Recent research reveals that an overwhelming 77 percent of firms don’t provide adequate coaching to their salespeople. This gap exists despite the fact that the same research shows an effective sales coaching strategy can improve revenue and profit achievement by nearly 20 percent. So why are so many companies still missing the mark when it comes to sales coaching? In this webcast, co-hosted with the Association of Talent Development, our presenters share data-driven best practices for implementing a sales coaching program that will help your organization develop a sales coaching culture, support front-line managers with real-time insights into their team’s skills and capabilities, and overcome the most common barriers to better coaching.

1. TURNING SALES MANAGERS
INTO GREAT COACHES
with Ray Makela and Lisa Clark

2. 2
Today’s Presenters
RAY MAKELA
rmakela@salesreadinessgroup.com
LISA CLARK
lclark@qstream.com

3. 3
Sharing Today’s Presentation
TWITTER
@SalesReadiness
@Qstream
HASHTAG
#CoachingtoWin

4. 4
Coaching Impact on Revenue Performance
Sales Management Association .
12.8%
Amount of Coaching
Provided
Determines
Firm Performance
(Revenue Growth)

5. 5
Coaching Impact on Revenue Performance
13.6% Effec2veness of
Coaching
Determines
Firm Performance
(Revenue Growth)
Sales Management Association .

6. POLL
How do your sales managers learn to
coach their sales teams?
1. Figure it out on their own
2. Mentoring by more experienced sales
managers
3. AHend formal coaching program (generic)
4. ParJcipate in sales coaching program
(specific to sales managers)

7. 7
The Sales Leadership Pipeline
Sales Person
V.P. Sales
Sales Manager
Organiza2onal Leader
TURN
TURN
TURN
The Leadership Pipeline by Ram Charan

8. 8
Sales Rep vs. Sales Manager: Skills and Knowledge
Sales Rep Sales Manager
Prospec2ng skills SeGng team goals, priori2es
Ques2oning skills Recrui2ng & selec2ng
Listening/communica2on Coaching
Managing objec2ons Sales performance management
Gaining commitment Leadership & mo2va2on
Time management (self) Time management (team)
Product knowledge Industry knowledge and trends

9. 9
The 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)

10. 10
Core Skills of Great Sales Managers
Hire
Manage
Coach
Lead

11. 11
Development focus is on skills,
knowledge or use of strategies
that will improve sales results.
Sales Coaching
11

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Two Types of Sales Coaching
Opportunity
Coaching
SKILLS
COACHING

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The planning or implementaJon
of sales strategies for a specific
sales opportunity.
Examples:
• Deal is stuck
• Accessing decision makers
• Addressing complicated issue
Opportunity Coaching
Opportunity
Coaching
SKILLS
COACHING

14. 14
Developing specific selling
skills and knowledge of
individual salespeople.
Examples:
• ProspecJng skills
• IdenJfying customer
prioriJes
• Managing customer
objecJons
Skills Coaching
Opportunity
Coaching
SKILLS
COACHING

15. 15
Best Practice
25%-40%
of a front-line sales manager’s
Jme should be focused on
sales coaching

16. 16
• Sales people learn how to
solve their own problems
without your involvement
• As skills improve, results
improve
• Manager spends less Jme
“puWng out fires”
Coaching Creates Leverage

17. 17
Business Case for Sales Coaching
“Sales managers are a high leverage opportunity for improved performance”
--Source: CSO Insights, 2015 Sales Management OpJmizaJon Study
Coaching Skills:
Needs
Improvement
Coaching Skills:
Meets
ExpectaJon
Coaching Skills:
Exceed
ExpectaJons
IdenJfy New
OpportuniJes 18.3% 51.8% 71.1%
Sell Value/
Avoid DiscounJng 37.9% 70.0% 89.9%
Percentage of
Overall Plan
AHainment
84.5% 89.3% 94.9%
Source: CSO Insights, 2015 Sales Management OpJmizaJon Study

18. Sales Coaching
Challenges
What are your managers
most significant sales
coaching challenges?

19. 19
• Don’t know how to coach
• Not spending enough Jme
coaching right reps
• No consistent coaching
process
• Coaching is viewed as
remedial or confrontaJonal
• Don’t have Jme to coach
Common Sales Coaching Challenges

20. 20
Metrics used to determine which reps need additional coaching
CSO Insights

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COACH
• Apply 5-step sales
coaching model
• Overcome
coaching
challenges
• Allocate
coaching Jme
Effective Sales Coaching
MINDSET
• Managing vs.
coaching
• When to coach
• Develop coaching
mindset
ANALYZE
• Co-assess and
analyze
• Discuss
performance

22. 22
Data-Driven Manager Dashboards

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Targeted Coaching Actions

24. 24
Templates and Communication Tools

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When is Coaching Appropriate?
COACHING CAREER PATHING
TRAININGPERFORMANCE
COUNSELING EMPOWERING
COMMUNICATING
EXPECTATIONS
TERMINATION
DISCIPLINE
DIRECTING

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Great Coaches:
• Demonstrates commitment
individuals success
• Has earned individual’s
respect
• Are posiJve and candid
• Use “mistakes” as
learning experience
• Focus on behaviors not
judgments
Coaching Attributes

27. 27
The Coaching Mindset: Three A’s
Ask
First
Assume
Best
Inten2ons
Ac2vely
Listen
The
Coaching
Mindset

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Causes of Gaps in Selling Skills
Mo2va2on
• I don’t want to
• I don’t like it
• I’m bored with it
• I don’t think it’s
worth it
Proficiency
• I don’t know how
• I don’t understand
• I don’t have the
informaJon or tools

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• Assess salesperson
• Plot skills
• Have salesperson self-assess
• IdenJfy differences
• IdenJfy Management
AcJons
Co-Assess and Analyze

30. 30
Reinforce the Skills that Matter Most
Notification! Challenge! Results! Explanation!1
2
3
4
Leaderboard!5

31. 31
Coaching is About Moving the Middle
MOTIVATION
PROFICIENCY
DIRECTING
TRAINING EMPOWERING
PERFORMANCE
COUNSELING
COACHING

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MOIVATION
PROFICIENCY
DIRECTING
TRAINING EMPOWERING
PERFORMANCE
COUNSELING
COACHING
Coaching Diamond

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1.
Develop
Coaching
Plan
2.
Conduct
Pre-Call
Briefing
3.
Observe
Sales
Coaching Call
4.
Debrief
Sales
Coaching Call
5. Follow-Up
5-Step Sales Coaching Model

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• Reinforce posiJve behavior
• Lead self-discovery
• Deliver coaching feedback
ajer self-discovery
• Provide pracJce
• Check for agreement
Debrief Sales Coaching Call

35. Self-Discovery
Why is self-discovery
important when coaching?

36. 36
• Change is owned by
salesperson, not coach
• Creates posiJve coaching
experiences
• Coach learns salesperson’s
perspecJve
Why Self-Discovery

37. 37
• Summarize strengths
• Ask quesJons
• Encourage salesperson to
share successes
• Agree on development
needs
• Update Coaching Visit
Planner if appropriate
• Schedule follow-up calls
Follow Up

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Performance Correlation Helps Track Outcomes

39. Key Takeaways
ü Most managers don’t know how to
coach, but can learn
ü Sales coaching creates “leverage”
ü Sales coaching is best management
acJon for moving middle
ü Coaching mindset: Lead self-
discovery
ü Used defined coaching process

40. Q&A
For more information…
Please contact us at:
info@qstream.com
1.781.222.2020

41. THANK YOU!