Think back to your last business development training session. It was probably 60 to 90 minutes, consisted mostly of PowerPoint slides, reluctant attendees, and hopefully some free pastries. Afterwards, people are sent back to their offices and asked to go figure out how to apply it on their own. Oh, and we will be grading you on it later.
This is how the majority of organizations structure their training, even on those skills they deem mission critical. However, no other elite organizations in the world prepares this way. Why? Because it doesn’t work.
Firefighters, fighter pilots, astronauts, and any other group of individuals where the consequences of failure or high train and execute as teams. They are expected to know be proficient at all fundamental tasks, but then they specialize and rely on each other.
So, why do we insist on asking lawyers, sales professionals, and business executives to go through a few slides and then tell them, “Go get ’em, Tiger!”
It doesn’t work. Ever.
Business development is a team sport. Yes, each individual is accountable for their own results, but they are also accountable to each other to get it done. That is how the elite become elite. There are no exceptions. Read more about it in part 1 of this topic.
Individuals do not become better at any skill in isolation. They need peers of equal ability to collaborate and compete with to maximise their performance. You run faster when you are chasing someone—or you are being chased.