There are no free articles left this month.
You are reading your last free article.
To read 2 more, you have to create an account.
Sales reps are coached to clarify relevant behaviors and to decide if the issue is motivation or ability. Some reps work hard, but lack certain capabilities, while others show capability but lack motivation. Good coaching can help clarify the issues and allow both managers and reps to focus on behaviors that can be improved. The author offers advice on coaching through three common situations across a typical sales cycle and encourages managers to set reps up for success by providing efficient access to peers via new technologies and development tools.
Sales managers think they spend more time with their employees than they actually do. Their conversations are usually limited to discussing results and pending deals when they do make time. That is not good coaching. A one-size-fits-all approach or focus on lagging indicators like outcomes can be counter-productive since performance issues differ by rep and sales task. Resistance is increased by overly general feedback and unfocused judgments about performance.
