This document provides an overview of coaching salespeople through 12 modules. It discusses establishing coaching roles and responsibilities, inspiring salespeople, using data and metrics, avoiding common mistakes, and maintaining an internal coaching program. The case studies describe challenges coaches face like building trust, maintaining boundaries, uncommitted team members, and providing effective feedback and motivation. The overall message is that coaching requires developing relationships, communicating effectively, focusing on goals and processes, and creating the right culture and systems to maximize sales performance.

1. Coaching Salespeople
Everyday Development L.L.C

2. Module One: Getting
Started
Coaching salespeople, when
done correctly, will not only
increase sales, it will have a
positive impact on the
community and culture of a
company.
Coaching is 90%
attitude and
10% technique.
Anonymous

3. Workshop Objectives
Definition of
coaching
Monitor key
information
Communicate
effectively

4. Module Two: What Is a
Coach
Understanding the roles and
responsibilities of coaching as well as
the challenges that coaches face will
establish the foundation necessary
for the moving forward in the process
of becoming a coach for
salespeople.
Coaches are
aware of how to
ignite passion
and motivate
people. They
have an energy
that is
contagious and
know exactly
how to get their
team excited.
Brian Cagneey

5. Be a Coach
Productivity Adaptability Satisfaction Retention

6. Roles
Challenge Encouragement
Education Counselor

7. Responsibilities
Team’s focus on a common goal
Different processes and provide support
Monitor progress
Effective feedback, diplomatically

8. Face Challenges
Lack of trust
Dependent
Uncommitted
Lack of respect

9. Case Study
Kate was a new coach for her sales team
She attempted to become friends with her team
Some of them became very dismissive of her advice
She failed to maintain boundaries

10. Module Two: Review Questions
7. What should be done if members refuse to engage and commit?
a) Develop goals.
b) Cut them.
c) Solve problems.
d) Nothing.
Uncommitted team members are a risk. Have members develop goals, and cut them if they
refuse to engage.
8. What is necessary for building trust?
a) Sincerity.
b) Honesty.
c) Challenge.
d) A & B.
A lack of trust in relationships is a challenge in coaching. Honesty and sincerity will help build
trust in relationships.

11. Module Two: Review Questions
9. What did Kate do to create trust?
a) Be honest.
b) Provide feedback.
c) Become friends.
d) Nothing.
Kate was a new coach for her sales team. She attempted to become friends with her team in
order to develop trusting relationships with them.
10. What did Kate fail to do?
a) Maintain boundaries.
b) Act as a friend.
c) Nothing.
d) A & B.
Helena explained that she failed to maintain boundaries. She lost the respect of her team for
her positions.

12. Module Three: Coaching
Coaches need to be prepared to take
on the roles and responsibilities of
the job.
A manager is a
title, it does not
guarantee
success.
Coaching is an
action, not a
title and actions
will result in
successes!
Catherine
Pulsifier

13. Be Confident
Ready to take
risks
Follow
personal
beliefs
Admit and
learn from
mistakes
Do not seek
out acclaim
Act with
humility

14. Build Connections
Common Ground
Goals
Activities

15. Communicate
Encouragers
Repeat
Paraphrase
Empathy
Attention
Emotions
Notes
Open-ended

16. Focus on Process
Goal
Reality
Options
Will

17. Case Study
Laura and Sam were part of a sales team
They had a long-standing rivalry
Henry, the team coach, decided to address the issue
He began by practicing active listening with each one

18. Module Four: Process
Being an effective coach requires
an understanding of employees
and what it means to focus on
them.
To win in the
marketplace you
must first win in
the workplace.
Doug Conant

19. Define Effective Salespeople
Set Goals
Show Enthusiasm
Coachable

20. Coaching vs Training
Coaching
Use questions
Two-way
communication
Training
Drive learning
Control process

21. How Coachable Is an Employee (A.
G.R.O.W.T.H.)
Actionability
Gap
Relationship
Ownership
Willingness
Trust
Honesty

22. Avoid the Gap
Behavior and results
Individuals
Employee reasoning
Document activity
Clear and honest feedback

23. Case Study
Lorie was always behind the rest of the team
She kept promising to improve
Paul, the team coach, was unhappy with her performance.
He decided to discuss Lorie’s willingness to participate

24. Module Five: Inspiring
Coaches have to be inspiring if they
want to encourage excellence in their
salespeople. Inspiration is more than
compelling speeches. True inspiration
requires long-term commitment.
You must do the
things you think
you cannot do.
Eleanor
Roosevelt

25. Individualize
Behavior
Skills

26. Personalize Rewards
Communication
style
Personal likes Mix rewards

27. Acknowledge Success
Small
success
Tell team
Tell
Community

28. Provide Opportunity Over
Punishment
Opportunity Punishment
Creativity
Creativity

29. Case Study
Heather noticed that CJ was slipping in performance
She warned him that he risked being written up
He came in early and stayed late
His results were almost the same

30. Module Six: Authentic
Leadership
Coaching leadership needs to be
authentic to be effective.
Authenticity includes vulnerability,
encouraging individuality, listening,
and appreciating effort.
Management is
doing things
right; leadership
is doing the right
thing.
Peter Drucker

31. Vulnerability
Humanize
Improve skill sharing
Develop connection
Increase loyalty

32. Be Yourself and Encourage
Individuality
Being self-aware
Being vulnerable
Being in the moment

33. Examples
No judgment
No agenda

34. Appreciate Effort
Thank you
Think of ways

35. Case Study
Shannon was frustrated by the goals
She was afraid to speak up in meetings because of Nick
Shannon asked to speak with Nick
He was surprised she felt that way

36. Module Seven: Best Practices
As a coach, it is important that you
guide your team to best practices.
These are practices that will improve
how individual team members work
and improve the success of the team
as a whole.
Knowledge is of
no value unless
you put it into
practice.
Anton Chekov

37. SMART Goals
Specific Measurable Achievable
Reasonable Timely

38. Be Realistic
Expectations of outcomes
Timeframe
Effort involved
Funding
Skill level

39. Brainstorm Options
Diverse group
Introduce new team member
One speaker
Take notes
Set a goal
Do not judge

40. Take Away
Print up
takeaways
Use slides
Include sub-
points
Use images

41. Case Study
John attempted to implement brainstorming
Every attempt, however, resulted in chaos
He decided to contact his mentor,Jane
She explained that John needs to guide the exercise

42. Module Eight: Competition
Healthy competition can be highly
motivating to team members.
Competition, however, needs to be
handled carefully.
With
competition
everyone has to
try harder.
Harold H.
Greene

43. Social Pressure
Pressure
High
performers
Motivated
members
Strong team

44. Gamification
Dynamics
Mechanics
Components

45. Rewards
Game Level up Rewards

46. Don’t Go Overboard
Distrust
Gossip
Sabotage

47. Case Study
Harry liked games and was constantly implementing one with his sales team
Alice was the top performer
Resentment soon built around Alice
Alice finally asked Harry to stop

48. Module Nine: Data
With sales teams, it is necessary
to provide clear data that team
members can use to guide their
actions. You must give them clear
metrics that can be easily
measured and analyzed.
It is a capital
mistake to
theorize before
one has data.
Arthur Conan
Doyle

49. Provide Clear Metrics
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
Leads Created Leads Worked Demonstrations
Daily Results
Team Member A Team Members B Team Member C

50. Measureable Results
Surveys Evaluations
Questionnaires Reports

51. Analyze Data
Team Members Calls this Week Meetings this
Week
Demonstrations
this Week
Employee A 50 12 7
Employee B 35 5 4
Employee C 27 2 3

52. Visualize Trends
Visible
Accessible

53. Case Study
Catherine was struggling with her team
She told them their metrics at every meeting
She was successful at giving them visual representations
Metrics never seemed to motivate them

54. Module Ten: Maintenance Strategies
Understanding the benefits of
internal coaching and how to expand
these benefits by training more
coaches is where you must begin.
Maintenance is
terribly
important.
Manolo Blahnik

55. Benefits of Internal Program
Cost
Culture
Relationship
Organization

56. Choose a Method
Appreciative
Talen
Development
Solution-
focused
Practice Positive

57. Create a Culture
Adequate time is given
Managers are trained
Coaching in the budget
Employee buy in
Leadership buy in

58. Train Coaches
Choose Trainers
Certification

59. Case Study
Shane’s supervisor tasked him with creating a coaching program
Shane became a certified coach
Shane was to meet with upper management and
devise a plan
Shane still had not met with upper management
after 3 months

60. Module Eleven: Avoid Common
Mistakes
Coaching is a delicate balance. You
have a better chance of success if you
are aware of common mistakes and
take active steps to avoid them. Be
aware of your leadership
communication, and data analysis to
remain effective.
To win in the
marketplace,
you must first
win in the
workplace.
Doug Conant

61. Poor Leadership
Lack of vision
Not an example
Micromanage
Inflexible
Poor focus
Complacent

62. Ineffective Communication
Listening
Verbal communication
Non verbal communication

63. Incomplete Data
Defined
Sales
Activities
Real
Time
Tracking

64. Don’t Be Afraid to Let Go
Hinder
growth Hinder
development

65. Case Study
Thomas was working in a very dysfunctional team
Sylvia was unfocused and unable to communicate clearly
No one was sure what their goals were
Thomas decided to find a position with another team

66. Module Twelve:
Wrapping Up
Although this workshop is coming to a
close, we hope that your journey to
learning about coaching salespeople is just
beginning. Please take a moment to review
and update your action plan. This will be a
key tool to guide your progress in the days,
weeks, months, and years to come. We
wish you the best of luck on the rest of
your travels!
Have the end in
mind and every
day make sure
your working
towards it.
Ryan Allis

67. Words from the Wise
Vince
Lombardi
• Leaders are made, they are not
born. They are made by hard
effort, which is the price which
all of us must pay to achieve
any goal that is worthwhile.
Herm
Edwards
• Stay focused. Your start does
not determine how you’re
going to finish.