Call a salesperson what you will — account executive,
marketing rep-resentative, sales team member, the list goes on. The
reality is that sales “management” is no longer the
optimum way to bring out the best in your team. Sales
“coaching” is.
A decade ago, sales managers could barely spell
“coach.” But within the past few years, sales
representatives have reported being coached as a top reason for
their success.
So is this a gimmick or the newest hot phrase to sell books,
seminars and teleconferences? I don't think so. As a professional
coach, I have seen countless businesses change their entire
approach toward sales and the management of their sales team
through coaching — and they've got the new accounts to show
for the effort.
Most sales managers want to coach, and most salespeople
want to be coached. But many sales organizations are
struggling with how to make this happen and to change the way they
do business.
What Is Sales Coaching?
A 2007 study of 2,000 salespeople by the Sales Executive Council
found that salespeople who received three or more hours of sales
coaching per month on average reached 107 percent of their quota,
compared to 88 percent of quota for salespeople who received little
or no coaching. The Chally World-Class Sales Executive Report
identified sales coaching as one of the top seven benchmarks of
world-class sales organizations.
So what is sales coaching and why does it have such an impact on
a sales team? The answer lies with each salesperson being
coached.
A generational paradigm has taken place under our noses: The
people we have in sales today are very different from the old
guard. This generation of reps has been “coached”
throughout their entire lives, and the last thing they want is a
boss. Sales coaching improves the performance of your sales team
because you work with sales reps instead of having them work
for you.
The sales coach does not always call the shots with his or her
sales team; he or she looks at the time spent with the team as
developmental, not evaluative. Coaches not only encourage their
team but also take a shared ownership in their team members'
success.
Overcoming Coaching Obstacles
There are three obstacles that can get in the way of sales
coaching: 1) directing and not collaborating; 2) not spending
enough time with your team; and 3) talking and not listening.
Remember that there is a fine line between managing and
coaching, evaluation and development. In sales coaching, there is
less directing and more collaboration.
By directing a salesperson, you will miss the chance to see
where he is on the motivational and/or learning curve. You will
also miss the opportunity to know how each individual salesperson
sees a certain situation and what he would do to remedy it.
Directing voids almost all interaction because when you are too
busy directing, you are not listening and probing. If you think
coaching sounds a lot like sales, you are correct.
Another coaching obstacle is making the time for your sales team
without interruptions. Your reps need to know that they are the
most important people in your day. You need to give them your
presence. You also need to follow-up with general calls or emails
to check in and see how they are doing.
Doing all of the talking and not really listening to your
salespeople may move your agenda ahead, but it does little to
engage them for sustained growth, either personally or
professionally. All sales leaders have an agenda. You have a quota
to hit, goals to achieve and you have a boss to report to.
Be careful not to let your agenda get in the way of your
coaching because that could negate any true growth. Make coaching a
part of your agenda.
Coaching is a culture that must envelop the entire organization.
Coaches need to be coached themselves. You cannot have a sales
coach who is managed by a boss. This just does not fit. If you are
an HME owner who is bossing your coach in hopes that he will coach
your team — wrong.
Develop a Sales Coaching Process
To begin the sales coaching process, you must first understand
the five steps of sales coaching:
STEP 1: Connect with your rep.
Pay attention to the relationship between you and your
salesperson. This will make both of you more comfortable.
Establish rapport. Let your team know you are there to help and
that you will be working together to improve the situation.
Be hard on the issues, not on the people. Coach people, manage
processes.
STEP 2: Compare perceptions.
They talk first. Sixty-five percent of all sales managers open
their coaching sessions by asking a question. By asking questions
you will:
Learn where the salesperson is on the curve.
Discover his insights, skills and judgment.
Be able to give specific feedback and direct your coaching.
STEP 3: Consider 'obstacles.'
Get the salesperson's perception of the obstacle. One common
example of a sales obstacle for HME company reps is getting past
the receptionist to see the referral source. Another might be if
your sales rep says the referral source will only see him if he
brings lunch.
Talk about your perception of the obstacle. In the case of the
stubborn receptionist, for instance, find out what your rep has
done so far to get past her. In the case of taking in lunch, ask
what the referral source means: Would “lunch” be for a
lot of people?
Spend up to 30 percent of your sales coaching on these two
actions.
Once you reach an agreement about the need for change, help the
salesperson consider what is blocking his progress to the desired
behavior. Offer alternatives in getting past the receptionist:
Maybe there is a better time of day to visit when the office isn't
crowded and she isn't so busy. Discuss what your company would gain
if your rep does take lunch to the referral source.
STEP 4: Remove obstacles.
The salesperson removes an obstacle based on dialog from Step 3.
As the sales coach, you add value and encourage the decision about
getting around that obstacle.
STEP 5: Commit to action.
What needs to be done? Turn your joint decision into an action
plan, and give it a timeline. Put some detail into the action
steps, as they will be the map for the success of the salesperson.
With the receptionist, for example, this might mean going with your
sales rep to help. Summarize the action plan.
Start Coaching for Success
So what is stopping you from sales coaching today? You have the
basic tools, now all you need to do is develop your plan and stick
to it. The investment of your time in coaching your sales team will
be a deposit in the future success of your business.
With 20 years of experience, Ty Bello is a Registered
Corporate Coach and the president and founder of Team@Work, a business
coaching organization specializing in the assessment, development
and coaching of individuals and teams in the HME industry. You can
reach him at ty@teamatworkcoaching.com or
260/493-7965.
It's Really Pretty Simple
Understand what sales coaching really is.
Overcome sales coaching obstacles.
Develop a sales coaching process for your business and your
team.
Start coaching for success!
