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TURNING SALES MANAGERS INTO GREAT COACHES with Ray Makela and Lisa Clark
3Sharing Today’s Presentation
@SalesReadiness
@Qstream
HASHTAG
#CoachingtoWin
4Coaching Impact on Revenue Performance
Sales Management Association .
12.8%AmountofCoaching
ProvidedDetermines
FirmPerformance(RevenueGrowth)
5Coaching Impact on Revenue Performance
13.6%Effec2venessofCoachingDetermines
FirmPerformance(RevenueGrowth)
Sales Management Association .
POLL
Howdoyoursalesmanagerslearntocoachtheirsalesteams?1. Figureitoutontheirown2. Mentoringbymoreexperiencedsales
managers3. AHendformalcoachingprogram(generic)4. ParJcipateinsalescoachingprogram
(specifictosalesmanagers)
7The Sales Leadership Pipeline
SalesPerson
V.P.Sales
SalesManager
Organiza2onalLeader
TURN
TURN
TURN
The Leadership Pipeline by Ram Charan
8Sales Rep vs. Sales Manager: Skills and Knowledge
SalesRep SalesManagerProspec2ngskills SeGngteamgoals,priori2es
Ques2oningskills Recrui2ng&selec2ng
Listening/communica2on Coaching
Managingobjec2ons Salesperformancemanagement
Gainingcommitment Leadership&mo2va2on
Timemanagement(self) Timemanagement(team)
Productknowledge Industryknowledgeandtrends
9The Star Athlete Syndrome
PHIL JACKSON
• NBA Player: 13 Seasons, No All-Star appearances
• NBA Coaching Record: 1,155 wins, 485 losses (.704)
The best players don’t always make the best coaches
ISIAH THOMAS
• NBA Player: 13 Seasons, 11 Time All Star
• NBA Coaching Record: 187 wins, 223 losses (.456)
10Core Skills of Great Sales Managers
Hire
Manage
Coach
Lead
11
Developmentfocusisonskills,knowledgeoruseofstrategiesthatwillimprovesalesresults.
Sales Coaching
11
12Two Types of Sales Coaching
OpportunityCoaching
SKILLSCOACHING
13
TheplanningorimplementaJonofsalesstrategiesforaspecificsalesopportunity.
Examples:
• Dealisstuck• Accessingdecisionmakers
• Addressingcomplicatedissue
Opportunity Coaching
OpportunityCoaching
SKILLSCOACHING
14
Developingspecificsellingskillsandknowledgeofindividualsalespeople.
Examples:
• ProspecJngskills• IdenJfyingcustomerprioriJes
• ManagingcustomerobjecJons
Skills Coaching
OpportunityCoaching
SKILLSCOACHING
15Best Practice
25%-40%ofafront-linesalesmanager’s
Jmeshouldbefocusedonsalescoaching
16
• Salespeoplelearnhowtosolvetheirownproblemswithoutyourinvolvement
• Asskillsimprove,resultsimprove
• ManagerspendslessJme“puWngoutfires”
Coaching Creates Leverage
17Business Case for Sales Coaching
“Salesmanagersareahighleverageopportunityforimprovedperformance”--Source:CSOInsights,2015SalesManagementOpJmizaJonStudy
CoachingSkills:Needs
Improvement
CoachingSkills:Meets
ExpectaJon
CoachingSkills:Exceed
ExpectaJons
IdenJfyNewOpportuniJes 18.3% 51.8% 71.1%
SellValue/AvoidDiscounJng 37.9% 70.0% 89.9%PercentageofOverallPlanAHainment
84.5% 89.3% 94.9%
Source:CSOInsights,2015SalesManagementOpJmizaJonStudy
Sales Coaching Challenges
Whatareyourmanagersmostsignificantsalescoachingchallenges?
19
• Don’tknowhowtocoach• NotspendingenoughJmecoachingrightreps
• Noconsistentcoachingprocess
• CoachingisviewedasremedialorconfrontaJonal
• Don’thaveJmetocoach
Common Sales Coaching Challenges
20Metrics used to determine which reps need additional coaching
CSO Insights
21
COACH• Apply5-stepsalescoachingmodel
• Overcomecoachingchallenges
• AllocatecoachingJme
Effective Sales Coaching
MINDSET• Managingvs.coaching
• Whentocoach
• Developcoachingmindset
ANALYZE• Co-assessandanalyze
• Discussperformance
22Data-Driven Manager Dashboards
23Targeted Coaching Actions
24Templates and Communication Tools
25When is Coaching Appropriate?
COACHING CAREER PATHING TRAINING PERFORMANCE
COUNSELING EMPOWERING
COMMUNICATING EXPECTATIONS
TERMINATION�
DISCIPLINE
DIRECTING
26
GreatCoaches:
• Demonstratescommitmentindividualssuccess
• Hasearnedindividual’srespect
• AreposiJveandcandid• Use“mistakes”aslearningexperience
• Focusonbehaviorsnotjudgments
Coaching Attributes
27The Coaching Mindset: Three A’s
AskFirst
AssumeBest
Inten2ons
Ac2velyListen
TheCoachingMindset
28Causes of Gaps in Selling Skills
Mo2va2on
• Idon’twantto• Idon’tlikeit• I’mboredwithit
• Idon’tthinkit’sworthit
Proficiency
• Idon’tknowhow• Idon’tunderstand• Idon’thavetheinformaJonortools
29
• Assesssalesperson• Plotskills• Havesalespersonself-assess• IdenJfydifferences• IdenJfyManagement
AcJons
Co-Assess and Analyze
30Reinforce the Skills that Matter Most
Notification! Challenge! Results! Explanation!1 2 3 4 Leaderboard!5
31Coaching is About Moving the Middle
MOTIVA
TION
PROFICIENCYDIRECTING
TRAINING EMPOWERING
PERFORMANCECOUNSELING
COACHING
32
MOIVAT
ION
PROFICIENCY
DIRECTING
TRAINING EMPOWERING
PERFORMANCECOUNSELING
COACHING
Coaching Diamond
33
1.DevelopCoachingPlan
2.ConductPre-CallBriefing
3.ObserveSales
CoachingCall
4.DebriefSales
CoachingCall
5.Follow-Up
5-Step Sales Coaching Model
34
• ReinforceposiJvebehavior• Leadself-discovery• Delivercoachingfeedbackajerself-discovery
• ProvidepracJce• Checkforagreement
Debrief Sales Coaching Call
Self-Discovery
Whyisself-discoveryimportantwhencoaching?
36
• Changeisownedbysalesperson,notcoach
• CreatesposiJvecoachingexperiences
• Coachlearnssalesperson’sperspecJve
Why Self-Discovery
37
• Summarizestrengths• AskquesJons• Encouragesalespersontosharesuccesses
• Agreeondevelopmentneeds
• UpdateCoachingVisitPlannerifappropriate
• Schedulefollow-upcalls
Follow Up
38Performance Correlation Helps Track Outcomes
Key Takeaways
ü Mostmanagersdon’tknowhowtocoach,butcanlearn
ü Salescoachingcreates“leverage”ü Salescoachingisbestmanagement
acJonformovingmiddle
ü Coachingmindset:Leadself-discovery
ü Useddefinedcoachingprocess
THANK YOU!
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