Most sales managers overestimate the time they think they spend coaching their employees. Even when they do make time, their conversations are typically limited to discussing results and pending deals. But that’s not good coaching. Since performance issues differ by rep and sales task, a one-size-fits-all approach or a focus only on a lagging indicator like outcomes can be counter-productive. And overly general feedback and unfocused judgments about performance increase resistance rather than openness to change.
Avoid a One-Size-Fits-All Approach to Sales Coaching
How to tailor your advice to your reps’ needs — and build a culture where they help each other.
December 16, 2021
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Summary.
Coaching sales reps is about clarifying relevant behaviors and whether the issue is motivation or ability. Some reps may work hard, but lack certain capabilities while others demonstrate capability but seemingly lack motivation or effort. Good coaching helps to clarify the issues, and lets both manager and rep then concentrate on behaviors that can be improved. The author offers advice on coaching through three common situations across a typical sales cycle (prospecting, from contact to trial, and closing the sale) and encourages managers to set reps up for success by providing efficient access to peers via new technologies and development tools.