Coaching is a vital skill for sales managers who want to improve the performance and motivation of their reps. However, coaching can also lead to conflicts if the rep feels criticized, misunderstood, or demoralized by the feedback. How do you resolve coaching conflicts with sales reps and turn them into constructive conversations? Here are some tips to help you.
Before you try to resolve a coaching conflict, you need to understand what triggered it in the first place. Is the rep resistant to change, defensive about their results, or frustrated by their challenges? Or is there a mismatch between your coaching style and their learning preferences, personality, or goals? Try to empathize with the rep and see the situation from their perspective. Ask open-ended questions and listen actively to their concerns and emotions.
1. First is to start coaching with homework. It's better to coach something that adds value to them in daily life/work. 2. Ask them questions and problems before hand and coach them accordingly. 3. Consider their current work and products to sale , modify coaching accordingly.
In my experience, To resolve any conflict, is to ignore the conflict at hand and concentrate on the person. Probe by asking questions and acknowledging the issues or difficulties faced. By doing so, you’re putting yourself at that person’s shoe and looking at it in their perspective. Then you can resolve the issue at hand and maintain good relationships with Sales Reps.
It starts with having a setting to have a conversation. Simply by asking "are you in a place to discuss coaching and get feedback or do you want to discuss later?" will prevent most conflicts. If a conflict does happen, it's best to examine why the conflict happened. Asking probing questions without accusations. Finally, proving time and space for one to express their feelings fully will allow for better conversations and problem solving.
One of the most important steps to resolve a coaching conflict is to acknowledge and validate the rep's feelings and opinions. This does not mean you agree with them, but you show respect and understanding for their point of view. For example, you can say "I can see why you feel that way" or "I appreciate your honesty and feedback". This can help to reduce the tension and create a rapport with the rep.
Acknowledge and validate is critical. It is also essential to provide time and space for the rep to discuss their feelings fully so they feel fully heard. Conflicts are emotional by nature but problem solving needs to be unemotional and level headed. Providing time and space creates a safe space where the rep does not need to respond emotionally.
Once you have acknowledged and validated the rep's feelings and opinions, you can try to reframe and redirect the conversation towards a positive and productive outcome. For example, you can use the SBI model (situation, behavior, impact) to provide specific and objective feedback on the rep's actions and results. You can also use the GROW model (goal, reality, options, way forward) to help the rep identify their own solutions and action steps. The key is to focus on the future and the potential for improvement, rather than the past and the problems.
It's important to recognize and be aware of any cognitive bias the sales rep may have developed over their career span. Don't forget to explore this subject before reframing and redirecting.
One powerful tool for a manager or a coach in feedback situations is to ask for self analysis. It starts by asking the rep for their recollection of any particular situation. 1. What was the situation (clarify if this was realty or their perception) 2. What was the issue (clarify if this was realty or their perception) 3. What was their response 4. Why they took certain actions And then once they have clarified all the points above to ask how they could improve their approach after having time to reflect. If the answer doesn't satisfy the level of improvement needed, nudge the rep more.
The final step to resolve a coaching conflict is to collaborate and agree on a plan of action and follow-up. You want to involve the rep in the decision-making process and make them feel empowered and accountable for their own growth. You can ask them to summarize their key takeaways, commitments, and expectations from the coaching session. You can also agree on how and when you will check in on their progress and provide ongoing support and feedback.
Incorporate an assessment that measures behavioral tendencies. This information will be eye-opening to both the coach and coach-ee.
Resolving a coaching conflict is not a one-time event, but an ongoing process. You need to review and adjust your coaching approach and relationship with the rep based on their feedback, performance, and behavior. You can also ask for feedback from other sources, such as peers, customers, or mentors, to get a more balanced and comprehensive view of the rep's strengths and areas for development. The goal is to create a culture of continuous learning and feedback that fosters trust, respect, and collaboration between you and your rep.
Incorporate a verbal 360 survey to get the best feedback possible from those interacting with the sales representative. This is an effective way to learn volumes from those who know the rep well.
In my experience working with sales reps is a rewarding experience, and I am always in awe of the creativity most possess. Always count coaching as a learning experience for both parties.