TURNING SALES MANAGERS INTO GREAT COACHES with Ray Makela and Lisa Clark

2Today’s Presenters

RAY MAKELA rmakela@salesreadinessgroup.com

LISA CLARK lclark@qstream.com

3Sharing Today’s Presentation

TWITTER

@SalesReadiness

@Qstream

HASHTAG

#CoachingtoWin

4Coaching Impact on Revenue Performance

Sales Management Association .

12.8%AmountofCoaching

ProvidedDetermines

FirmPerformance(RevenueGrowth)

5Coaching Impact on Revenue Performance

13.6%Effec2venessofCoachingDetermines

FirmPerformance(RevenueGrowth)

Sales Management Association .

POLL

Howdoyoursalesmanagerslearntocoachtheirsalesteams?1.  Figureitoutontheirown2.  Mentoringbymoreexperiencedsales

managers3.  AHendformalcoachingprogram(generic)4.  ParJcipateinsalescoachingprogram

(specifictosalesmanagers)

7The Sales Leadership Pipeline

SalesPerson

V.P.Sales

SalesManager

Organiza2onalLeader

TURN

TURN

TURN

The Leadership Pipeline by Ram Charan

8Sales Rep vs. Sales Manager: Skills and Knowledge

SalesRep SalesManagerProspec2ngskills SeGngteamgoals,priori2es

Ques2oningskills Recrui2ng&selec2ng

Listening/communica2on Coaching

Managingobjec2ons Salesperformancemanagement

Gainingcommitment Leadership&mo2va2on

Timemanagement(self) Timemanagement(team)

Productknowledge Industryknowledgeandtrends

9The 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)

10Core Skills of Great Sales Managers

Hire

Manage

Coach

Lead

11

Developmentfocusisonskills,knowledgeoruseofstrategiesthatwillimprovesalesresults.

Sales Coaching

11

12Two Types of Sales Coaching

OpportunityCoaching

SKILLSCOACHING

13

TheplanningorimplementaJonofsalesstrategiesforaspecificsalesopportunity.

Examples:

•  Dealisstuck•  Accessingdecisionmakers

•  Addressingcomplicatedissue

Opportunity Coaching

OpportunityCoaching

SKILLSCOACHING

14

Developingspecificsellingskillsandknowledgeofindividualsalespeople.

Examples:

•  ProspecJngskills•  IdenJfyingcustomerprioriJes

•  ManagingcustomerobjecJons

Skills Coaching

OpportunityCoaching

SKILLSCOACHING

15Best Practice

25%-40%ofafront-linesalesmanager’s

Jmeshouldbefocusedonsalescoaching

16

•  Salespeoplelearnhowtosolvetheirownproblemswithoutyourinvolvement

•  Asskillsimprove,resultsimprove

•  ManagerspendslessJme“puWngoutfires”

Coaching Creates Leverage

17Business Case for Sales Coaching

“Salesmanagersareahighleverageopportunityforimprovedperformance”--Source:CSOInsights,2015SalesManagementOpJmizaJonStudy

CoachingSkills:Needs

Improvement

CoachingSkills:Meets

ExpectaJon

CoachingSkills:Exceed

ExpectaJons

IdenJfyNewOpportuniJes 18.3% 51.8% 71.1%

SellValue/AvoidDiscounJng 37.9% 70.0% 89.9%PercentageofOverallPlanAHainment

84.5% 89.3% 94.9%

Source:CSOInsights,2015SalesManagementOpJmizaJonStudy

Sales Coaching Challenges

Whatareyourmanagersmostsignificantsalescoachingchallenges?

19

•  Don’tknowhowtocoach•  NotspendingenoughJmecoachingrightreps

•  Noconsistentcoachingprocess

•  CoachingisviewedasremedialorconfrontaJonal

•  Don’thaveJmetocoach

Common Sales Coaching Challenges

20Metrics used to determine which reps need additional coaching

CSO Insights

21

COACH•  Apply5-stepsalescoachingmodel

•  Overcomecoachingchallenges

•  AllocatecoachingJme

Effective Sales Coaching

MINDSET•  Managingvs.coaching

•  Whentocoach

•  Developcoachingmindset

ANALYZE•  Co-assessandanalyze

•  Discussperformance

22Data-Driven Manager Dashboards

23Targeted Coaching Actions

24Templates and Communication Tools

25When is Coaching Appropriate?

COACHING CAREER PATHING TRAINING PERFORMANCE

COUNSELING EMPOWERING

COMMUNICATING EXPECTATIONS

TERMINATION�

DISCIPLINE

DIRECTING

26

GreatCoaches:

•  Demonstratescommitmentindividualssuccess

•  Hasearnedindividual’srespect

•  AreposiJveandcandid•  Use“mistakes”aslearningexperience

•  Focusonbehaviorsnotjudgments

Coaching Attributes

27The Coaching Mindset: Three A’s

AskFirst

AssumeBest

Inten2ons

Ac2velyListen

TheCoachingMindset

28Causes of Gaps in Selling Skills

Mo2va2on

•  Idon’twantto•  Idon’tlikeit•  I’mboredwithit

•  Idon’tthinkit’sworthit

Proficiency

•  Idon’tknowhow•  Idon’tunderstand•  Idon’thavetheinformaJonortools

29

•  Assesssalesperson•  Plotskills•  Havesalespersonself-assess•  IdenJfydifferences•  IdenJfyManagement

AcJons

Co-Assess and Analyze

30Reinforce the Skills that Matter Most

Notification! Challenge! Results! Explanation!1 2 3 4 Leaderboard!5

31Coaching is About Moving the Middle

MOTIVA

TION

PROFICIENCYDIRECTING

TRAINING EMPOWERING

PERFORMANCECOUNSELING

COACHING

32

MOIVAT

ION

PROFICIENCY

DIRECTING

TRAINING EMPOWERING

PERFORMANCECOUNSELING

COACHING

Coaching Diamond

33

1.DevelopCoachingPlan

2.ConductPre-CallBriefing

3.ObserveSales

CoachingCall

4.DebriefSales

CoachingCall

5.Follow-Up

5-Step Sales Coaching Model

34

•  ReinforceposiJvebehavior•  Leadself-discovery•  Delivercoachingfeedbackajerself-discovery

•  ProvidepracJce•  Checkforagreement

Debrief Sales Coaching Call

Self-Discovery

Whyisself-discoveryimportantwhencoaching?

36

•  Changeisownedbysalesperson,notcoach

•  CreatesposiJvecoachingexperiences

•  Coachlearnssalesperson’sperspecJve

Why Self-Discovery

37

•  Summarizestrengths•  AskquesJons•  Encouragesalespersontosharesuccesses

•  Agreeondevelopmentneeds

•  UpdateCoachingVisitPlannerifappropriate

•  Schedulefollow-upcalls

Follow Up

38Performance Correlation Helps Track Outcomes

Key Takeaways

ü Mostmanagersdon’tknowhowtocoach,butcanlearn

ü  Salescoachingcreates“leverage”ü  Salescoachingisbestmanagement

acJonformovingmiddle

ü  Coachingmindset:Leadself-discovery

ü  Useddefinedcoachingprocess

Q&A

For more information…

Please contact us at:info@qstream.com

1.781.222.2020

THANK YOU!