separates average salespeople from trusted advisors.

    Active listening

    Why pitching less creates more opportunity

    When a salesperson leads with a pitch, they risk making assumptions about what the customer values. Even if the product is a great fit, the message can miss the mark because it is not grounded in the customer’s actual priorities.

    Listening changes that dynamic. When a salesperson creates space for the customer to talk, they gain access to critical insight such as:
    • The real problem the customer is trying to solve
    • The emotional drivers behind the purchase decision
    • The constraints influencing timing and budget
    • The outcomes that matter most to the customer

    These insights are rarely revealed through presenting. They are uncovered through intentional questioning and active listening.

    The power of quality questions

    Strong questioning skills are not about asking more questions, they are about asking better ones. Effective sales questions are open, thoughtful, and designed to explore rather than confirm.

    Instead of asking:
    “Are you looking for a new solution?”

    A stronger approach might be:
    “What challenges are you currently experiencing with your existing approach?”
    “If this problem was solved, what would that mean for your team or business?”
    “What has prevented you from solving this up until now?”

    These types of questions encourage the customer to reflect and expand, rather than simply respond with yes or no answers.

    Listening to build trust

    Listening is where trust is built

    Customers can immediately tell when a salesperson is waiting to speak rather than genuinely listening. On the other hand, when a salesperson listens with focus and intent, something important happens: trust begins to form.

    Active listening involves more than hearing words. It includes:
    • Pausing before responding
    • Reflecting back key points for clarity
    • Not interrupting or redirecting too quickly
    • Paying attention to tone, emotion, and hesitation

    When customers feel heard, they are more likely to open up. And when they open up, sales conversations become more meaningful and more productive.

    From presenter to problem solver

    The transition from pitching to listening also shifts the role of the salesperson. Instead of being a presenter of solutions, they become a problem solver who collaborates with the customer.

    This approach leads to:

    More accurate solution matching
    Stronger customer relationships
    Higher conversion rates
    Reduced price resistance, because value is clearer

    Customers do not just buy products or services. They buy confidence that they are making the right decision. Listening builds that confidence.

    Putting it into practice

    Sales teams can start making this shift by focusing on three practical behaviours:
    • Prepare questions before the conversation, not just a pitch
    • Aim to understand before aiming to be understood
    • Slow down the conversation to allow insights to emerge

    Even small changes in questioning and listening can significantly improve outcomes.

    Theory into practice

    In modern sales, the best performers are not the ones who talk the most. They are the ones who understand the most. And understanding comes from listening, not pitching. To find out more about the importance of sales training to sharpen the tools of your sales team, click here.


    If your sales team is ready to strengthen their questioning skills, improve customer conversations, and build deeper trust with clients, structured development can make a measurable difference.

    To take the next step, contact KONA Training for tailored Sales Training designed to help your sales team stop pitching and start listening with purpose.

    Call 1300 622 288 or Email info@kona.com.au

    Contact Us

    Author – Garret Norris – https://www.linkedin.com/in/garretnorris/

    Garret Norris -KONA Training