Sales never stands still, and neither should learning. Lisa Ojomoh explores why continuous development is essential for thriving in today’s dynamic sales landscape, and how businesses can embed L&D into everyday practice to build confident, capable teams who grow with their goals and stay longer in the roles they love.
In sales, no two days are the same. Client needs shift, markets evolve, and economic volatility force constant adaptation. For sales professionals and their leaders, staying still is not an option. The ability to learn – continuously, practically, and with purpose – is now one of the most critical factors for success in sales.
Continuous learning must be embedded into the fabric of the business
Despite all the strides made in digital transformation and upskilling, many organisations still approach learning and development as a checkbox exercise. Today, that’s no longer enough. If sales professionals are to thrive, not just survive, continuous learning must be embedded into the fabric of the business.
From event to ecosystem
Learning used to be an event. A one-off workshop. A two-day course. A slide deck emailed after onboarding. However, the demand on sales teams have grown significantly in recent years, and traditional models are no longer fit for purpose. Research found that businesses with robust training strategies enjoy 218% higher income per employee, and 24% higher profit margins compared to those who don’t.
To meet these demands, learning must shift from a static training mentality to a dynamic, embedded sales ecosystem. It should be engrained in a business’ culture, woven into the day-to-day, available on-demand, and tailored to tangible business outcomes.
Meeting people where they are
Learning should be adapted to people, not the other wat around. Sales professionals today work across multiple time zones, in hybrid teams, often under intense pressure. They need learning that fits flexibly around their schedules, designed to be applied immediately. Whether that is through bite-sized content, virtual coaching, gamified simulations, or utilising immersive new technologies like virtual reality, the goal here is the same: develop capability, build confidence, and drive outcomes.
Importantly, it must be acknowledged that people learn differently. What works for a senior sales leader returning to a leadership role might not suit a new hire navigating their first major sales pitch. Learning must reflect the diversity of the workforce, not just in experience, but in communication styles, career goals, and learning preferences.
Leaders must lead the way
If sales teams are to adopt a growth mindset, leaders need to model it first. Leaders must see themselves as lifelong learners because the truth is that learning doesn’t stop when you get the title. In fact, that’s where the learning really begins.
Sales leaders face their own challenges from managing remote teams through to instilling their company culture across time zones. Learning for leaders should be about more than just skills – it’s about reflection, adaptability, and emotional intelligence. Research highlights that 72% of UK managers believe that emotional skills should be one of the top five most important capabilities to be a successful manager. Vulnerability should be seen as a strength, not a weakness, and that admitting “I don’t know” can often be the first step towards building a stronger team.
Learning builds confidence and retention
In an environment where confidence levels can fluctuate, continuous development can be a powerful anchor. From junior sales representations through to senior leadership, everyone can experience imposter syndrome. In fact, research found that leaders in businesses globally are suffering from a crisis in confidence when it comes to their strengths. When people lack confidence, they’re less likely to speak up, take risks, or seize growth opportunities.
Continuous L&D can play an important role in countering that. Not just by building skills, but by creating space for practice, reflection, and feedback. When people feel equipped, they feel empowered. And when they feel empowered, they are far more likely to stay with their current employer. Research stated that 94% of employees would stay longer at a company if it invested in their learning and development. Learning is more than a retention tool; it’s a trust signal. It tells people that a business is invested in their success.
From process-driven to people-driven
In a sales environment driven by metrics, platforms and pipelines, people can often become an afterthought. L&D should be placed at the heart of a business’ culture, as this will stop an overreliance on rigid sales scripts and instead, start building real capability. This will encourage the creation of sales teams who can think for themselves, respond with agility, and lead with confidence. Importantly, this shifts the culture from reactive to proactive, as learning isn’t about reacting to what’s gone wrong – it’s about preparing for what comes next.
L&D is a continuous journey
Learning and development don’t have a finish line. The best sales professionals, and the best leaders, see L&D as a continuous journey, not a destination. It’s about small improvements every day. New insights. Fresh perspectives. Better conversions. If we want to build sales teams that don’t just meet their targets, but evolve with them, we must prioritise learning in all its forms. By embedding a culture where growth is ongoing and development is personalised, every individual can thrive.
Lisa Ojomoh is Chief Revenue Officer at Mentor Group
