Our definition of coaching is simple: Coaching utilizes a process of inquiry which allows your team to articulate what they want, then access their own energy to achieve it. Coaching is more than identifying targets and then holding people accountable. It is about inspiring people to reach higher than they thought possible and then helping them however you need to in order to achieve the goal they set for themselves. Most sales leaders focus on the accountability side of leadership, not the inspiring or helping side of leadership. Our experience has been that world-class coaches develop world class teams. Coaching is about identifying growth objectives (not just outcomes), creating action plans, and then going “all-in” on achieving them. The coach doesn’t do the things that lead to growth…the salesperson does. This is why it is important that coaches don’t step in and do things that the salesperson should be doing. Too often managers become crutches instead of coaches. Managers generally look backwards. Coaches look forwards. The coaching discipline requires different metrics, tools, and cadences than the ones required for a management function.
Xvoyant is built native in the Salesforce.com platform. It is turned on by sales leaders simply by turning on the Xvoyant tab.
The Xvoyant application looks at historical data already captured and stored in Salesforce and creates forward-looking coaching tools from the data your company has been gathering. There are no integrations or need to login to third-party tools. Sales Leaders will be able to click into their Xvoyant coaching tab while in Salesforce to reinforce your CRM platform as the tool used to manage the sales function. All notifications, calendaring, and other elements of the Xvoyant system are built on the Salesforce backbone.
At this time, Xvoyant is only used in the Salesforce.com platform.
There are a few proprietary coaching tools available only through Xvoyant. These tools measure the strength of your sales process, willingness to change for an individual salesperson, and salesperson engagement. These metrics are intuitive and very easy to use. Sales leaders using the Xvoyant platform generally find the navigation and insights presented to be self-explanatory. One of our guiding principles is to build software that requires no user guide or training sessions. While we provide training and reference tools, our clients generally are very pleased with the simplicity of the user experience.
Use of time is driven by the perceived role of a salesperson or sales leader. Generally speaking, a sales leader spends less than 20% of their time in actual coaching activities. Our findings have been that a sales leader should spend 40% or more of their time on coaching. The primary role of a sales leader should be reproducing skills in their salespeople that will help those salespeople have more success over their career. Role perception drives use of time and the required tools. Coaching is what drives engagement. Engagement drives activities. Activities drive outcomes. Outcomes drive success. Success defines careers. Our advice is to make coaching the primary role a sales leader focuses on. This being the case, it will reprioritize how a leader uses their time. Xvoyant provides tools that helps optimize leaders committed to the role of coaching.
Currently the only print functions are those resident in the salesforce menu. Robust reporting tools are on the product roadmap and will be available soon.
Coaching is a function of role perception. Studies have shown, and our experience has verified, that the skill that drives both performance and engagement is the quality of coaching. These same studies and experiences have shown that it is the skill managers most often underperform in, even though it is the skill that matters most. This means if managers will invest the time to learn the behaviors of a world-class coach, they will have a defensible competitive advantage that will yield both performance improvement and the retention of their salespeople. This often is the best way to get managers to “Buy In” to the role of coaching. The business case is so compelling that an organization can’t afford NOT to invest in coaching.