This one is for the enablement folks. Truth: I’m an enablement leader in my heart and soul.
I was just talking to an enablement leader friend who was really frustrated that they spent so many months building a robust training program – rolled it out beautifully – and had to hand their baby over to the sales manager to keep those skills alive. Which did not work…
I’ve been both an enablement leader and sales manager and can tell you that sales management is the busiest job in the world. We spend the bulk of our day fighting fires and there’s never been a learning emergency.
So if you’re an enablement or training leader and you’d like some tips to get sales managers to coach more often and keep rep skills alive, keep reading.
I’ve got 20 tips to help you increase the sales coaching focus at work. Below are my top 3 (get the rest at the bottom of this article).
#1 – Don’t expect them to do more work. As I said previously, sales management is the busiest job in the world. If you want them to coach, you’ve got to fit coaching into their jam-packed schedule. What meetings do sales managers have often? Rep performance 1:1s, pipeline meetings, team meetings, and sales huddles. You’ve got to find ways for your managers to keep rep skills alive during their existing meetings.
At Factor 8, we’ve built manager toolkits that have activities a sales manager can run during a sales huddle to keep skills alive after training.
#2 – Make it easy. If they need to build a deck, it’s not going to happen. If they need to create a process, it’s not going to happen. If they need to go on a scavenger hunt to find different information for the coaching session, it’s not going to happen. You’ve got to make it fast and easy for managers.
At Factor 8, we’ve created coaching guides for various rep skills that managers can easily use for skill reinforcement. They combine a cheat sheet of what “good” looks like, which questions to ask during coaching, and a ready-to-use worksheet that coaches both the will and the skill with an easy grading form.
#3 – Most managers don’t know what “coaching” means. Sure, they understand the definition, but they don’t know what it means to actually coach a rep and they definitely don’t know what “good” coaching looks like. That means you get a lot of things like this…
“Hey rep, let’s work on this deal.” You’ve been coached. ✔
“Hey team, what’s the forecast?” You’ve been coached. ✔
“Let me get on this call and help you close it.” You’ve been coached. ✔
Folks, this isn’t coaching. As enablement leaders, we know that.
So, in training hundreds of sales managers over the last few years, I’ve learned that it’s a tough skill, it’s not natural for sales managers, and they’re too nervous to do it (though they’ll never admit that last one out loud).
Just put yourself in their shoes. Imagine going to a top player and saying “Let me listen to your call and give you feedback on how to do it better.” Sounds terribly nerve-wracking, right?
That’s why we’ve got to address it and build confidence in their sales coaching, call coaching, and rep skill coaching skills.
If you haven’t taught your managers how to coach to build up their own confidence, it’s probably no surprise that you think they can be doing more coaching.
If you’d like to talk about more specific strategies or a particular issue you’re dealing with in making that connection with sales leadership so they really get behind enablement, I’m here to talk. Email me at LB@factor8.com.
Managers/Leaders: What does it take to run a successful sales rep 1:1 meeting?
Ten bucks says you and your rep have different definitions of “success” here.
As a Rep, we want:
Some solid “atta-boys” – show me the love!
To feel “seen” by management – time and access is a big deal
To gain some insight into the team – department and company
An understanding of where we stand on the team
Development on how to do even better
Insight into career options and how to get there
A clear understanding of our next goals and how to reach them
To leave feeling important and pumped up to perform
As a Manager, we want:
To be sure our Rep knows where they stand against goal
To be sure our Rep knows how they’ll make their number this month
Clear up any behavioral or skill issues
Be sure they’re cool
Mostly, we need to be done with this meeting and get on with the next one right? Maybe during this time we could also look at the pipeline, the call coaching scores, review company announcements, and check off all vacation requests? Like really, can we just check them completely off the “to-do” list for at LEAST a month?
If I’m reading your mind right now, it’s because these are the questions I get when teaching managers the ropes. Things like…
“Why do I need a separate deal strategy, pipeline, and 1:1?”
“Do these need to be monthly or is quarterly OK?”
“I can do all this in less than 30 minutes, is that OK?”
And the fundamental difference here is that we have 8-15 of these to do a month and our reps have one. We need the team to perform and cause fewer issues, and they need to feel connected to their boss, their team, their career growth, and their company. And you guessed it, their 1:1 time is where it happens.
A recent Forbes article taught us that today’s hiring generations care most about 3 things:
Career development
Skill development
Access to leadership (that’s you, baby!)
Ready for a perspective bomb? Imagine you have kids (if you do, imagine you have easier kids 😉). Yeah, you could probably keep them alive with 60 total minutes/day of feeding, maybe some basic hygiene and transport, but keeping them alive is very different than ensuring their happiness and development as human beings. We’re all trying to spend MORE than a few hours/day with our families right?
I know, your reps are not your children.
Or, are they?
Learn more about what GREAT managers cover in their monthly rep 1:1 meetings, plus how monthly performance meetings fit into the greater picture of management meetings (and how we’ll ultimately save you time) at our upcoming Sales Management 101 and Sales Management 201 Boot Camps!
Ready to improve your sales rep 1:1 meetings?
Join one of our upcoming Virtual Sales Management Boot Camps! We offer 3 different classes for new, aspiring, and seasoned Sales Managers. Our Boot Camps cover the most important aspects of a sales management position, like running a successful 1:1, time management and productivity, having difficult conversations, call coaching, and more!
Whether it’s a talent-driven market or an economic downturn, we need to offer more than our competition to retain our best employees and keep them engaged and motivated through good (and bad) times. Companies and teams with a coaching culture are known to achieve higher quotas and lower attrition rates. After all, if you help your employees become successful at work and they’ll keep coming back!
You’ll hear from leaders at some of the most employee-centric organizations on how they’ve achieved a coaching culture and why it’s crucial to employee retention.
During this panel discussion, you’ll hear:
What a great coaching culture looks like
Questions to assess if you have one
Hidden coaching killers
What does this generation want?
Tips from top sales leaders to jump-start your efforts
Pro tools, skills, and systems our panel recommends
How do I retain my people with coaching?
Live Q&A with experienced sales & enablement leaders
Watch the video replay!
IMPROVE REP ENGAGEMENT WITH COACHING
Whether it’s a talent-driven market or an economic downturn, we need to offer more than our competition to retain our best employees and keep them engaged and motivated through good (and bad) times. Companies and teams with a coaching culture are known to achieve higher quotas and lower attrition rates. After all, if you help your employees become successful at work and they’ll keep coming back!
You’ll hear from leaders at some of the most employee-centric organizations on how they’ve achieved a coaching culture and why it’s crucial to employee retention.
During this panel discussion, you’ll hear:
What a great coaching culture looks like
Questions to assess if you have one
Hidden coaching killers
What does this generation want?
Tips from top sales leaders to jump-start your efforts
Pro tools, skills, and systems our panel recommends
How do I retain my people with coaching?
Live Q&A with experienced sales & enablement leaders
“PEOPLE DON’T QUIT BAD JOBS, THEY QUIT BAD BOSSES”
We know how tough it is to find great salespeople, so the smart leaders are asking a better question, “How do we keep our reps?” The bottom line is always the relationship between an employee and their manager. So what does the ultimate Sales Rep to Sales Manager relationship look like? Gallup reports that reps with great relationships won’t leave a company unless they’re offered over a 20% higher salary.
Watch this uber-informative session to learn 10 things you can do ASAP to boost the relationship with your reps (and reps with their managers!). We’ll hear from in-demand sellers and award-winning leaders so we can beat the Great Resignation by keeping talent longer, loving our jobs, and all making more commission.
Watch the video replay!
“PEOPLE DON’T QUIT BAD JOBS, THEY QUIT BAD BOSSES”
We know how tough it is to find great salespeople, so the smart leaders are asking a better question, “How do we keep our reps?” The bottom line is always the relationship between an employee and their manager. So what does the ultimate Sales Rep to Sales Manager relationship look like? Gallup reports that reps with great relationships won’t leave a company unless they’re offered over a 20% higher salary.
Watch this uber-informative session to learn 10 things you can do ASAP to boost the relationship with your reps (and reps with their managers!). We’ll hear from in-demand sellers and award-winning leaders so we can beat the Great Resignation by keeping talent longer, loving our jobs, and all making more commission.
Fact: Sales management is the busiest job in the world. Okay, maybe that’s not a real fact, but if you’re a sales manager, you probably feel like it is. Chances are, you’ve got a pretty tremendous and stressful workload. According to the American Institute of Stress, 39% of stress reported amongst employees in the US is caused by an overwhelming amount of work.
So, what happens when you can’t get it all done? For starters: you go home later, you feel less satisfied with your accomplishments, and you add an extra level of anxiety to your plate. Let’s get some of that time back in your day.
Here are our top 8 sales management productivity tips:
1. Make Proactivity the Goal
Start by leaving your reactive self in the past. How? First, we need to identify your priorities. I get it, you received 100 emails just in the time you are reading this blog. But you were not hired to write emails. So, let’s take a closer look at what you were hired to do and what your priority should be. Next, set your daily goal to hit that priority. Setting (and hitting) that goal will make you feel a lot more productive and will make it easier for you to stay on track. Finally, we need to learn how to recognize whether the new things that come our way each day are proactive versus reactive. This will help you say “no” at the right times and help you prioritize the things that you really NEED to get accomplished.
Hint: Reading emails = Reactive. Helping reps with questions that pop up = Reactive. Calling a strategy meeting to help a rep hit their goal = Proactive! Creating a new KPI report = Proactive!
2. Rethink Meetings
Your meeting cadence is the process that organizes your team’s regular interactions. When scheduled properly, the cadence will prevent you from handling a series of reactive “fires” every day. Create the cadence that works best for you and your team. We’ve taken a bit of time to dive into the 8 essential sales manager meetings. Check out this deep dive and learn which meetings are short, which are long, which are 1:1, and which should be done in a group. Read more here: 8 Essential Manager Meetings. While you’re working on your meeting cadence you can also perfect your 1:1 meetings.
3. Live in the Matrix
Have you used the Eisenhower Matrix before? If not, it all starts by asking yourself 2 critical questions. Is it urgent? Is it important? From there we break things down into 4 groups.
Is this a Fire Drill?
An item to Schedule?
An item to Delegate?
Or an item to Trash?
Let’s dive in a little deeper to see how these questions help us categorize each task. First are the urgent items. Urgent means time-sensitive and goal-related. Maybe the customer is on the phone and needs an answer to close the deal, or maybe the contract department is reviewing your deal in 1 hour and you need to tie up a few loose ends first.
Next are the important items. Important means it is critical to the mission but it is not time-sensitive. These important things can be scheduled out. This might be mapping out a strategy for a certain campaign, or reviewing the team\’s numbers to ensure they will hit goal.
Now, let’s see how the two questions help us categorize our tasks
Important + Urgent = Fire Drill – do it ASAP
Important + Not Urgent = Schedule – put some time on your calendar to complete the task
Not Important + Urgent = Delegate – find the right member of your team to handle this task
Not Important + Not Urgent = Trash – remove it from your plate
4. Start Saying “No.” A LOT
Spoiler alert: You’re about to find out that 3 out of 4 requests aren’t urgent OR important. Oftentimes, they’re actually something your rep can figure out on their own. So, we need to get REALLY good at pushing pop-up requests to meetings, delegating to others, and taking them off your plate!
Here’s how we’ll do it:
Identify the proactive tasks
Categorize tasks according to urgency and importance
Properly respond to requests. It looks something like this…
“Hey, (Rep) this sounds AWESOME! But I’m late on a deadline right now, could you bring the story and the call recording to our call coaching session next week?”
OR
“Whoa, (Rep), I need to stop you a moment. This sounds important and I want to give it the time it deserves. Please put it on the agenda for our 1:1 next week?”
If you’re on Slack, it could sound like this…
Manager: What’s up?
Rep: Got a minute?
Manager: I have 30 seconds right now, or 15 minutes at 2pm. Hit me back then if you still need help?
Here we are putting the action item back on them. You’re not saying you will call them at 2pm, you’re saying call me if you can’t figure out a solution to your problem.
OR
Rep: Got a minute?
Manager: Sorry, in a meeting. Can you reach out to Bob, please?
Here we are delegating to someone else to help the rep.
5. Get COACHN℠
I probably spent 3 hours preparing for my first team meeting. From the scheduling, to figuring out what to say, to deciding what I needed, to realizing I forgot really important things, it was draining, to say the least. What I realized is that if I streamlined the process and prepared for each meeting the same way, I could save myself HOURS of previously wasted time (I only say wasted because those hours were not helping my team reach goal).
Through that painful process, we developed the COACHN Model™. This acronym is about to make your meeting preparation SO MUCH EASIER!
COACHN℠ stands for:
C: Clarify Expectations – This sets the tone for the meeting. “Last time you decided to work on your intros and I know we have a few calls scored. Let’s see how you’re improving.”
O: Observed Behavior – You start first, lay out facts, and list your observations before you…
A: Ask Questions – Great leaders talk in questions. Have them prepared before your meeting.
C: Commit to Actions – Your number of action items should be 0-1, their action items can be anywhere from 1-4
H: How Can I Help – This helps the rep learn to trust you. Growth is good, but we cannot grow unless we can admit that we need help!
N: Next Steps – We are agreeing at the end. “You own this, I own that, we’re going to meet again ______. Will you (rep) please send the invite!”
6. Have One Source of Truth Within the Organization
Use a standard coaching form. Define what “good” is across the company. If people move or shift, you don’t need to retrain or redefine these elements. If you need a place to start, you can grab our Call Coaching Activities here to help you prioritize and plan your coaching sessions.
7. Stop Proving, Start Delegating
It’s time to put your reps in charge. I get it, you want to help them. But you need to stop giving the fish away. Stop solving all of the problems and owning all of the actions. It’s time to teach those reps to fish instead!
Here are 6 easy things you can delegate TODAY:
Grading their own call recordings and creating a list of skills to improve
Sales huddles – Not all of them, but maybe 1 per week
Notes from all meetings (actions, decisions, and deliverables)
Their PIP actions and check-ins
Scheduling follow-up meetings
Team meeting training
This one will require a bit more guidance, but instead of running every training session, let\’s open up a few for peer training. You will need to double-check their work beforehand (no one wants a 2-hour “look at me” session). But if you have a top rep that is CRUSHING prospecting or brush-offs, let them show the rest of the team how they do it.
8. You Cannot Control How Much Other People Care
This was a tough one for me to really wrap my head around in the beginning. But the truth is that there is a reason that you were promoted to manager. There is a reason that other people will remain as a rep. You cannot control how much other people care. When you care more about their job than they do, it will cause numerous problems.
Let me tell you a little story. Back at the beginning of my sales career, I had a rep, let’s call him “George.” Well, George just could not seem to get himself to work on time. I got one excuse after another. There was a part of me that felt guilty that I didn’t have car trouble and that I could afford a new alarm clock, etc. One Thursday during lunch I left work to go across the street to buy George a new alarm clock (I know, I know). That was when it hit me. What the hell was I doing? If George didn’t care enough to figure out how to get an alarm clock on his phone or borrow a buddy’s clock, or heck, go to Goodwill and buy a used one, then why did I care so much? That was my “ah-ha” moment. I was caring more than George and no amount of new alarm clocks was going to force him to care more.
You need to stay within your span of control. You can control your schedule, your reactions to things, and your time. You don’t control your team, you can’t control a pricing increase, you don’t control what the customer’s going to say, you just don’t. You can influence your team’s skill level, activity, and focus, but you can’t control it. There are a lot of things under your concern, but that you can’t control. There is very little you can actually control. So, stop spinning your wheels and stressing out about it. You can provide coaching and help when appropriate, but “George” is either going to make it or he’s not.
BONUS!
Kill all of your notifications! All of those Instagram posts and text messages can wait until your lunch break. These notifications will only distract you and make completing your tasks take much longer.
Time block goal actions on your calendar. Block out checking your email, your phone messages, etc.
Keep tasks in the same place. Your meetings and your time-blocked tasks are on your calendar. But I’m betting you also have a bunch of other things to do. Compile all of those to-dos into one list. Whether it’s an app or a paper list, keep everything in the same place so nothing slips through the cracks.
Set a time for similar actions and tasks. If you have 3 tasks on your to-do list that require emails, complete those tasks during your time block to check emails. If you need to go pick something up, do it at the same time you need to go to the post office. By grouping similar tasks together, your mind will be able to focus more efficiently and complete those tasks faster.
I know this was A LOT of information and your inbox has probably increased by 200 emails now, but if you take the time to start implementing at least some of these sales management productivity hacks that we talked about here, it will make a difference: in both your success and your happiness! You will feel and be more productive. It will just take a little practice!
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Whether you’re a current sales manager craving more training, a sales rep who aspires to lead, or a leader who wants to know the secret to turning their best reps into great managers, watch this informative workshop to learn:
Best practices for call coaching sales calls
How to run pipeline meetings
Tips for conducting successful 1:1s
How to drive sales performance
Top time management tricks
How to get started with sales management training
Plus, many more tips straight out of our Sales Bar. There’s a management tip or two for everyone!
Watch the video replay!
Ready to Become a Great Sales Manager?
Whether you’re a current sales manager craving more training, a sales rep who aspires to lead, or a leader who wants to know the secret to turning their best reps into great managers, watch this informative workshop to learn:
Best practices for call coaching sales calls
How to run pipeline meetings
Tips for conducting successful 1:1s
How to drive sales performance
Top time management tricks
How to get started with sales management training
Plus, many more tips straight out of our Sales Bar. There’s a management tip or two for everyone!
In all my years of sales leadership, there has never been a sales coaching emergency. You? Ever gotten a call after hours along the lines of:
“Panic! They don’t know how to…!! Help!?”
Exactly. And this is actually why, despite all our good intentions, there are precious few true coaching cultures in sales organizations. Even though we know the benefits – coaching skills that exceed expectations result in 94.8% of reps meeting quota and a top demand from the Millennials and Gen Zs you’re trying to hire (source: like every study published in the past five years).
Since there ARE sales emergencies, customer emergencies, product emergencies, and political emergencies every single day (and the non-emergent intentions), it’s no surprise that meetings get pushed to the bottom.
If you’re a sales leader, the most important place you can start is by assessing your current culture of development and sales coaching importance. Here are a few questions to get you started:
How often are my managers scheduled to call coach? How often do they really?
What is coaching more important than? ($1M deal?) What is it not? (reporting request?)
How eager are reps and managers for coaching sessions?
Are we hiding or celebrating fails?
Are reps getting built up or brought down?
The goal here is to determine if you have enough coaching, the right kind of coaching, and the kind of culture that supports it.
Starting with question 1, you may be surprised to learn that nearly 50% of reps disagree that they’re getting as much coaching as their managers state. Some of this is due to canceled or pushed coaching when fires happen (and let’s be honest, they happen daily in sales). I think the root of the problem here is how we define coaching. Most managers believe they’re coaching during a 1:1 meeting, a “how’s it going” chat, or a pipeline/deal conversation. Sorry…
“That’s NOT coaching!”
Our definition of best-in-class coaching is:
Sales meeting is present (ride-along, recorded call, live video meeting)
Manager asks questions about the reps’ skill
Rep receives custom feedback on their execution
Rep leaves feeling more confident than when they walked in
Sadly, this means that if you’re playing a call at a team meeting (great job by the way), this is sales training, not sales coaching. At most, you can provide custom feedback on a rep’s skills for about 3 people and 3 short call recordings in an hour. Yes, it also means that giving someone a laundry list of what to improve also doesn’t count as coaching. That’s just bullying. Inspect some sessions. You’ll be surprised – and you’ll be showing coaching’s importance with your presence.
Sales Executive Council also tells us that call coaching (aka skill coaching) is sales managers’ #1 worst skill. I’ve been hiring and training sales managers for 20 years and I wholeheartedly agree. And the hardest skill to shift is the laundry list of improvement items. It’s so easy for us to hear the challenges, and so hard for us to resist giving just one more idea for improvement. 90% of sessions during role plays come off negative at first, and it takes us at LEAST three training and practice sessions to start to even this out.
Like most leaders who came up through sales, I’m 100% guilty of the coaching bully myself. In fact, as we train sales managers how to coach at Factor 8, I modeled the curriculum after all my own personal atrocities. “Be like me…I do all the talking…Debbie Downer…” You get the picture. If you relate to this, you’ve probably also taken over a call or two you were meant to be silently observing.
That’s why I only coach recordings now. I just can’t be trusted during a live call. It’s also led to my #1 tip for antsy sales coaches:
“Coach the rep, not the deal.”
When we approach coaching with the intent of building confidence and skill vs. saving the deal, everything changes. Imagine the deal already lost. Resist the temptation to even ask about the outcome. Focus instead on engaging this seller, and helping them love their job, love their company, love their manager, and love sales.
It changes everything.
A note on culture. Spend a minute Googling the concept of a “growth mindset.” It’s our ultimate goal for sales coaching cultures. It’s a magical land where everyone cares more about improvement than winning. Did you just laugh out loud, my sales leader friend? Before you dismiss it, realize it’s the calling card of nearly every great athlete, and imagine if all your “A” players just kept getting better. How do you get here? A few ideas:
Weed out your problem leaders. Yeah, the person you pictured is exactly who I’m talking about. They probably have veteran reps and accounts and are a fixture in your org – like a barnacle on the underside of the boat, they aren’t uplifters. Just note: culture is formed not by your intent! It’s defined by the worst behavior you’re willing to tolerate. His name was Brian at my first sales management job, and his attitude led the whole division to a culture of hazing and sink or swim. NOT the coaching culture the new workforce is craving!
Share your failures and encourage your managers to do the same. A coaching culture is one where we’re not afraid to fail. We willingly share bad calls. We welcome feedback and input. Sorry, but humans aren’t built to be vulnerable and they will need a lot of role modeling here until your people feel safe to do so.
Reward improvement. If you want a growth mindset culture, you can’t just reward the winners. Find ways every month to celebrate improvement. Could be a metrics jump, a KPI improvement, skill gains, CSAT ratings…you get it.
A final word of advice: over-correct. My first Sales Director job came on the heels of me launching a training department. There was no other sales leader as dedicated to developing people as I was. It still took me 6 months in the new gig to start talking about and prioritizing training. So I get how hard it is and how busy everyone is and how many emergencies keep coaching at the bottom of the to-do list. So, if it’s your goal, you’ll need to triple down to shift the pendulum. Dedicate six months to overdoing it. Talk about it in every team meeting and all-hands. Drop into coaching sessions and coach the coaches. Reward top coaches and rep improvements. Add it to contests. Ask your manager for skill trends in every meeting. Spend money on sales manager training. Be sure it is OVER represented in your calendar, your budget, and your voice for long enough that your team knows it isn’t a flavor of the month.
Got a tip? Drop me a line and let me know what’s worked for you! lb@factor8.com.
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Why? Because coaching, like any other skill, needs to be practiced. Since managers’ schedules are filled with daily fires, full inboxes, and a flurry of Slack messages, it’s easy for coaching to fall out of focus.
We spoke with various sales leaders who foster a coaching culture to understand how they shifted the focus away from daily distractions and back to coaching. Here are their top 20 tips to help increase sales coaching focus in the workplace.
Download Cheat Sheet
call coaching is sales managers’ #1 worst skill
Why? Because coaching, like any other skill, needs to be practiced. Since managers’ schedules are filled with daily fires, full inboxes, and a flurry of Slack messages, it’s easy for coaching to fall out of focus.
We spoke with various sales leaders who foster a coaching culture to understand how they shifted the focus away from daily distractions and back to coaching. Here are their top 20 tips to help increase sales coaching focus in the workplace.
Call Coaching: 5 Things Reps + Managers Need to Prepare [Workshop]
Call Coaching Session Prep for Reps and Managers
We all know that we need more and better call coaching – that it can lead to big leaps in quota attainment, improve rep engagement AND leap tall buildings in single bounds. So why don’t we hear any real-life success stories? Why can’t your team find the time? Why are your top managers still avoiding it? And why are our teams still averaging 60% to quota? Because call coaching is HARD!
In this session, we’re breaking down the top 5 things both reps and managers need to prepare before each coaching session and how to ensure every coaching session is productive and efficient.
Bonus: You’ll also gain access to 2 helpful worksheets to help improve call coaching session prep!
Watch the video replay!
Call Coaching Session Prep for Reps and Managers
We all know that we need more and better call coaching – that it can lead to big leaps in quota attainment, improve rep engagement AND leap tall buildings in single bounds. So why don’t we hear any real-life success stories? Why can’t your team find the time? Why are your top managers still avoiding it? And why are our teams still averaging 60% to quota? Because call coaching is HARD!
In this session, we’re breaking down the top 5 things both reps and managers need to prepare before each coaching session and how to ensure every coaching session is productive and efficient.
Bonus: You’ll also gain access to 2 helpful worksheets to help improve call coaching session prep!
Research shows effective sales coaching has a dramatic impact on overall performance. It raises the percentage of successful salespeople in the sales force, enhances salesperson engagement and retention, and improves overall sales productivity, but many firms do not coach salespeople enough – and when they do, do not coach well. We’re here to help!
Download our FREE coaching cheat sheets to help improve your coaching sessions. Here’s what you’re getting:
Cheat Sheet to Coach Voicemails
Cheat Sheet to Coach Closing Techniques
Cheat Sheet to Coach Cold Call Intros
Cheat Sheet to Coach Objection Handling
Manager Triad Coaching for Leaders
20 Ways to Improve Coaching Focus at Work
Download Cheat Sheets
CALL COACHING TIPS FOR SUCCESS
Research shows effective sales coaching has a dramatic impact on overall performance. It raises the percentage of successful salespeople in the sales force, enhances salesperson engagement and retention, and improves overall sales productivity, but many firms do not coach salespeople enough – and when they do, do not coach well. We’re here to help!
Download our FREE coaching cheat sheets to help improve your coaching sessions. Here’s what you’re getting:
