Inside Greywick: What Our Sales Training Actually Looks Like
There are certain phrases you see on almost every careers page.
“Full training provided.”
“Mentorship available.”
“Opportunities to develop.”
They’re easy things to say.
The better question is: What does that actually mean?
At Greywick, training isn’t a couple of videos someone watches during their first day before being expected to figure everything else out.
It’s also not something that ends after onboarding.
Our work involves representing established organizations in face-to-face conversations with business owners and decision-makers. We take that responsibility seriously, which means our people need more than product knowledge.
They need to know how to communicate.
So here’s what sales training at Greywick actually looks like.
It Starts Before the First Customer Conversation
A new team member isn’t expected to arrive knowing how to sell.
In fact, we’d rather someone ask questions than pretend they know something they don’t.
Early training focuses on building a foundation.
That includes understanding what we do, learning about the products and services we represent, customer experience expectations, communication fundamentals, and what professional B2B sales actually looks like.
There’s a lot to absorb.
We know that.
Nobody is expected to master it all on Monday.
Our Mornings Are an Important Part of Training
If you’ve followed Greywick online for any length of time, you’ve probably seen us mention our morning Zoom calls.
Yes, those are real.
And no, they’re not everyone sitting silently while someone reads a PowerPoint for an hour.
At least, that’s certainly not the goal.
Morning meetings give us a chance to get together before everyone moves into the customer-facing part of their day.
We might review a product.
Break down a customer scenario.
Talk about a challenge someone encountered.
Practice communication.
Recognize someone for a strong performance.
Discuss goals.
Or revisit something we learned at a recent conference.
And occasionally, as our social media has documented, there’s music involved too.
The point is consistency.
Learning works better when it’s part of the routine instead of something that only happens when there’s a problem.
Then You Have to Actually Do It
You can’t learn face-to-face sales entirely through Zoom.
Eventually, you have to have a conversation with an actual person.
That’s where hands-on training comes in.
New team members spend time alongside experienced Account Managers in the field. They get to see how different business owners respond, how conversations develop, what questions customers ask, and how an experienced representative adapts.
At first, there’s a lot of observing.
Then there’s participation.
Then more responsibility.
And plenty of questions in between.
We believe there’s enormous value in being able to finish an interaction and immediately ask:
“Why did you handle it that way?”
That’s hard to recreate in a training manual.
We Don’t Train People to Sound Exactly the Same
Scripts have their place.
They can help someone understand structure and learn important information.
But customers aren’t scripts.
A Nashville restaurant owner isn’t necessarily going to have the same concerns as someone running a construction company, professional office, retail business, or another organization.
People communicate differently.
They care about different things.
They ask different questions.
Good training has to prepare someone to think during a conversation—not simply remember the next sentence.
That’s why we spend time developing listening skills, product knowledge, questions, professionalism, and the ability to communicate information clearly.
We want our Account Managers to understand the conversation they’re having.
Not just complete it.
Yes, We Practice
There’s nothing particularly glamorous about practicing something you’re not good at yet.
It’s also one of the fastest ways to improve.
We talk through scenarios.
We ask questions.
We role-play situations.
We discuss objections.
We work on explanations.
And sometimes we laugh because something came out completely differently than it sounded in someone’s head.
That’s part of learning.
The goal isn’t perfection during training.
The goal is becoming more prepared for the real conversation.
Feedback Happens Constantly
One of the biggest parts of development at Greywick is feedback.
Not just from leadership.
From peers.
From experienced team members.
From customers.
And eventually, from yourself.
As people become more experienced, they start recognizing their own opportunities to improve.
“I rushed that.”
“I should’ve asked another question.”
“I didn’t explain that clearly.”
“I handled that much better than I would have three months ago.”
That self-awareness is a big milestone.
Because eventually development shouldn’t require someone standing beside you telling you what to change.
You start coaching yourself.
Conferences Are Training Too
Some of our training happens far outside Nashville.
Greywick team members have had opportunities to travel for conferences, market visits, client meetings, and development events.
We value those experiences because they expose our people to different perspectives.
You might hear a speaker explain something you’ve been struggling with in a completely different way.
You might sit next to someone at dinner who has been in the industry for years.
You might watch another professional handle a situation differently and think, “I’m trying that when I get home.”
That’s why we come back from conferences with notebooks full of ideas—and why you’ll occasionally find us weeks later rereading those notes.
Travel is fun.
But bringing something useful home is the part that makes the trip valuable.
Training Changes as You Improve
Someone in their first week shouldn’t be receiving exactly the same training as someone who’s been here for a year.
As responsibilities change, development should change too.
Early training might focus heavily on communication, product knowledge, customer interactions, and organization.
Later, someone may begin learning how to coach another person, run part of a meeting, manage additional responsibilities, understand client expectations, or contribute to the development of the team.
The goalposts move because the person is moving.
That’s a good thing.
We Still Get Things Wrong
This may be one of the most important parts of our training philosophy.
Nobody at Greywick has reached the point where there is nothing left to learn.
Not our newest Account Manager.
Not our experienced team members.
Not our CEO.
We’re going to have conversations we could’ve handled better.
We’re going to try ideas that don’t work.
We’re going to leave conferences realizing there’s something we should change.
That’s business.
The standard isn’t never making a mistake.
The standard is being willing to learn from one.
What Sales Training at Greywick Really Means
When we tell a candidate that Greywick provides training and mentorship, we want that statement to mean something.
It means learning together in the morning.
Working alongside someone who’s done it before.
Having real conversations with real businesses.
Asking questions.
Practicing.
Getting feedback.
Traveling when opportunities arise.
Learning from other professionals.
Helping the next person once you’ve gained experience yourself.
And understanding that development doesn’t have a graduation date.
We’re building Greywick here in Nashville, and there’s plenty we’re still learning as a company too.
We think that’s exactly how it should be.