If managers are spending the same amount of time coaching, motivating, and keeping their teams accountable, why are some more successful than others? What does over 360 million data points say about the impact managers have on their salespeople? How much time should they be spending? Is there such a thing as too much time?

1. SCIENTIFIC SECRETS
OF SUPERHERO SALES
MANAGERS
CAROLE MAHONEY

2. 2
#NOTABOUTME
WHO I HELP
“I am working way too hard to be barely making
quota, and my manager doesn’t have the time
to coach me.”
Salespeople
50%
“No matter what I do I am treading water without
making a solid move in any direction.”
Sales Managers
25%
Sales Leaders
“We have given them every tool and training,
yet revenue is still inconsistent. Who can and
will improve?”
25%
@icarolemahoney

3. OUR AGENDA
SHOULD SALES MANAGER BE
SPENDING THEIR TIME?
WHERE
IS THE IMPACT ON SALESPEOPLE?
WHAT
TO CREATE SUPERHERO SALES
MANAGERS?
HOW
@icarolemahoney
bit.ly/superherosecrets

4. TIME
“Show me how you spend your time and I’ll tell you what
is important to you.” ~Kent Clothier
#NOTABOUTME

5. @icarolemahoney
WHERE IS TIME SPENT NOW?
Data source: sales managers evaluated by
Objective Management Group

6. 6
“Coaching is not a component within the sales
manager role; managing is now a component of the
new coaching role.”
~Trish Bertuzzi, “Sales Development Playbook”

7. @icarolemahoney
HOW MUCH COACHING TIME?
incremental impact of
coaching time peaks
between 40-50%.
PEAK RETURN
Data source: salespeople & their sales managers
evaluated by Objective Management Group
only 3% of managers
are spending at least
50% of time coaching.
THE OPPORTUNITY

8. @icarolemahoney
NOT ALL COACHING TIME IS CREATED EQUAL
sales managers average
coaching competency level
43%
sales managers who have
coaching as a strength
7%
IMPACT OF COACHING SKILLS ON SALESPEOPLE
managers with strong
coaching skills have stronger
salespeople
22%
Data source: salespeople & their sales managers
evaluated by Objective Management Group

9. REQUIRE SCHEDULED COACHING CALLS
● 15-20 min, 3x per week min
● group calls 2x per week
● opportunity, skill specific
● set aside time for email reviewing
TALK LESS, ASK MORE
● record coaching calls
● manager listens to 2 per week- 1 good, 1 bad
● analyze talk time, # of questions asked
● practice coaching calls with managers
● managers practice sales calls with reps
STRUCTURED DEBRIEF FORMAT
● start with outcome
● how got there?
● why?
● what’s next?
● practice
BUYER BASED SALES PROCESS
● layered questions sales process
● align buyer behaviors
● checklist of criteria to justify stage
COACHING
EXPERIMENT
ELEMENTS
@icarolemahoney

10. 10
“Motivation will always beat mere talent.”
~Norman Ralph Augustine

11. @icarolemahoney
HOW MUCH MOTIVATING TIME?
too much time means
more motivated
salespeople needed
HIRE BETTER
Data source: salespeople & their sales managers
evaluated by Objective Management Group
too much = cheerleading
PUT AWAY THE POM-POMS

12. @icarolemahoney
NOT ALL MOTIVATING TIME IS EQUAL
sales managers who have
motivating as a strength
21%
sales managers with half of
the necessary motivating
skills
90%
IMPACT OF MOTIVATING SKILLS ON SALESPEOPLE
strong motivating skills equals
stronger salespeople
17%
Data source: salespeople & their sales managers
evaluated by Objective Management Group

13. ID PERSONAL GOALS
GIVE RECOGNITION
● have managers go through their
own goal setting
● manager help reps do their own
goals
● align to company goals (quota)
● private
● public
CREATE ACTION PLAN
REPORT PROGRESS
● KPIs
● activities
● disciplines
● daily, weekly, monthly
● share challenges,iterate on the plan
● share insights learned and applied
MOTIVATION
EXPERIMENT
ELEMENTS
@icarolemahoney

14. 14
“Accountability is the glue that ties
commitment to the result.
~Bob Proctor

15. @icarolemahoney
HOW MUCH ACCOUNTABILITY TIME?
more time showed
improvements in
hunting, CRM Savvy, &
social selling
TOFU
Data source: salespeople & their sales managers
evaluated by Objective Management Group
sharp decline between
10-19%
GET OFF MY BACK!

16. @icarolemahoney
NOT ALL ACCOUNTABILITY TIME IS EQUAL
sales managers who have
accountability as a strength
with at least 75% of the skills
needed
16%
sales managers who have at
least 50% of the necessary
accountability skills
68%
IMPACT OF ACCOUNTABILITY SKILLS ON SALESPEOPLE
salespeople whose managers
have strong accountability
skills are 15% stronger
15%
Data source: salespeople & their sales managers
evaluated by Objective Management Group

17. CULTURE
GROUP ACCOUNTABILITY
● learning organization
○ personal mastery
○ bias recognition
○ shared vision
○ team learning
● group coaching calls
● daily huddles
EXPECTATIONS & ACTION PLANS
ALIGNED METRICS
● co-created
● clearly defined, written & shared
● consistent
● leading KPIs measure behaviors
that lead to outcomes
● outcomes are aligned to
personal and company goals
ACCOUNTABILITY
EXPERIMENT
ELEMENTS
@icarolemahoney

19. CONTACT ME
Resources to start your
own experiments
bit.ly/superherosecrets
@icarolemahoney
in/carolemahoney
www.unboundgrowth.com