In this episode of the Top Producer Podcast, I take the conversation about capability building one step further.

I’ve previously made the point that training creates knowledge, but knowledge doesn’t automatically create behavior change.

Once I’ve identified the behaviors I want to change, I need to know whether those behaviors are actually changing — and that’s where metrics become important.

But there’s a common problem I see in businesses: we often measure the wrong things.

What we measure doesn’t simply track performance.

It shapes behavior.

Training is important—but training alone doesn’t build capability.

In this episode of the Top Producer Podcast, I explore the difference between training, behaviour change and true capability building, and why this distinction matters when you’re trying to create sustainable commercial growth.

I’ve seen organisations invest heavily in sales, leadership, product and communication training, only to find that people return to their old behaviours a few weeks later.

The problem isn’t necessarily the quality of the training. It’s that knowing what to do doesn’t mean people will consistently do it.

True capability is built when new behaviours are practised, reinforced, measured and embedded into the way people work.

Training informs. Behaviour change builds capability. Systems sustain behaviour.

In this episode, I explore one of the most important distinctions in advisory selling: the difference between our sales process and the client’s buying process.

I explain why prospects can appear engaged, receive a well-prepared proposal and still make no decision. The problem isn’t necessarily our sales process. Often, we’re following our process while the client is following an entirely different journey.