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5 Keys to Sales Coaching

Posted by Alex Cole-Murphy on Fri, Jul 19, 2019

In this article, we discuss the "5 Keys to Sales Coaching", or the five critical steps you must know and execute in order to get the best effort and results out of your salespeople.

They include:

  1. Insight
  2. Feedback
  3. Demonstrate
  4. Role Play
  5. Action Plan

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Coaching salespeople is hard work and it helps to have a consistent and effective process to help keep you on course. As a sales coach, there are five critical steps that you must know and execute in order to get the best effort and results out of your salespeople.

These are the 5 Keys to Coaching!

 

  • INSIGHT As a coach, you must be able to see what is happening and what is not happening out in the field.  Without real insight into what is going on, you will have difficulty understanding their choke points so that you can coach them.

        5 Keys to Coaching - Insight

 

  • FEEDBACK - As a sales coach, you must continually give your salespeople specific feedback on their activities.  This includes both positive and constructive feedback.  If you ask your salesperson if they will allow you to coach them to help them reach their goals, you will usually gain permission.  And that makes the journey better for everyone.

        5 Keys to Coaching - Feedback

 

  • DEMONSTRATE Part of a sales leader’s job is to be effective at demonstrating the behavior they want their salespeople to execute in the field.  And they must take time out of their busy day to schedule time with their team members and demonstrate specific situations from a sales call or meeting, role play with their team, identify gaps in the selling process, ask specific questions, and most importantly, coach their salespeople to become better salespeople!

       5 Keys to Coaching - Demonstrate

 

  • PRACTICE We have all heard the saying, “Practice makes perfect”. This is particularly true in selling. Practice is essential in improving selling skills, specific techniques, interpersonal skills, and attention-to-detail in the selling process.  Without practice, your salespeople will only go so far, and as a sales coach, you must role play with your salespeople in order for them to practice and achieve success!  Be prepared, they might not like it but they must do it.

       5 Keys to Coaching - Practice

 

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  • ACTION PLAN It is essential that YOU as a sales leader take time to sit down with your salesperson and establish an action plan – what are the specific prospecting and networking activities that they must do in order to reach their goals?  This will undoubtedly include utilizing LinkedIn, attending association meetings with the intent to meet the right target profile client, etc.  This action plan SHOULD include getting introductions from current clients.

      5 Keys to Coaching - Action Plan

 

To learn more about the 5 Keys to Coaching and our specific available coaching packages, check out the link below!

5 Keys to Coaching

 

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Who's in Charge Here?

Posted by Walt Gerano on Tue, Jul 16, 2019

A majority of sales people are so happy to get in front of a prospect that they sometimes allow them to control the sales process.

How do you get out in front of this and make sure that you are running the sales conversation? Stop wasting your time with people that don’t meet your criteria.  Failure to do so causes you to not only waste a lot of time, it keeps you from getting to real prospects that need your help.  

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A majority of salespeople are so happy to get in front of a prospect that they sometimes allow them to control the sales process.  Whatever question the prospect asks, we answer it.  Whenever the prospect asks for information, we give it to them.  When they want a proposal or quote, we go back to the office and begin to work on it.  

Who’s in charge here?

We didn’t really focus on how qualified they were, just whether or not we could get in front of them and how quickly we can present a solution.

Maybe we should find out if they are really a prospect.

  1. You have to find out why they took time to meet with you, the “why am I here?” question.
  2. You have to be of the mindset that they have to qualify to do business with you.
  3. You have the right to get all the information you need to do the job being asked of you.
  4. You have the right to make decisions that are not popular with others, remember don’t walk, talk, look and act like all the other salespeople.
  5. Finally, you have the right to walk away from anyone who isn’t a prospect.

Here are 4 things (at a minimum) you need to know in order to have a qualified prospect.

  1. Do they have a problem (PAIN) that they are committed to fixing?
  2. Do they have the time money and other resources to commit to a solution?
  3. Do you know their decision-making process, and have you met with ALL decision makers prior to agreeing to present?
  4. Did the prospect agree to a decision, yes or no, when you present your solution?

If you answered yes to all of those, then you have a prospect.

Stop wasting your time with people that don’t meet your criteria.  Failure to do so causes you to not only waste a lot of time, it keeps you from getting to real prospects that need your help.  Remember, no prospect, no problem. 

Next!

Topics: qualifying prospecting, Qualifying leads, closing sales, Business Development, qualifying sales prospects, sales preparation, prospect engagement

The Coveted Habits of Highly Successful Sales Managers

Posted by Tony Cole on Thu, Jul 11, 2019

Becoming, and staying, a sales manager is hard work.  Becoming an extraordinary sales manager is grueling and time consuming.  It requires attention to detail, the ability to have tough conversations with those who are not meeting their numbers, the desire and commitment to grow yourself and your salespeople, and consistent activity and patience.

In this article, we highlight some of common habits (good and bad) of salespeople and sales managers' working today. 

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The sales management activities that we are performing today are creating the results we are achieving tomorrow.  What activities are you doing now that are creating your current unsatisfactory results?  It is up to us as sales leaders to set higher standards for sales behaviors and hold people accountable, so that we get better results.

It is a given that successful sales management requires contributions on many levels:  skill, time, effort, effective execution, systems and processes to support coaching, performance management and recruiting.

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To help understand what makes a successful sales manager, it is helpful to review the Habits of Highly Successful Salespeople. I recently asked the participants of a workshop to identify and share those habits that they believed contributed to the success of their best salespeople. 

Below are some of the common habits identified:

  • Develops great relationships
  • Networks regularly
  • Good time management
  • Gets to decision makers
  • Is selective in prospecting
  • Provides exceptional customer service

Then I asked them to talk about the flip-side of the list – those habits that inhibited or hurt a salesperson’s ability to close more business. 

Below are some of the habits they identified:

  • Sells on price
  • Inconsistent prospecting
  • Procrastinates
  • Presents to the wrong people
  • Sells to anyone that fogs a mirror
  • Poor prioritization
  • Is too comfortable

How about you and your habits?  What are those habits that you can point to that you KNOW have a positive impact on your team’s sales behaviors and results? 

Here are some that I observe and hear about:

  • Coaches in-the-moment to get a deal closed
  • Reports sales results
  • Makes joint calls
  • Sets goals
  • Conducts regular sales meetings
  • Reviews and reports pipeline

This is a good list and with some additions, it can become a great list when we identify the skills of a great Coachone of the most critical roles of an effective sales leader. 

To examine what else you might want to consider, take a look at the following list of elements necessary for successful coaching:

It’s not enough to just have the skill.  In order for managers to be successful at having a sales team built for growth, the manager must be in the habit of using those skills.

Being an extraordinary sales manager is grueling and time-consuming.  It requires attention to detail, the ability to have tough conversations with those who are not meeting their numbers, the desire and commitment to grow yourself and your salespeople, and consistent activity and patience. 

Like the coach of a winning team or a conductor of an extraordinary symphony, you have the ability to positively affect the success and lives of your salespeople and company.   Are you taking the right steps to do so?

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Topics: sales management secrets, sales management responsibility, Sales Manager, responsibilities of sales manager, effective sales management

The Buyer Yesterday vs. The Buyer Today

Posted by Jack Kasel on Thu, Jul 11, 2019

Today’s buyer isn’t your grandpa’s, or even your dad’s, buyer.  They are coming to you much deeper into the sales process, meaning they are much more aware and informed than ever before.

As a sales rep, if you discuss things they can find on your company's website or discover themselves, how valuable are you? 

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Should you choose to believe it was the Department of Defense or Al Gore that invented the internet, let’s just suppose that the internet did not exist today.  What would your client need to do to get information about your product or service?

  1. Talk to a friend, family member, or co-worker
  2. Do some research in trade magazines
  3. OR talk to a salesperson

Should they choose option three, the salesperson could discuss the product’s Features, Benefits, and Advantages, along with price and service guarantees.  All the things salespeople like to discuss.  Sadly (or not) the internet does exist, so the question I have for my brothers and sisters in sales is this . . .

Why in the world would you waste time talking about things that your prospect can find on the internet?

Today’s Buyer isn’t your grandpa’s, or even your dad’s, buyer.  They are coming to you much deeper into the sales process, meaning they are much more aware and informed than ever before. We believe if you are talking about you, your company, or your products and services too early in the sales process, you’ve lost.  Guess what?   If they are interested in that “stuff”, they will look it up.  Here’s are two things every prospect or suspect is thinking about when you call on them:

  • The goals they want to accomplish
  • The challenges they face in overcoming those goals

If you discuss things they can find on a website or figure out themselves, how valuable are you?  How different are you?  How memorable are you?  Yesterday’s buyer would tolerate you telling them things because that was the only way they could learn. 

Today’s buyer needs much more from you. 

 

Topics: sales reps, buyer, today's buyer, changing behaviors, sales differences

Sales Coaching for the Sales Coaches

Posted by Tony Cole on Mon, Jul 08, 2019

In this article, we focus on Sales Coaching for Sales Coaches.  Often, in sales, the sales manager is not held to the same standards as those on the sales force.  While sales people are monitored on their calls, emails, CRM activity, and follow-up methodologies, the same cannot always be said for sales management.

To fix the problem, organizations must take action by understanding the exact qualifications and skills they are looking for in sales management, using the Objective Management Sales Manager assessment tool, and having the systems and processes in place to execute a Sales Managed Environment.athlete-baseball-boy-264337

When you Google "Sales Coaching", what you would most likely find is the following:

  • Sales Rep Coaching
  • Top 20 Sales Coaching Company
  • 30 Minute Free Consultation / Increase Sales by 56% of More
  • Sales Coaching Sales Coaching / Move the Needle with LevelJump

But this post is not about those things.  If you want information on how to effectively coach sales people go here:

Why is Selling So Damned Hard.

Instead, this is about coaching the coaches. Why would we focus on that you might ask?  Let me lean on my good friends at Objective Management Group and John Pattison for some BIG DATA information.  This is what they know, and by extension, what we know about successful sales management and successful sales organizations.

  • When you have an effective sales coach, sales grow annually at an average of 26%.
  • Only 18% of the 100,000+ sales managers assessed, have over 60% of the required skills to be effective at coaching.
  • A much smaller percentage spends at least 50% of their time coaching.

Let’s do the math – if you have 10 sales managers, about 2 of them will be effective at coaching.  If you are looking for a sales manager and interview 10 of them, only 2 of them will be effective at coaching.

THAT is why I am focusing on Sales Coaching for Sales Coaches.

So, how and why do sales managers end up in the role, and why do companies continue to fail massively in an effort to effectively build and execute a sales managed environment?  Here are the answers to those questions, and yes they are in order of likely answers:

  1. Career path – Most organizations promote sales people because that seems to be the logical career path for a successful sales person.
  2. Great sales skills – The ‘career path’ sales candidates have great skills! Those include persuasion, interviewing well, presenting well and negotiation.
  3. Candidates that have a ‘sales management’ resume impress Presidents, HR recruiters and hiring managers with great talk and expertise about performance management, sales metrics, the number of sales people they have hitting  sales goals, using CRM and pipeline management technology.
  4. Companies don’t invest time money or effort to train and develop people to be effective sales managers. They assume that they come wired for success. This is kind of buying Salesforce out of the box – it won’t do the things you need it to do without hiring a Salesforce consultant to customize and build out the tool.
  5. There is failure to hold sales managers to the same rigor of performance management and coaching that is expected of sales people. Sales people are required to report sales activities and enter opportunities into the CRM. With our clients, sales people are taken through a discussion about achieving extraordinary results and building a success formula to achieve that goal. Sales managers do not typically report on the number of:
    1. Joint calls conducted
    2. Pre and post-call debriefing sessions
    3. 1-on-1 sales skills and behavior improvement coaching sessions
    4. 1-on-1 sessions to review the business plan and update the success formula
    5. Prospect / recruiting meetings they had or networking events they attended to find new sales people
    6. Sales management classes enrolled in or books they’ve read to improve skills
    7. Data analysis reports they’ve run to determine how well the bottom 2/3 of the sales team is doing as compared to the top 2/3

To ‘Fix” the problem, organizations and current sales executives must do the following:

  1. Understand the exact qualifications and skills you are looking for in the role and hire / develop the talent that can execute the skills necessary to get those outcomes
  2. Make sure that you use the Objective Management Sales Manager assessment tool to determine if the candidate has the Will to Succeed in the role, the right Sales Management DNA, and enough of the Sales Management Competencies so that you don’t have a extend yourself and your team to develop what you should have hired
  3. Have a system and process in place that clearly outlines the necessary tools, systems and processes to execute a Sales Managed Environment:
    1. Performance management and developing an no excuse sales environment
    2. Coaching for Success
    3. Motivation that Works
    4. Upgrading the Sales Force
    5. Recruiting talented sales people

Topics: sales management skills, sales management success, Sales Management Training, hiring sales managers, sales management tools, responsibilities of sales manager, develop talent

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    About our Blog

    Founder and CLO Tony Cole has been working with financial firms for more than 25 years to help them close their sales opportunity gap.  He is a master at using science based data and finely honed coaching strategies to help build effective sales teams.  Don’t miss his weekly sales management blog insights.

     

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