How do you show your sales reps the value of coaching?

Absolutely agree with the article’s emphasis on personalizing coaching based on individual goals. A thought to further enhance this approach: Consider integrating feedback loops at regular intervals. By revisiting and assessing the sales reps’ goals and the effectiveness of the coaching periodically, we can ensure the coaching remains relevant and agile to the evolving needs of the reps. This not only reinforces the value of coaching but also fosters a culture of continuous learning and adaptation. In a dynamic sales environment, such adaptability can be a game-changer for both the individual and the organization.

A new member of our team said on her social media platform : "Anything and everything is possible when you have passion" We had another fruitful and fun weekly meeting today. From the moment we had our ice breaker until the end of the meeting, we learned more about each other and realized how much we grew individually and as a team… Our own determination to be better not just in our careers as Financial Advisors but as a person as well makes us #limitless. We are reminded everyday to pursue our passion.. to help other people. Each of our daily lives are surrounded by opportunities to help others and we gladly and passionately do that.

Very much so. When coaching sales people we need to first know their goals (both personal and professional) and show them how we can work together so as I can be of service to them. At the end of the day, I am of service to their needs and helping them achieve their goals with a custom plan is a pleasure. Also, I’d make it interactive, gamified and fun. Sales people love a fun challenge!

I would start by not calling sales people “sales reps” and recognizing every individual for the unique traits and skills they bring to the workplace. Let's humanize the process, and make individuals feel supported and seen for who they are. Instead of a walking, talking quota. Leaders can co-create a coaching plan to focus on areas of development that the person receiving coaching feels is most valuable to their individual professional development. Leaders can also talk about learning style. Activities like role playing, watching game tapes, talking through challenges, etc. are all effective tactics but don't necessarily work for every one. Make a custom plan!

Great article and insight. Results based coaching or goal based coaching has its limitations: extrinsic motivation. Philosophy-based coaching is limitless: intrinsic motivation. The leader should have a goal of creating a developmental culture, where adopting coaching is only a tool to reach a higher self worth, fulfillment and happiness, not a goal in itself. Higher self worth, satisfaction from life and enjoyment int he implementation will ensure better results. The leader should lead. Hence get coaching for themselves first (or simultaneously) and be accountable to the team for own progress and results. This kind of leadership is contagious and will help filter out those who don’t fit this culture, attracting those who do.

This is a tricky one as a coach. If you were their coach and only their coach, not their coaching manager then I always pre-empt the feedback with something like this “I have some feedback to give you that I feel will be of benefit to you and your growth. How would you like to receive it?” Also, before I even start my work I’d let them know that I’m with them to observe and give feedback so they expect that I’m there for them to be of service to them and part of it is feedback.

One way to address this is to grant autonomy to the coachee by using a statement and a question along the following lines: “Many individuals find feedback somewhat intimidating, and it may come across as criticism at times. To support your progress toward the goals we've just discussed, how would you prefer to receive feedback?” This approach allows the coachee to tailor the feedback process to their preferences and needs.

One way to ensure sales reps to be receptive to feedback is to start with questions that focus on their strengths, such as "What did you do well?" Then it comes with the feedback sandwich about “good effort” + “what can be better” + “how would you do it differently”. “Praise on the effort, not results”, advised Carol Dweck, who is a renowned psychologist of Growth Mindset. Facing unengaged coachees, it is crucial to guide them to focus on their own strengths first. “What is that one deal that you are most proud of? How did you achieve it?” Then follow by action-based questions, “how are you going to apply these on your current challenges”. Incorporate strength-based questions and promote growth mindset are the keys to coaching success.

An honest feedback will drives great coaching session, but remember that how the feedback being presented is very crucial too. It is like serving a very delicious but broken cake to a dessert enthusiast - it may tasted good still but the whole delectable experience is ruined. The best on how to deliver effective feedback, to my recollections, is still to analyse and be transformational as much as you can - direct to those who like a direct approach, use subtle approach to those who are a bit sensitive in receiving open feedback. And give some time to listen and take their reactions as cues on the effectiveness of the whole process.

Definitely with the buy in of their management. This point is not just for the sales team themselves but also for getting buy in from the higher ups that might not always understand what coaching can bring to the table because they’re numbers people. So I show them the numbers and explain the potential (not expected) ROI.

Oh, I love narrative! Things are getting deployed on any table of discussion in a more interesting way, if you use narrative and sound storytelling to link those facts that you want to bring forth, with your message. It is also can be made to be more realistic to the team when they see how those data relates to their performance and behaviour, which in turn reflects on why that will help them to achieve their goals. And ultimately, team’s goals are achieved when their goals are met.

Data-Driven Insights: Provide data that showcases the impact of coaching on key metrics, like conversion rates, revenue growth, or customer satisfaction scores.

An often neglected form of data collection is qualitative data, which can encompass areas of improvement that go beyond the typical numerical data points. This includes factors like perceived customer sentiment and the dynamics of collaboration with other departments – both crucial to the success of the sales process. Sales reps might indeed be making progress in aspects that aren't quantified, and these dimensions can only be explored through the qualitative nature of individual or team coaching sessions.

Involving the team is always recommended, no only for coaching but for most of the decision taking and initiatives that can be lead with a democratic approach. This will ensure among others: - More commitment - Spread support - Direct inputs on the areas were the coaching will be more productive

“A person forced to think against their will is of the same opinion still” is what a coach kept echoing to me. I agree with you on this wholeheartedly because for a person to truly acknowledge they need to change, they need to discover that change is needed themselves. The same thing stands for the actual change process too; if the mentee has ownership of the the process (what they would like to work on, how they will work on it with you, what they’d like to achieve etc) then they own the progress that comes with it.

If you want your sales reps to embrace coaching, let them experiment and have fun as trainee coaches. Here's the thing: most of your sales reps are already engaging in this with each other. Providing them with tools to start with encourages them to give it a try. Take the top-down, autocratic style out first. Top-down methods don't belong in a coaching session anyway This way, the coaching process can be framed as both receiving coaching and being trained in new powerful skills. When it's their turn to be coached by an experienced coach they have already had some experience as a coach.

This one is key for me. Last thing a rep wants to see is an ivory tower office type telling them how it should be done. Every time I’m out with my team is an opportunity to lead by example, roll up the sleeves, and share with the rep what success looks like. Tangible examples of how small actions that only take a couple of minutes in a call add up to big improvements over time can be a game changer for results.

I usually begin here. Leading by example reinforces the "perpetual student" role, fostering that innate curiosity to continuously shadow, question & amend our Sales Practice. We must continue to collaborate; graft new ideas onto our strategy and tactics, in order to keep winning the day. The circumstances- our offerings, market conditions, customer needs- essentially the ground beneath us, is always in flux, providing new promises just as one well begins to falter. The coaching goal? To remain agile, while not "standing permanently on tip toe", so as to conserve our daily momentum and prevent burnout.

Concrete Examples: Share success stories of other sales reps who have benefited from coaching. Highlight specific improvements in their performance, such as increased closing rates or larger deal sizes. Customized Development: Show that coaching is tailored to individual needs, focusing on areas for improvement identified through assessments and performance evaluations. Long-Term Benefits: Illustrate how coaching contributes to continuous learning, enabling reps to stay ahead in a competitive market and adapt to changing customer preferences. Skill Refinement: Emphasize that coaching isn't just for new reps, but can help even seasoned professionals refine their skills and stay sharp. Continuous Learning Culture