by Nico Chaparro
Over the last six months, I’ve had the privilege to talk to over 1,000 sales leaders all over the world about their initiatives around sales coaching and improving their team members. What I’ve learned from these conversations has been eye-opening, and it’s evident that a sales leader’s coaching process can make all the difference in building industry-leading sales teams.
While working with these top sales leaders I was able to find that they all share one important attribute, they’re humble. Top sales leaders understand that they do not have all the answers, so during their coaching sessions, they incorporate the salesperson’s opinion about what to do next. They don’t command. They ask questions. They like to push the “how” button instead of the “more” button. They listen to their reps and help them find ways to improve.
A recent study conducted by Keenan, CEO of A Sales Guy Consulting, shows that 83% of sales managers say they are awesome at coaching, while 48% of salespeople say they never get any coaching.
This huge gap in opinions from a sales leader to a sales rep shows us that what some managers call coaching doesn’t feel like coaching to a sales person and that the only way to help someone improve is by staying relevant to their needs, so relevance when coaching is key.
Here are some key take-aways from my conversations:
- Top sales leaders know their team members. They know their strengths and weaknesses. When finding a new deal, the best sales leaders know exactly which rep is suited for that opportunity. Not all of your team members are created equal. Some might be good at closing smaller deals, and others love the chase of a big opportunity. If you get to know them, what they feel comfortable doing and where their sales skills allow them to perform their best, your coaching initiatives will become more relevant to that salesperson’s needs, and you will gain their trust.
- Structure your coaching sessions. Having a coaching session over lunch or simply catching up when you can is not enough. Set a day and time for the coaching session and stay consistent. This consistency will show your team members that you care for them, and that their success is serious business to you. You tell your reps they’re important all the time, and this is your time to show that what you say is true.
- Know what you’re asking. During your coaching sessions, ask questions that show you understand your rep’s sales process. Ask specific, open-ended questions about each opportunity, and the buyer verifiers driving the progress of the deal. Follow up on goals you’ve set in previous sessions and report on what you have been doing to help them close important deals.
- Quit pushing the MORE button and start pressing the HOW button. Sales reps are tired of hearing their managers say, “go get more!” or “make your quota!” Instead, teach them how to get more. Help them think outside of the box. Learn what activities will lead to more success. If you want to help them hit their quota, simply asking them to get more by doing the same activities will not be enough. More activities do not always lead to more results, but smart, purpose-driven activities always do.
- Separate your coaching sessions. Keep your sessions simple. If the rep leaves your session with a massive to-do list, then you are doing it wrong. If there are a lot of subjects to coach around, separate them into different coaching sessions. One session might be around the pipeline, while another around improving your sales process. By focusing on a few things at a time, you will get more out of your reps because they will have a clear understanding of what is expected of them.
- Walk the walk. Don’t just ask, do. Show your team members that you can still sell. Get your hands dirty, go on a ride along, and help them close those big deals. Do this enough times, and you will win their trust and respect.
Ask yourself these questions. As a sales leader are you managing in a way that your reps feel inspired? Do they leave your coaching sessions wanting more? Do they understand that your role as a leader is to help them improve their careers?
Remember, a good coach stays consistent with their coaching initiatives, but a great coach consistently reviews their initiatives and finds ways to improve.