What do you do if your team doesn't see the value of sales coaching?

My team is an asset. If they learn I grow. It's crucial to meet the individual where they are and understand their perspective and goals before trying to guide them towards new behaviors or goals. By starting with their goals and priorities, you can build trust and rapport, making it more likely that they will be open to your coaching and suggestions. Once you've established this foundation, you can then begin to introduce new ideas and perspectives that may help

In coaching, "assess the needs" means assess the needs they feel, not impose your view of their needs. Coaching has a lot in common with selling: it is not your goals that matter, it is your customer's goals. In sales coaching, your customer is your sales person. If they don't feel the need, you have no chance to make an impact through coaching. If you manage a team and they don't see the value of coaching, perhaps it is because you are trying to coach them towards goals they don't own. You might be trying to change behaviours that they don't want to change. If you find that situation, start by embracing THEIR goals, even if they are not your priorities. Only then you can start offering them another point of view and perhaps expand goals.

Comunique os benefícios: Explique claramente os benefícios do coaching de vendas para os membros da equipe. Isso inclui melhorias no desempenho individual, desenvolvimento de habilidades, aumento das taxas de convers?o, aprimoramento do atendimento ao cliente e, em última análise, o aumento das vendas e do sucesso da equipe.

Demonstre resultados: Mostre exemplos concretos de como o coaching de vendas tem levado a melhorias mensuráveis no desempenho da equipe em outras organiza??es ou em sua própria empresa. Isso pode incluir estatísticas de vendas, depoimentos de outros profissionais de vendas ou casos de estudo de sucesso.

Primeiro Passo: Reflex?o - Seu cliente n?o vê valor ou você n?o está conectado ao valor agregado da sua necessidade real? é importante fugir dos “pacotes” de temas e conteúdo e desenhar uma jornada de evolu??o individualizada e para isso, invista seu tempo inicial em identificar qual a causa raiz da empresa e do colaborador e juntos construa uma trilha que entregue valor para seu time.

I am led by examples. As a leader, I am the best salesman from anything to everything. Sharing success stories is indeed a powerful way to set an example for your sales team. It not only demonstrates the value of sales coaching but also provides concrete examples of how strategies can lead to positive outcomes. When sharing these stories, focus on the specific actions taken and the results achieved, as this can help team members see the direct impact of coaching on performance. Additionally, encourage team members to share their own success stories, creating a culture of learning and motivation within the team.

Examples, and especially stories inspire people. Share your story on how it has helped you, or have someone in the team share their story. Also, try to understand the individuals in your team that do not want to engage in sales coaching. What are the reasons behind it? Coaching is always a two way street and both sides need to be on board with it for it to work.

Never say NO. Be first in the office and last in the office. Keep an Audit feedback loop. Stay true to your feedback. Help them to convert better. Regular training sessions along with 1-1 sessions. Provide resources to help them with sales.

Se você entrega valor, apresente o ganho! Defina no início da jornada os indicadores a serem acompanhados e conecte ao desenvolvimento ofertado e apresente a evolu??o em reuni?es de feedbacks

Unfortunately, people often only recognize the value of something after paying a price for it, and this is especially true in sales coaching. ??Coaching offers a proven pathway, helping you avoid common mistakes and achieve better results more quickly. ??However, if someone prefers to go it alone, they might only learn through the costly lessons of failure. It's a tough reality, but for some, that's the only way it sinks in.

I have had different coaches throughout my career, sometimes it was my manager, sometimes a colleague, sometimes an external coach. Who would the individuals in your team like be coached by?