Coaching Benefits Overview

8/4/2019 Coaching Benefits Overview

1/21

World-Class Sales Coaching

Building a First-Line Manager

Coaching Program

Gain Insight. Work Smarter. Execute Faster.

Sales Executive Council

Executive Briefing


2/21SEC195W64P 1 2007 Corporate Executive Board. All Rights Reserved.

Letter to the Membership

Each year, the Sales Executive Council conducts a range of research initiatives ontopics of member interest. Our intent is to develop insights, applicable practices,quantitative analyses, and reusable tools and templates to accelerate the resolutionof our members most pressing business challenges.

Few topics are as popular with sales executives as developing great first-line salesmanagers. The interest springs from most companies transformative shift tosolutions-sales strategies. Capable, solutions-ready managers are desperatelyneeded to address significant sales rep skills deficits (e.g., deep customer needsensing, financial acumen, business savvy) made evident by heightened solutions-

selling requirements

Unfortunately, a majority of first-line managers are ill-equipped to leadsolutions-selling efforts because they lack the most important driver of managereffectivenessbeing a great sales rep coach.

This briefing summarizes our original quantitative research detailing howcoaching impacts the performance of any sales force, especially core performers,who account for the middle 60% of salespeople. Indeed, we have found no otherdriver that can so significantly raise the engagement and bottom-line resultsof reps.

The last sections of this briefing focus on the resources we have compiled to helpmembers implement world-class coaching programs for managers. Included are

overviews of two key aides: 1) the Anatomy of a World-Class Coaching Program(version 3.0); and 2) the Sales Coaching Implementation Design and ExecutionCenter. The Design and Execution Center is particularly valuable as it includesa First-Line Manager Coaching Playbook, a tool designed to help managerstransform themselves through on-the-job exercises and self-study that reinforcethe behaviors of great coaches derived from our analysis.

We welcome any inquiries for more information about these data and cases.Feel free to contact the Sales Executive Council staff at +1-202-777-9570 atany time.

Finally, we thank all those members who gave so graciously of their time andinsight to make this work possible, and we would like to express our appreciationto the entire membership for its ongoing support.

Sales Executive CouncilWashington, D.C.



Key Findings on Building a First-Line

Manager Coaching Program

#1 Quality of Sales Managers MattersHigh-performing sales managerspositively impact sales reps in terms of engagement and financialperformance. Reps reporting to great managers report high levels of jobsatisfaction and deliverfour times more revenue than those working forpoor managers.

#2 Coaching Is the KeyThe manager activity most closely associated withsales rep success is coaching. However, of the skills that managers possess,an ability to coach individual sales reps is relatively the weakest.

#3 The End of Democracy in CoachingSurprisingly, time spent coachinglow performers does not statistically improve performance. Coachingstar performers has equally little effect. Core performers, the segmentof the sales force that accounts for the middle 60%, make significantimprovements with coaching.

#4 Bottom-Line ImpactEffective coaching hits the bottom line. Councilquantitative analysis finds that core sales reps receiving great coachingreach on average 102% of goal in contrast to salespeople reporting poorcoaching who achieve only 83% of goal. Good coaching can improve coreperformance by 19%.

#5 Great Coaching Is a Learned SkillThe Councils quantitative analysisindicates that five well-defined drivers account for 77% of coachingeffectiveness. Armed with this information, we can develop great coachesby focusing them on specific activities such as emphasizing the importanceof targeting the best opportunities and spending at least three, but no morethan five, hours coaching each rep per month.



Table of Contents

The Case for Developing Great First-Line Manager Coaches 4

The Anatomy of a World-Class Sales Coaching Program 16

Sales Coaching Implementation Design and Execution Center 18



More Challenging Than First Apparent

The Double Jump 2 x 2 matrix on the facing page depicts the challenge facing managers, especially in solutions-selling environments. Increasing their impact is easier said than done for two reasons, which conspire againsttraditional performance-improvement initiatives. First is their changing role; most managers are still promotedbased on strong performance in the rep role, where the requisite skills are different from those required ofmanagers. Second is the changing sales model; the manager profile itself is simultaneously changing with theproduct-to-solutions transition. This double jump represents a vexing challenge to aspiring solutions-readymanagers.

A Worrisome Bottom Line

Indeed, the early indications should cause concern. As shown at the bottom left of the facing page, sales managersfail to make the transition at an unexpectedly high rate. And, most alarming, sales leaders readily concede theirfirst-line managers are ill equipped to succeed in the future model. Nearly three-fourths of current managers are

judged to lack the skills to meet future performance requirements.



Double JumpForced to overcome two challenges simultaneously

managers are poorly positioned for current or future success

= 99.

28%

9%63%

Member Characterization of First-Line Sales ManagersAbility to Meet Expectations

Have the skills/competencies

to meet currentperformance

requirements butnot likely ableto meet futureperformancerequirements

Have the skills/competencies

necessary to meetcurrent and future

performancerequirements

Lack the skills/competenciesnecessary tomeet currentperformancerequirementsNearly three-fourths of members describe their

manager pool as ill prepared to execute against therequirements of the role in the future.

Estimated Involuntary Turnover Rates for SelectedSales Position Versus All Exempt Positions

2001

n = 26.

AnnualInvoluntaryTurnover

Rate

MedianExempt

InvoluntaryTurnoverRate =4.79%0.0%

5.0%

10.0%

0.0%

5.0%

10.0% 9.2%8.1%

3.2% 2.9%

Rep/Account

Executives

First-LineSales

Managers

SalesDirectors

SalesVPs

Despite being a known quantity inmost cases, managers fail nearly asoften as sales reps hired externally.

ChangingRole

Coaching

Business analyticsStrategic insightBusiness development

Coaching

Business analytics

Strategic planning

Solutions integration

Star-level selling skills

Customerrelationshipmanagement

Teamwork

Closing

Product knowledge

RelationshipManagement

Closing Persuasion

Business acumen

Cross-Selling

Competitiveintelligence

Solutions selling

RepCompetenc

ies Business acumen

Extensive customerneeds analysis

Cross-selling

Competitiveintelligence

Selling skills

Product knowledge Closing

Persuasion

ManagerCompetencies

New-World Solutions SellingOld-World Product Selling

making it doublydifficult to developsolutions-readymanagers who arebusiness minded

and can also coach.

3

Changing Sales Model

Closing

Forecasting

Star-level selling skills

Customer relationshipmanagement

Team building

Traditional managerpromotions were basedonly on ability to sell

yet selling itself ischanging radically withthe move to solutions

1

2

Source: CLC Metrics research; Sales Executive Council member poll 2001; SalesExecutive Council member poll 2004; Sales Executive Council research.



Indirect Yet Quantifiable

The benefit of good sales managers has never been greater. Getting sales managers right pays off in a number ofways. Council research indicates that quality managers are significantly more likely to positively impact overallrep job satisfaction and retain top talent. The data at the top of the opposite page illustrate the indirect benefitsassociated with strong managers.

The Manager Performance Premium

The bottom of the page shows the direct financial impact star managers can drive relative to underperformingmanagers. In one industry (pharmaceuticals), a top manager can drive $20 million more production from a salesteam than a low performer. Even more promising, star managers can grow revenue production at a rate morethan quadruple that of poor managersa difference even more striking over time. These examples speak to themultiplicative impact managers (low and high performing) have through their teams.



$0

$25

$50

$0

$25

$50

Reasons Why Top Reps Leaves Their Roles

First-Line Sales Manager PortfolioValue by Performance Level

Pharmaceutical Industry

Low Performer(Bottom 25%)

AveragePerformer

High Performer(Top 25%)

AnnualSales

(Millionsof U.S.Dollars)

Rep Satisfaction Level by Quality of Manager

and financial outcomes

Top-LineTerritory

Growth

Star Managers(Top 10%)

Poor Managers(Bottom 10%)

Manager Quality Impact on Revenue Growth

Top-Line Territory Growth, June 2002August 2003

70%

20%+

05%

$44

$34

$24> 4x

Andthe Good NewsHigh-performing sales managers positively impact rep engagement

Rep JobSatisfaction

Level

StarManagers

PoorManagers

x

1.47x

Poor ManagerQuality

All OtherReasons

30%Frequencyof Response

Star managers significantly decrease the risksof low rep productivity, sales force churn,loss of top talent, and high replacement costs.

Source: Smith, B., & T. Rutigliano, Discover Your Sales Strengths: How the Worlds GreatestSalespeople Develop Winning Careers, New York: Warner Business Books, 2003; Elling,M., H. Fogle, C. McKhann, & C. Simon, Making More of Pharmas Sales Force, TheMcKinsey Quarterly, March 2002; Fritz, D., What Really Drives Sales Performance? TwoWords: Sales Management. Growth Solutions, LLC; Sales Executive Council research.

n = 234.

Wide swings in value created by managers underscorethe urgency of finding and developing those capableof performing in a complex environment.



The Quantifiable Impact of Coaching

In essence, the facing page makes the business case for developing great managers who coach. The top left showsteam goal attainment by how much coaching managers do. Managers teams that receive fewer than two hours ofcoaching per rep per month achieve 90% of goal. On the right side of the same chart, we see that managers whosereps receive more than three hours of coaching each month perform at 107% of goal. The data is striking; coachingexplains a 17% performance difference between those coached and not coached . Even more powerful, coaching isthe difference between reps making or not making goal.

Coaching also provides the additional benefit of increasing returns on training investments. At the top rightof the page, we see the rate of training decay for typical classroom or other traditional training that ends with thetraining session. Reps fail to recall 87% of what they learned 30 days following the training. However, the researchshows that when training is complemented by in-field coaching and reinforcement, productivity is quadrupled,from 22% to 88%.

A Difficult Hill to Climb

Though the business case for coaching is clear, the opportunity is not easily realized by most sales organizations.The bottom of the page illustrates a primary driver of the challenge. The data shows relative strengths and

weaknesses of sales managers as perceived by reps.

Bars above the line, toward the left of the chart, show the areas of greatest strength. At the right of the chart, barsthat drop below the line show the areas of greatest weakness. Sure enough, at the far right of the chart, we see thegreatest sales manager skills deficiency: coaching.

With both opportunity and challenge clear, the Council responded to members requests for more directionand embarked on a first-of-its-kind quantitative analysis on sales coaching designed to prescribe what membercompanies should do to realize the potential returns of coaching in their organizations.



80%

100%

120%

80%

100%

120%

90%92%

107%

0.09

0.060.05

0.02 0.02

(0.01) (0.02)(0.03)

(0.08)(0.09)

Coaching to WinThe manager activity most closely associated with rep success

Team Percentage to Goal by Coaching Time per Rep per Month

Source: Sales Executive Council and SEC Solutions research.

is, regrettably, also the activity that managers do not perform as well as others

Relative Strengths/Weaknesses of Sales Managers

Manager Skill Index

Differencefrom Average

ManagerSkill Index

Percentageto Goal

Low(< 2 Hours perRep per Month)

High(3+ Hours perRep per Month)

Average(2 to 3 Hours perRep per Month)

Rew

arding

Indi

vidu

al

Sale

sPe

rform

ance

n = 2,400.

Cus

tom

erand

Marke

tKno

wle

dge

Prod

ucta

nd

Servic

eKn

owle

dge

Abi

lityto

Gathe

r

Sale

sRe

sour

ces

Sale

sEx

perie

nce

Abilit

yto

Pro

vide

Dire

ctio

n

Fair

Allo

catio

n

ofSal

esOpp

ortu

nitie

s

Effe

ctiv

eD

ecisi

on

Makin

g

Cre

ativity

/Inno

vatio

n

inImpr

ovin

g

Perf

orm

ance

Coa

chin

g

0.10

(0.10)

n = 2,400.

Teams not receivingcoaching underperformby a significant margin.

On average, teams that report receivingmore than three hours of coaching permonth exceed their goals by 7%.

Sales managers repeatedly underperformin two critical solutions-managementskills: developing and coaching their reps.



A Journey and Destination

The path to attaining a World-Class Sales Coaching Program is for most companies, as the adage goes, a journeynot just a destination. Based on the best practices and collective wisdom of the membership, this journey consistsof phases starting by simply recognizing the significant performance improvement that coaching provides,moving through stages that create time and tools to ensure coaching can take place, and ending with the ongoingmeasurement of coaching success.

The Difficulties of Getting It Right

Member progress on the path to achieving great coaching is blocked by common difficulties. The research teamconducted hundreds of interviews with leading sales executives who told us why it is so hard to embed coachingbehaviors, and, more importantly, mindsets in their organizations. Using the words of senior executives, the landmines to achieving great coaching are depicted on the facing page aligned with specific steps on the path to high-quality coaching.

There is a strong causal relationship between the lack of first-line manager coaching skills cited on the previouspages and these land mines. Beyond the obvious Incapable Managers land mine,Misplaced Priorities andMisalignedView of Coachingalso point to more subtle, and perhaps more intractable, problems that result from poor manager

coaches.



Watch Your Step

Land Mines on the Path to High-Qualilty Coaching

World-ClassCoachingProgram

Measure and RewardHigh-Quality Coaching

Provide Coaches with Tools andGuidance to Drive Coaching Sessions

Train Incumbents in (and PrecertifyNew Hires for) Coaching Skills

Ensure Coach and Coachee ShareCommon Understanding of Coaching

Create SufficientTime/Capacity for Coaching

Recognize Coaching Is KeyLever to Boost Performance

Misaligned View of Coaching

As we integrated our recent merger, werealized their culture didnt embracecoaching, and interactions withmanagers werent value added. Our guyswant to coach and the new reps (fromthe acquired company) just see it ascriticism.

EVP, Sales and ServiceMedical Products Distributor

Poor Execution

We end up focusing our coaching onour low performers because they areeasier to identify.

Global Sales DirectorBusiness Services Company

Insufficient Metrics

We focus on time, but recently, weasked reps and managers how muchcoaching is happening, and theres a hugedisconnect. Bad coaches estimate high,

good coaches estimate low, and in bothcases, reps say the opposite. Reps justwant better coaching.

SVP, Client ServicesFinancial Services Company

Incapable Managers

Our sales managers idea of coaching isto go in and close the deal for the rep.They just dont know any better.

Global Sales Development LeadEnergy Company

Misplaced Priorities

Weve been focusing on coaching forthree years now, but honestly, Im notsure managers are even finding time tocoach.

Director, Sales EducationComputer Hardware Company

Source: Sales Executive Council research.



Directing Managers on Whom to Coach

To the best of our knowledge, the chart on the facing page represents a first-of-its-kind analysis for Sales. It detailshow who is coached is at least as important as whatis coached in achieving breakout sales results. More importantly,it provides the proof needed to be very prescriptive in directing first-line managers in coaching while furtherdeveloping the business case on the kind of bottom-line improvements first-line managers can achieve by honingtheir coaching approach.

Maximizing Returns Through Targeted Coaching

The curves in the graph represent two different groups of reps in our survey sample: the curve with circlesrepresents those reps receiving poor (i.e., very ineffective) coaching. Alternatively, the curve with squares showsthose reps who receive great (i.e., very effective) coaching. The horizontal axis is a performance scale. All reps inthe sample were organized into performance bands with relatively low performers to the left and high performersto the right. Of course, some reps are relativelylow performing (and high performing) regardless of the quality ofcoaching received.

The difference between the two curves is instructive in that it contradicts what might be expected (as shown inthe upper left Its Not This); great coaching does not improve the performance of all reps equally. Rather, great

coaching improves the performance of core reps while having relatively little impact on underperformers and stars,those at the extreme ends of both curves.

The finding regarding coaching star performers may not be too surprising. One of the hallmarks of star sales repsis continuous improvement; if theres a better way to sell, stars tend to find and adopt it more readily than others.However, the finding regarding low performersthat coaching does not boost their performanceis far moretroubling because many managers spend significant time in this area.

The greatest insight from the page, however, is that the largest segment of sales forces, the core, represents thebiggest opportunity to inflect sales results through coaching. Box 3 shows how coaching quality can significantlyimpact the performance of a core sales rep. Core reps who receive great coaching attain on average 102% of goal.But core reps who report receiving the lowest level of coaching effectiveness reach on average 83% of their goal.The 19% difference represents the opportunity for sales organizations that significantly improve their coachingprograms.

In summary, the analysis draws two very important conclusions for first-line managers:

1. A serious investment in better coaching can improve sales results dramatically in most organizations.

2. Coaching efforts should not be democratic, as conventional wisdom suggests; targeted coaching for coreperformers will yield the greatest returns.



0 0.5 1.0

Relative Sales Performance*

Bottom 10%(equivalent to< 60% of goal)

Top 10%(equivalent to

> 140% of goal)

10%

25%

50%

Proportionof Reps

Median(equivalent to

~100% of goal)

Coaching can substantially improve theperformance of the core.

Improvement in SalesPerformance Depending on

Coaching Effectiveness

Gap-to-Goal

Source: Sales Executive Council research.* To account for different distributions depe nding on sales

context, gap-to-goal numbers were converted to deciles.

Moving the MiddleCoaching Offers Greatest Leverage When Targeted at the Core

Distribution of Relative Sales Rep Performance

by Coaching Effectiveness

Population Scoring Coaching EffectivenessReceived as a 1 (Very Ineffective)

Population Scoring Coaching EffectivenessReceived as a 7 (Very Effective)

Its Not This

Low High

83%

102%

Lowest Levelof CoachingEffectiveness

Highest Levelof CoachingEffectiveness

+19%

3

Performance improvements fromstars are likely to be somewhat

marginal. But evidence suggeststhat good coaching has a strongimpact on HiPer retention.

You cant coach yourdogs out of the kennel.

2

1



Quantifying the Drivers of Great Coaches

We expanded our quantitative research on coaching to answer the many tactical questions about whateffective coaching really means. To complete this analysis, we developed an original quantitative survey thatwe administered to more that 2,600 sales reps and sales managers across many industries around the world.Sales results for respondents were also collected, enabling us to analyze correlations between specific coachingapproaches and real outcomes.

We found that the vast majority of coaching effectiveness (77%) can be traced to five drivers. In other words, if amanager has these five attributes, he or she is likely to be a very effective coach. They are listed in the center of thefacing page along with their respective degree of impact beginning with the quality of the manager to the attitudeof the salesperson being coached.

The Prescription for Success

Aligned to the outputs of the quantitative model on coaching effectiveness are 10 Hallmarks of OutstandingCoaches. These Hallmarks provide prescriptive actions that sales executives can take to improve coaching.



The 10 Keys to the KingdomSummary of Key Coaching Takeaways

Drivers Relative Impact Sales Coaching Effectiveness10 Hallmarks of

Outstanding Coaches

1. Build strong relationshipswith direct reports

2. Are dedicated to improving teamresults

3. Emphasize targeting the bestopportunities

4. Aggressively pursue deal profitability

5. Create role for specialists to supportopportunity creation

6. Spend between three and five hoursper month coaching their reps

7. Coach the core for performanceand the stars for retention

8. Calibrate coaching style tothe individual

9. Deliver coaching in personand in the moment

10. Recognize the importanceof rep job satisfaction in coachingdelivery and effectiveness

31%

23%

14%

26%

6%

VarianceExplained by

Model

Total Varianceof CoachingEffectiveness

UnexplainedVariance Not

Capturedby Model

76.8% 76.8%

23.2%

100%

ManagerQuality =

Sales ActivitiesPrioritized =

Time SpentCoaching =

CoachingStyle =

Sales RepAttitude =



17/21SEC195W64P 16 2007 Corporate Executive Board. All Rights Reserved. 16

Secondary Coaches

Though managers own overall coaching anddevelopment strategy for their direct reports,we leverage specialists and peers to coach intheir area of expertise when appropriate.

Coaching Tools

We provide managers with a limited set essential tools to help guide performancediagnosis and direct coaching activities onspecific skills, behaviors, and activities.

Coach Accountability

We tie coaching effectiveness to compensation,performance reviews, and promotion criteria,

and publicly recognize coaching performance.

Manager-Level Coaching Metrics

We assess and make public balanced metricsaround coaching effectiveness, utilizing 360-degree assessments to evaluate behavioralperformance against standardized competencymodels and metrics tied to business outcomessuch as team performance.

Program Assessmentand Development

We track and review a mix of qualitativeand quantitative metrics to assess programhealth. We communicate coaching wins backto the organization and facilitate the exchangeof effective tools and approaches to direct

program development over time.

Metrics,Accountability,and Rewards

Coaching Receptivity

All levels of staff agree on a common defiof coaching and embrace it as a positiveopportunity to improve personal performStaff proactively request and receive coaas part of their day-to-day workflow.

Executive Support

Our senior sales executives understandand communicate the value of coaching tothe organization and remain committed tosustaining a coaching program.

The Anatomy of a World-Cla

1 2

12 11

13

15

14

Cultu

Proce



Coach Deployment

We identify our best coaches and leveragethem to support development of other coachesand/or provide supplementary coaching toother individuals.

Coach Development

We recognize multiple levels of coaching abilityand support continuous learning opportunities,including training and coaching, to developmanagers coaching skills beyond minimumproficiency.

Coaching Pre-Certification

We require that all sales managers be certifiedas coaches before assuming the manager role.Pre-certified coaches demonstrate coachingaptitude in real-world settings.

Coaching Competency Models

We identify the skills and strengths associatedwith world-class coaching in our competencymodels and directly link those models to hiring,development, and promotion criteria.

Customized Coaching Strategy

anagers devise coaching strategies that areased on demonstrated coachee need andrect coaching efforts to improve salespersonills and activity/deal execution.

Allocation of Coaching Time

We direct managers to overweight coachingeffort to salespeople with the greatest potentialfor improvement (i.e., core performers) andthose whom we most want to retain (i.e., starperformers).

Multilevel Coaching

We employ coaching at every level of salesmanagement to continually improve managersbusiness, leadership, and coaching skills.

Ensuring Coaching Capacity

We recognize the time commitment requiredr quality coaching and have institutedrategies to free up manager time to coach.

4

5

8

7

6

9

Source: Sales Executive Council and SEC Solutions research.

Talent

Management

ales Coaching Program (3.0)

ntext

ductivity

ntextntext



Build Consensus

Sample PowerPoint Business Case

Coaching-Related Slides

Leverage the sample business case andindividual data points to build the internalcase for increasing or revisiting coachingtime and investment.

Baseline OrganizationalCoaching Gaps

Coaching Effectiveness Pulse Survey Use the Councils online diagnostic to gainclear understanding of the current state ofcoaching effectiveness in your organization.Determine your program needs and gaps.

DevelopImplementation Plan

Coaching Program Implementation

Road Map

Map the implementation of your program

using a proven project plan.

ImplementBest Practices

First-Line Manager Coaching Playbook

Coaching Archive

Learn from other sales organizations thathave achieved extraordinary results with theircoach programs.

Ongoing Assessmentof Program Success

Anatomy of a World-Class CoachingProgram

Measure your success and continue to improveusing our diagnostic for evaluating programimpact and coaching gaps over time.

Sales Coaching ImplementatThe best practices, tools, and templates housed in this center address key miles

the business case for improved coaching to proactively addressing common challor evaluating the success of a program already in place, these resources



Design and Execution Centerembers experience as they develop and evolve coaching programsfrom building

coaching programs. Whether you are in the midst of a program launch, just starting,u avoid reinventing the wheel and accelerate the returns on sales coaching.

The Case for Coaching:Sample Business Case

Easily customizable, the Business Case Builder includesready-to-use slides highlighting the qualitative andquantitative benefits of coaching, helping you make thecase for coaching at your organization.

Coaching-Related Slides

Based on our quantitative and qualitative research,these pages highlight critical challenges, datapoints, and benefits that illustrate the importanceof coaching in Sales. Each slide is labeled with adescription of how it may be used, enabling you toselect the most relevant data your organization.

Coaching Effectiveness Pulse Survey

Benchmark your coaching efforts against the tenHallmarks of Outstanding Coaching. The CoachingEffectiveness Pulse Survey measures sales repperception of the current state of coaching in yourorganization.

Implementation Plan

Coaching Program Implementation Road Map

This implementation road map provides a step-by-step manual for building a world-class sales coaching program from the ground up. For

each key milestone, the road map provides diagnostic checkpoints to ensure the phase is right for your organization, key implementationsteps, and an overview of potential land mines to avoid.

First-Line Manager Coaching Playbook

This guide is a first-of-its- kind playbook designedto help first-line managers understand the valueof effective coaching and how they can model starcoaching behaviors to drive performance improvement.

The playbook aggregates the highest-return tools andtemplates for immediate use at the line.

Coaching Practices Archive

View the Councils coaching archive to accessa range of coaching best practices, covering topicssuch as world-class coaching training and onlinecoaching tools.

Anatomy of a World-Class Coaching Program (3.0) and Coaching Effectiveness Pulse Survey

Use the Anatomy of a World-Class Coaching Program on an ongoing basis to help gauge the progress of your companys coaching efforts,both at a management and program level.



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Coaching Benefits Overview