Here is a fascinating article (and I forgot who linked to it, so my apologies to whoever it was) that takes the book On Killing and applies it to salesmanship. I found it interesting how realistic, repetitive training has lifted the response and effectiveness of a soldier or squad.
When I was in basic training, being able to quickly don a gas mask was a skill we repeatedly were tested on. On our final combat training march, one of the drill sergeants rolled a tear-gas canister right at my feet. I stood there, just a few seconds later, literally amazed at the fact that I had my gas mask on.
On Killing…Similarities of Soldiering and Selling:
“Clearly, if only 15% of the assets you have expensively brought to face an enemy are performing, your army has a major problem. The US Army raised this traditional firing rate from 15% up to 50% between W.W.II and the Korean conflict and again to better than 95% in Vietnam and Desert Storm. …
‘Numerous studies have concluded that men in combat are usually motivated to fight not by ideology or hate or fear, but by group pressures and processes involving (1) regard for their comrades, (2) respect for their leaders, (3) concern for their own reputation with both, and (4) an urge to contribute to the success of the group.’
Many sales organizations, by contrast, pit salespeople against each other and minimize the role of sales managers. It is a world of lone wolves, though teamwork and leadership are demonstrated multipliers of effectiveness.”