Our Approach Keys To Successful Skills Development

Developing new skills can be a difficult task for a number of reasons:

  • Trying out new behaviors is inherently anxiety provoking and the familiar is comfortable

  • With the focus on the behavior, little or no attention is paid to othe cognitive component (e.g., our mindset, our internal dialogue, etc.) despite extensive research documenting the influence of thoughts on behavior

  • We lose patience, even though the skills development literature indicates that most significant improvements don't occur until the 3, 6, and 12 month marks

  • Assistance is often in limited supply and asking for help can be intimidating

  • Individuals are asked to change while other system components (organizational processes, management practices, etc.) remain the same

Because of its complexity and difficulty, successful skills development requires attention to several inter-related components. Omitting or downplaying any of these components will negatively impact the results that can be realized:

  • What's in it for you

  • Clearly understanding what behavior to change and why

  • Focusing on the influence of thoughts on behavior

  • Having a specified action plan for how to change

  • Identifying the resources and processes needed to promote change

  • Establishing ongoing feedback mechanisms that highlight progress to date and point to areas in need of further attention

It is important to note that to achieve your final goal may require incremental development of skills, knowledge, and processes. For instance, the ability to successfully negotiate the steps in a sales cycle requires good communication and negotiation skills as well as an understanding of what steps are typically required to produce a buying decision. Often a foundation of underlying processes and skills must be established before you can successfully implement higher order processes.

We have seen many organizations and individuals, anxious to get to peak performance, prematurely attempt to establish higher level processes. Despite the best of intentions, the project is then bound for failure or limited success before it has even begun. That is why we emphasize assessments and use a developmental approach in ceating and implementing performance improvement programs - be they skills development or process enhancement programs, or some combination of the two.



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  • "Paul's training, coaching, and tools helped me with specific accounts and grow overall as a sales professional." Rex Klein, Account Executive

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  • "Paul's marketing and project management expertise was critical in successfully launching our first Security Summit." Michael Jones, President

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  • "Revenue has increasd by 25%. New customers are coming in...We've developed new revenue streams and more are on the way." Steve Wilson, Proprietor

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  • "Paul helped us move into larger accounts, which resulted in an opening sale of $280,000." Rex Klein, Vice President of Sales

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  • "Paul's...program reduced the time my new reps took to reach quota by two months..." John Sedlacek, Vice President of Sales

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Tools & Tips

Sell unto others as you would have them sell unto you.

The Golden Rule applies to selling as it does to life.

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Common practices are not necessarily best practices

Learn what the top sales performers do to increase their win rate and consistently make quota.

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