The 70-20-10 model helps improve sales team performance through practical experience, coaching, and continuous learning.

Why Sales Training Doesn’t Always Deliver Results

Many companies invest substantial resources every year in training their sales teams. They organize sales workshops, send employees to seminars, purchase online courses, and hire professional business trainers. Yet, just a few weeks later, performance often returns to its previous level.

The problem is usually not the quality of the training—it is the lack of a system for reinforcing new skills.

Research and management best practices show that professional competencies are developed not only through theory but also through continuous practice and regular feedback. This is the foundation of the 70-20-10 employee development model.

If your goal is to increase sales, improve conversion rates, and build a high-performing sales organization, it’s essential to understand how this model works and how to integrate it into your team’s daily routine.

What Is the 70-20-10 Model?

The 70-20-10 model suggests that professional skills are developed through three primary sources:

70% — Hands-On Experience

Most professional growth comes from performing real work, including:

Cold calling

Handling inbound inquiries

Client meetings

Sales presentations

Negotiations

Objection handling

Preparing commercial proposals

Customer relationship management

Closing deals

This is where sales professionals learn to make decisions, adapt to different customer personalities, and continuously improve their selling techniques.

20% — Coaching and Feedback

After every significant interaction or deal, employees should receive constructive feedback.

Effective development activities include:

Reviewing negotiations

Analyzing recorded sales calls

Joint client meetings with managers

One-on-one coaching sessions

Mentorship

Knowledge sharing among salespeople

Regular team meetings focused on lessons learned and common mistakes

This continuous feedback loop enables employees to correct mistakes faster and accelerate professional growth.

10% — Formal Learning

Only a small portion of development comes from structured education, such as:

Sales training programs

Books

Webinars

Online courses

Corporate training

Internal guidelines

Sales standards

Sales scripts

Formal education remains valuable, but without practice and feedback, it rarely leads to lasting behavioral change.

How to Apply the 70-20-10 Model in a Sales Team

An effective sales development system should become part of everyday work.

Every Day

Calling prospects and customers

Client meetings

Sales negotiations

CRM activities

Handling objections

Every Week

Reviewing recorded sales calls

Analyzing won and lost opportunities

Receiving personalized coaching from the sales manager

Sharing successful sales cases with the team

Every Month

Learning new sales techniques

Attending sales workshops

Developing negotiation skills

Updating sales scripts

Studying new products and services

Why Most Companies Make the Same Mistake

In many organizations, employee training follows this pattern:

Employees attend a two-day training program.

They receive certificates.

They return to their normal routines.

Within a few weeks, only a small fraction of what they learned is actually being used.

This happens because organizations often lack:

Consistent practice

Accountability for applying new techniques

Coaching and mentorship

Regular feedback

Performance reviews

Without these elements, the return on investment in training is significantly reduced.

Business Benefits of the 70-20-10 Model

When implemented correctly, the 70-20-10 model helps companies:

Improve overall sales team performance

Increase sales conversion rates

Shorten the sales cycle

Accelerate onboarding of new salespeople

Reduce sales mistakes

Improve negotiation quality

Increase average deal value

Strengthen customer retention

Build a strong learning culture

A Practical Example

Imagine two sales representatives.

The first attends five training programs during the year but rarely receives coaching or feedback.

The second attends only one training program but negotiates with customers every day, reviews deals weekly with a manager, and continuously analyzes personal performance.

In most cases, the second salesperson achieves significantly better results because knowledge is immediately transformed into practical skills through consistent application and feedback.

The Role of the Sales Manager

A sales manager should be more than someone who monitors sales targets—they should also serve as a coach and mentor.

Key responsibilities include:

Observing sales activities

Monitoring sales performance metrics

Listening to recorded sales calls

Conducting deal and negotiation reviews

Helping employees eliminate weaknesses

Developing each salesperson’s strengths

Ensuring consistent use of new sales techniques

This leadership approach creates sustainable, long-term improvement in sales performance.

Conclusion

The 70-20-10 model demonstrates that outstanding sales performance cannot be achieved through training programs alone.

Real growth begins when knowledge is applied every day, managers provide regular and constructive feedback, and learning becomes an integral part of the organization’s operating system rather than a one-time event.

If your goal is to increase revenue, improve sales effectiveness, and build a world-class sales team, don’t start by searching for another training course. Start by building a system where employees continuously practice, receive coaching, analyze their performance, and develop their skills every day.

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The 70-20-10 Model in Sales: How to Develop Sales Managers and Improve Sales Team Performance