Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Qstream and Sales Readiness Group: Transforming Sales Managers into Great Coaches

328 views

Published on

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.

Published in: Sales
  • Be the first to comment

Qstream and Sales Readiness Group: Transforming Sales Managers into Great Coaches

  1. 1. TURNING SALES MANAGERS INTO GREAT COACHES with Ray Makela and Lisa Clark
  2. 2. 2 Today’s Presenters RAY MAKELA rmakela@salesreadinessgroup.com LISA CLARK lclark@qstream.com
  3. 3. 3 Sharing Today’s Presentation TWITTER @SalesReadiness @Qstream HASHTAG #CoachingtoWin
  4. 4. 4 Coaching Impact on Revenue Performance Sales Management Association . 12.8% Amount of Coaching Provided Determines Firm Performance (Revenue Growth)
  5. 5. 5 Coaching Impact on Revenue Performance 13.6% Effec2veness of Coaching Determines Firm Performance (Revenue Growth) Sales Management Association .
  6. 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. 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. 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. 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. 10 Core Skills of Great Sales Managers Hire Manage Coach Lead
  11. 11. 11 Development focus is on skills, knowledge or use of strategies that will improve sales results. Sales Coaching 11
  12. 12. 12 Two Types of Sales Coaching Opportunity Coaching SKILLS COACHING
  13. 13. 13 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. 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. 15 Best Practice 25%-40% of a front-line sales manager’s Jme should be focused on sales coaching
  16. 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. 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. 18. Sales Coaching Challenges What are your managers most significant sales coaching challenges?
  19. 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. 20 Metrics used to determine which reps need additional coaching CSO Insights
  21. 21. 21 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. 22 Data-Driven Manager Dashboards
  23. 23. 23 Targeted Coaching Actions
  24. 24. 24 Templates and Communication Tools
  25. 25. 25 When is Coaching Appropriate? COACHING CAREER PATHING TRAININGPERFORMANCE COUNSELING EMPOWERING COMMUNICATING EXPECTATIONS TERMINATION DISCIPLINE DIRECTING
  26. 26. 26 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. 27 The Coaching Mindset: Three A’s Ask First Assume Best Inten2ons Ac2vely Listen The Coaching Mindset
  28. 28. 28 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
  29. 29. 29 •  Assess salesperson •  Plot skills •  Have salesperson self-assess •  IdenJfy differences •  IdenJfy Management AcJons Co-Assess and Analyze
  30. 30. 30 Reinforce the Skills that Matter Most Notification! Challenge! Results! Explanation!1 2 3 4 Leaderboard!5
  31. 31. 31 Coaching is About Moving the Middle MOTIVATION PROFICIENCY DIRECTING TRAINING EMPOWERING PERFORMANCE COUNSELING COACHING
  32. 32. 32 MOIVATION PROFICIENCY DIRECTING TRAINING EMPOWERING PERFORMANCE COUNSELING COACHING Coaching Diamond
  33. 33. 33 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
  34. 34. 34 •  Reinforce posiJve behavior •  Lead self-discovery •  Deliver coaching feedback ajer self-discovery •  Provide pracJce •  Check for agreement Debrief Sales Coaching Call
  35. 35. Self-Discovery Why is self-discovery important when coaching?
  36. 36. 36 •  Change is owned by salesperson, not coach •  Creates posiJve coaching experiences •  Coach learns salesperson’s perspecJve Why Self-Discovery
  37. 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
  38. 38. 38 Performance Correlation Helps Track Outcomes
  39. 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. 40. Q&A For more information… Please contact us at: info@qstream.com 1.781.222.2020
  41. 41. THANK YOU!

×