Sales Coaching

Having spent 17 years in sales as a rep and then as a sales manager, the nuances of various sales models are learnt & applied. During the tenure as a sales trainer I have been exposed to various sales coaching models-viz-8 step coaching, 4 ‘S’ model,Sir John Whitmore’s GROW and others.

Unleash your sales potential. Plain and simple, that’s what sales coaching is all about. Whether for yourself as an individual, or for your company as whole, you know there is significant untapped sales potential.

Sales coaching can be the difference between knowing significant growth is possible and achieving it.

Coaching in general has grown in popularity in recent years, and for good reason. With the right coach, the right coaching system, and the right coachee, coaching has been the key—time and again—to helping people achieve significant breakthroughs.

Most training efforts fail to reach their objectives, in large part because of the absence of any kind of reinforcement or coaching. In fact, one of the studies conducted indicated that post training, if there was no coaching or reinforcement activity, there was a drop-off of 87% of the knowledge acquired. So why then is it so difficult to do well? The answer lies in the reality of the job of the sales manager. Most sales managers are placed in a position where, in the eyes of senior leadership, reporting numbers is their top priority (even when the top priority should be improving numbers or moreover, improving capability to achieve numbers.) They end up creating graphs, reports, and analysis, all to improve the accuracy of the to-be-reported-forecast. These exercises of examination and review create a false sense of security among sales managers and leaders because they are working under a false assumption. That is, that higher level of supervision creates better results. Ironically, the opposite is true—just ask any sales professional or manager how much time they have spent rolling up forecast data what kind of difference it made in their ability to achieve an objective. I’ll save you the time; the answer is virtually none. So if forecast and numbers management doesn’t quite do the trick, what will? The answer is focused talent development through one on one coaching with sales professionals with their managers. Rather, done well, effective sales coaching replaces many of the counterproductive activities taken on by sales management.

Develop a clear line of sight between rep capabilities ,sales actions, sales goals, and business outcomes. As much as I encourage leaders to always focus on the bigger picture, there is a time, and that time is during coaching, to focus on the practical, tactical elements of how you need to execute. Align the sales actions with the sales goals, because, try as we may to manage the outcome, we can only manage the actions and what our sales reps are doing. As a result, if you effectively manage the sales actions of your team, that should naturally lead you to the achievement of your sales goals the majority of the time, (provided they were the right activities.) Doing this time and again ultimately realizes the business outcomes.