Here's how you can inspire your team to think outside the box with sales coaching.

Siempre recuerdo una frase que aprendí en mis primeros días en el ámbito laboral. En aquel entonces, luchaba por liderar un equipo siendo un novato en el mundo del liderazgo. La frase era: ‘Las mejores ideas no provienen necesariamente de los altos directivos, sino de aquellos líderes que escuchan a su personal de primera línea’. Al sentar a las personas y fomentar que piensen en cómo resuelven problemas y agregan valor a clientes y proveedores, a menudo surgen las mejores ideas de marketing y estrategias de negocios. Una cultura de curiosidad puede parecer amenazante para aquellos que se aferran a la rutina sin cuestionar el porqué. Por eso, siempre recomiendo hacerse la pregunta ‘?por qué?’ al menos tres veces.

Thinking outside the box is an idiom that refers to thinking creatively and innovatively, often by looking at a problem from a different perspective. It is a metaphor for approaching problems and situations with an open mind and thinking unconventionally. This type of thinking can be used to make difficult decisions, come up with alternative solutions, or find the best path forward. It is important to be able to think outside the box to remain competitive and see opportunities that may otherwise be overlooked. Thinking outside the box allows you to Generate new and creative ideas that challenge your goals & Identify opportunities that may have been overlooked.

No início de minha vida profissional, recebi uma dica sobre a curiosidade inteligente e a do saber. Ent?o perguntei o que significava isso, ent?o essa pessoa me falou que a primeira era a do conhecimento, enquanto a segunda só iria satisfazer o que eu precisava para um determinado momento. Sigo isso sempre buscar o conhecimento sobre os processos, mercado e clientes, o que me fez sempre ser uma pessoa diferente em vários momentos de crise e de dificuldades que as vezes temos na nossa jornada profissional ou n?o.

Motivating experienced sales professionals to invest time in training can be a challenge. To overcome this, offering bite-sized training opportunities, such as short and crisp trainings available online, can be effective. Additionally, experimenting with different formats, such as podcasts, can cater to diverse learning preferences. Face-to-face workshops and offline training sessions can provide valuable opportunities for sales teams to not only learn new skills but also foster networking and exchange. It is crucial for management to show support and actively encourage participation in these training initiatives. Sales managers should lead by example and where possible participate in the programs they expect their teams to engage with.

Constantemente escuchamos que debemos seguir aprendiendo, pero en realidad cuanto tiempo dedicamos para conocer algo nuevo, como desarrollar un softkill, como establecer los procesos más eficiente y automatizados, como desarrollar una nueva metodología de ense?anza para nuestras organizaciones. El autoaprendizaje es necesario y un equipo que te reporta directamente nunca se sentirá motivado si en realidad no ven a lider que tiene esa cultura. Nunca pierdas de vista que la capacidad no superará la capacidad del lider en terminos generales, porque existen excepciones a la regla

At my previous role as a manager, I challenged the team to try a new approach every week. It could be a new way to present pricing, a new way to demo, or new questions to qualify. We’d then have the reps report back in our weekly team meeting. In setting up this challenge, I let them know that it’s fine for the new approach to not land and that they would have to step out of their comfort zone. What we found was that most of the strategies were actually successful, and in our team meetings we learned from both the unsuccessful and successful strategies.

O cuidado nos processos e na busca das informa??es pertinentes a um projeto ou a??o que devemos fazer sempre será algo sensato e maduro que todo profissional deva ter, independentemente da área que ele está. Mas também esse mesmo profissional tem que ter ou acrescentar na sua personalidade, uma dose de iniciativa, coragem e ousadia, tudo com base na sua experiência, talento e foco. E com todos esses ingredientes, quanto mais inovadora, melhor, ousar é arriscar e se desejamos crescer. Temos que ter decis?es de riscos calculados, com margem e boa para alcan?ar o sucesso.

Sempre acreditei que duas cabe?as ou mais, pensam melhor que uma, sobre qualquer assunto. E se essas cabe?as buscam n?o somente apenas uma solu??o, mas algo que seja inovador e criativo, trará um diferencial positivo aos processos, métodos, produtos ou servi?os. E assim qualificando de forma geral os envolvidos e por consequência o time todo. E essa satisfa??o vai gerar uma energia a longo prazo na empresa que est?o posicionando no mercado, independente do tempo que ela tenha. Ninguém ganha algo sozinho!

My team reflected regularly on their own, but before they did, we would reflect in our 1:1s and team meetings. Once this became the standard, my reps learned to reflect independently, leading to more productive and engaging team meetings where reps would share their learnings from their new strategies. Give your reps a framework for reflecting: look at the result of the call (did it end as they wanted, were they thrown off), then listen to parts of the call recording where they think they did well or could have done better, note it down, and discuss it during our 1:1.

Nossa reflex?es deve ser diária, pois nem todos os dias vamos vencer ou ficar satisfeito com os resultados e principalmente os nossos. E deve ser uma reflex?o com base na raz?o, e perguntas que proporcione rever todo o nosso processo de trabalho, e quanto mais detalhado, melhor será a nossa reflex?o e a cada dia vamos iniciar melhores que o dia anterior. Essa deve ser a lógica, se queremos fazer a diferen?a.

Cuando uno crea equipos de trabajo en donde todos saben lo que deben de realizar para lograr cerrar un negocio, se genera respeto entre el equipo y se logra que se cuiden en cada una de sus gestiones. En mi experiencia laboral con un equipo exitoso de ventas en Cuenca, Ecuador, ese equipo tenía claro cuanto eran las metas de cada uno de los eslabones para lograr las ventas requeridas. Siendo específico: a) Citas de telemarketing b) Confirmación de citas c) Presentaciones de Ventas d) Cierres de negocios Cada uno de ellos sabían que eran "due?os de su negocio" y estaban comprometidos hasta el punto que no se iban si no lograban sus ratios. Y cuando lo lograban (83% de los casos), se iban antes del trabajo a compartir entre ellos su logro.

By giving them the framework noted above, you empower autonomy. One of my top priorities as a manager was to provide my reps with the structure to work independently. This allowed me more free time for coaching and other activities. It also meant that when they reached out to me for discussions, we were much more efficient because their requests were specific and tailored rather than vague asks like “give me feedback on this call.” This approach not only enhances their ability to self-assess but also streamlines our coaching interactions.

Instill confidence in your reps, letting them know you trust them and their unique style. Provide a framework for thinking outside the box and trying new strategies. Ensure they have a structure for regular reflection and asking for feedback. This stems from building the right processes and mindset. Encourage them to embrace new approaches and learn from both successes and failures. By fostering a culture of innovation and continuous improvement, you create an environment where your team feels empowered to excel and grow.