Your salesperson is hesitant to open up about their challenges. How can you encourage them to share openly?

It starts with transparency and vulnerability being a cultural standard set by you, the leader. As the leader, you have to model this behavior and when the opportunity arises, when someone shows vulnerability, you have to receive it with care handling the situation in a way that makes them feel supported.

If you experience a trust issue it means you never set positive intent. What if the salesperson had a terrible coaching experience? Without addressing this, the seller will think the past will repeat & manager assumes they're not coachable. If you were the Chief Problem Solver yesterday & telling them what to do & today, you're leading conversations with questions, they'll react in fear & think you're schizophrenic ??When intentions aren't clear people default to fear. "Why are you asking me questions? Am I in trouble & going on a P.I.P?" The human default file is FEAR. Take time to set positive intent. What you're doing, WHY & most importantly, what's in it for them. Once they know your intentions are pure, only then will they open up.

Creating trust with someone is about being open, honest, and clear. In my opinion, this is the heart of building trust. Once people know that what you say is 100% honest and genuinely aimed at developing their sales skills, trust will grow. Trust is the foundation of any successful team. Without it, communication breaks down, and collaboration becomes difficult. By consistently demonstrating transparency and a genuine interest in their growth, you foster a positive environment where everyone feels valued. This leads to higher motivation, better performance, and greater success for the entire team.

Ask them to name three things they're doing really well in their role. Next, ask them three areas of improvement they would like to make to increase their impact. When you start out with the positive, the conversation about gaps is much easier. I'd encourage using the above outline for Gong call reviews until they start coaching themselves under your guidance

Trust is essential. Listen to understand and fully support your reps in reaching their potential. Remove obstacles, make compensation plans clear and achievable, and keep them consistent once established.

Effective questions can gently uncover a sales's person challenges and foster self-reflection: - Use open-ended questions to encourage detailed responses and self-assessment. - Ask about recent sales experiences to gain insight into their perspective. - Avoid leading questions that might suggest specific answers. - Create a dialogue that prompts honest reflection without feeling pressured.

Just as a salesperson should do with a client, a sales manager should do with their salespeople. Ask the right questions to truly understand the bottleneck or problem. Only when you know the core of the issue, you can solve it.

Es muy importante para el vendedor escuchar experiencias de su líder . Ya que estas, le brindan herramientas para desenvolverse de la mejor manera. No solamente las experiencias positivas, si no que las negativas, ya que estas, aportan ideas y los ayudan a que si están experimentando algo parecido van a poder resolverlo de la mejor manera.

Be open about your struggles. Your team will model your behaviour. So it's important to show how vulnerable you are. You want them to see you as human. When they see that, they're more open to being human with you. Make plenty of time to chit chat and check in on how they FEEL. Super important - sales is an emotional job. Can't always be about the numbers all the time. Then use a coaching funnel (similar to a pain funnel) to get them to open up. "What's on your mind?" is a good way to start. But they'll usually answer with what's top of mind. Ask what else, and what else, and what else - a few times. The 4th or 5th thing they bring up is usually something that's bothering them. Then probe.

Constructive feedback helps salespeople grow by focusing on development and opportunities. - Emphasize strengths while offering actionable advice for improvement. - Frame feedback as growth-oriented rather than critical. - Support feedback with encouragement to foster a positive learning environment. - Use feedback as a tool for learning, viewing challenges as opportunities.

Feedback is a two-way street. To ensure the person on the other end is open to receiving feedback, you must be willing to receive it yourself. Focus on areas for improvement, but never forget why you hired them in the first place or overlook their accomplishments.

Invest into external 1:1 coaching where the coach's sole job is to make the rep more successful - which is something e.g. a VP Sales cannot cover "in personal union" due to being also responsible to promote, compensate or even let go of the sales rep as their line manager.

Al vendedor constantemente hay que ofrecerles distintos tipos de herramientas para su capacitación constante. Esto le permite crecer profesionalmente y lo ayuda en estar actualizado para lograr sus objetivos. Estos recursos se deben otorgar a medida que el líder encuentre algún tipo de falencia, falta de herramientas o información para el buen desempe?o de sus tareas. Con esta información que le brindamos, el vendedor las utiliza para el cierre de nuevas ventas o nuevos negocios.

Effectively following up with your salespeople can only be achieved once trust is established. Everyone should be aligned, striving for the same goal, and working together to achieve results. Only then can follow-ups be productive rather than oppressive.

El seguimiento hacia el vendedor es fundamental para su crecimiento y para lograr los objetivos planteados. Le ayuda al vendedor a saber donde esta parado y conocer en que tiene que trabajar para cumplir las metas.