What are the best ways to handle difficult conversations with your sales team?

Sales coaching is an engaging and enjoyable opportunity for team members to connect, share their sales hurdles, and discuss successful techniques for various scenarios. Emphasize that there are no definitive answers; instead, the focus is on mutual learning and personal development. To maximize growth, pair up individuals with diverse sales styles and encourage them to support each other in challenging client engagements. By fostering this collaborative environment, the entire organization will witness a remarkable rise in corporate revenues.

In challenging conversations, prioritize active listening as a two-way street. By actively listening and acknowledging their concerns, you can diffuse tension and open the door for a more constructive dialogue.

providing constructive feedback, and maintaining a supportive and empathetic demeanor. Address concerns directly, focus on solutions, and offer clear expectations for improvement. It's important to foster an open, non-confrontational environment that encourages growth and learning.

The focus should always be on seeking solutions, with a constructive approach to addressing the issue and devising actionable steps for improvement. Encourage your sales team member to provide input on how to better the situation, emphasizing a collaborative approach. Offer feedback as an opportunity for growth rather than criticism, always maintaining a solutions-oriented mindset.

To further prepare yourself: -write out what you want to say and practice it out loud to get used to saying the words before you go into the conversation -practice the conversation with a peer and ask them to react with your worst case scenarios -manage your emotions by practicing daily self care such as walks, meditation, sleeping and eating well. This will make it easier to manage emotions in the moment -check your own need for approval at the door. It is easy to avoid these tough conversations when we fear that people will not like us as a result

Listening is critical, and it is very much required at the time of conflict resolution. As a sales coach, we should be able to resonate with their feelings and understand their perspective before we jump the gun! This not only fosters a positive environment but also empowers teams to excel. Remember, when we listen more and speak less, we open doors to deeper connections and successful outcomes.

Strike a balance between advocacy and inquiry. While you need to express your viewpoint and concerns, it's equally important to ask for the input and perspective of your sales team members.

The key to constructive dialog is presence - being fully immersed in the conversation. Don't just hear words - feel the emotions and meanings underneath. Allow silence for reflection. Ask thoughtful follow-up questions to uncover deeper motives and challenges. Paraphrase what you hear without judgment and reflect back feelings you sense, like frustration or discouragement. This shows you seek true understanding. When people feel heard, walls come down. You can then have collaborative problem-solving. This mindful approach prevents defensiveness while building trust and alignment. With a compassionate presence, difficult conversations become rich opportunities for mutual growth and improved performance.

Active listening is key. Show empathy, understand their perspective, and avoid interruptions. Use open-ended questions and reflect to demonstrate your attention and care. This fosters rapport and helps find common ground.

Active Listening: Give team members the opportunity to express their perspective and concerns. This demonstrates respect and can lead to a more constructive conversation.

Ask questions like, "How do you envision overcoming this obstacle?" This approach empowers your team to take ownership of their growth and motivates them to actively engage in finding resolutions.

When addressing our sales team, we should use the SBI model and be precise and timely. We need to describe the situation, highlight the behaviour, and explain its impact on both the team and the organisation. It's essential to provide concrete examples rather than relying on assumptions. Our goal should be to actively contribute to their journey of improvement.

One of the key things that can ensure feedback is well received is to ask permission before giving it. It's far better to get the other person agreeing to and bought into the process rather than launching in. When asking for permission, you show respect for that person's feelings and boundaries. Remember that not everyone might be in the right frame of mind to receive feedback at any given moment. By allowing someone to opt into the process they are far more receptive and engaged - so your feedback will be more likely taken in the right way and implemented!

Feedback should not be a surprise to your salesperson, and generalized feedback is not actionable. When you guide your salespeople to set personal goals and an action plan to help them reach it- that plan should also account for possible obstacles and known areas of improvement that you have collaborated on with your salesperson. With that specific, cue based plan (when this happens, then we do this or SBI...) you should also have collaborated on the feedback your salesperson should seek in those situations. For example, with call recording feedback, have your seller listen to it first and pinpoint the specific places they seek specific feedback according to their own coaching plan.

Offer precise, timely, and actionable feedback. Use the SBI model (Situation, Behavior, Impact) for clarity. Avoid generalizations; back feedback with examples and data. Balance positive and negative points, recognizing team strengths and achievements.

My add would be work together on solutions. Encourage their input, ideas, and goals. Use coaching questions to explore options and commit to a realistic, measurable plan. Provide support and follow-up to ensure progress aligns with organizational objectives. Collaboration is key.

Guiding, Not Controlling: The Art of Collaborative Problem-Solving 1. Guide, Don't Dictate: Facilitate brainstorming and encourage team participation in finding solutions. 2. Coach, Don't Command: Use open-ended questions to help your team explore options and make informed decisions. 3. Support, Don't Suppress: Provide resources and guidance, but allow your team to take ownership of their solutions. Embrace collaborative leadership to foster a culture of shared responsibility and drive collective success. Empower your team to take ownership of solutions, and watch them flourish as problem-solvers and innovators.

Problem-solving is more effective when approached collaboratively. Instead of dictating, facilitate team brainstorming. Rather than commanding, pose open-ended questions to guide decisions. And instead of suppressing, provide necessary resources and let the team take the lead. By empowering your team in this manner, you cultivate a culture of shared responsibility and innovation. Collaboration almost always yields the best results!

Telling them the solution will only leave them feeling helpless and angry. Even if you know the answer, prepare the questions to help guide them to the answer. Worst case you end up at what you knew was the answer the whole time. Best case you end up with a solution that blows your original idea out of the water.

"?? Collaborate for Sales Success: Solutions Are a Team Effort! ?? In the world of sales, the best solutions are born from teamwork. Join forces to: ?? Harness Collective Brainpower ?? Craft Innovative Solutions ?? Deliver Tailored Client Value ?? Achieve Bigger Wins, Together Don't go it alone – collaboration is the key to unlocking new horizons in sales. ?? Ready to redefine success? Start collaborating for game-changing solutions today! ???? #SalesCollaboration #TeamworkWins"

Stay composed during tough talks. Manage emotions with techniques like breathing and reframing. Validate team emotions without personalizing or escalating them. Use empathy and humor to diffuse tension and foster a positive atmosphere.

Navigate Difficult Conversations with Emotional Intelligence 1. Acknowledge Emotions: Recognize and accept your own emotions and those of your team members. 2. Embrace Empathy: Understand the perspectives and feelings of others to foster connection and trust. 3. Practice Self-Awareness: Try mental health techniques like deep breathing, pausing, and reframing to manage your emotions effectively. By training the muscles of your emotional intelligence, you can foster a positive, productive environment for your sales team with a light heart.

One way I handle this is by making sure everyone feels welcome and understood from the moment they join our team. We always have a friendly chat when someone new starts. In this chat, we talk about what they can expect and how we all work together. This has really helped in making sure everyone knows the balance between being friends and working professionally.

"?? Master Emotions for Sales Triumph! ??♂? In the world of sales, emotional intelligence is your secret weapon. Discover how to: ?? Harness Emotions for Empathy ?? Stay Calm Under Pressure ?? Build Stronger Client Connections ?? Elevate Your Sales Performance Emotions are your allies, not your adversaries. Embrace the power of emotional management and watch your sales soar! ???? #EmotionalIntelligence #SalesMastery"

Document the Conversation: Keep a record of the conversation, including what was discussed, agreed upon, and any action items. This documentation can be useful for tracking progress and addressing future discussions. Follow Up: After the conversation, follow up regularly to check on progress and provide ongoing support. This shows your commitment to the team member's success. Offer Training and Resources: If the issue is related to skill gaps, offer training or access to resources that can help the salesperson improve.

Emphasize Accountability: Stress the importance of personal accountability and commitment to change. Ensure the salesperson knows their role in addressing the issue. Maintain Confidentiality: Respect the privacy and confidentiality of the individual. Ensure that sensitive issues are not shared with others unless necessary. Remember that difficult conversations can be emotionally charged, and emotions can run high. Your role as a manager is to address the issue professionally, respectfully, and constructively. Approach these conversations with the goal of helping the salesperson improve and grow within the team.

This is of course always the desired outcome. For me, it is always easier to not drag out the tough news or continue the 'fluff' for too long. Ripping the bandaid off (so to speak) is often respected and appreciated by the receiving staff member and likely to result in a more positive outcome in the end.

This is very difficult to learn when you're in a cut throat sales environment and when essentially your job is on the line as a manager as well as their job. The key to any mentorship or management role in sales is to start building a positive relationship from the start. - Encourage - Congratulate - Motivate - Share knowledge - Commiserate - Keep accountable - Be accountable Doing this, you'll build a team where every interaction is positive, regardless if it's a difficult conversation you need to have.

Close out any conversation, especially challenging one, with commitments for actions- both for you as the manager and the salesperson. Often, any positive feelings are washed away as the conversation get mulled over in their minds. With a concrete action to take, it allows them to move forward, rather than stew.

Coughing it up and saying what needs to be said is key in getting the message across. But ending on the right note, that is by far how people will remember you. People remember how you make them feel, for a long long time. Ending with a positive message helps to get this done right!

Conducting regular reviews, having frequent conversations and staying in touch regularly ensures you have 'equity' with the individual and goes a long way in having difficult conversations. Here are some steps that could help: 1. Give the individual as much a heads-up as possible 2. Have the conversation seated. 3. Be upfront about what you plan to discuss. 4. Don't sandwich. 5. Be very clear and specific about the message. Always end on a kind and helpful note.

To make these strategies work, re-think your perception of a difficult conversation. What if there's no such thing???Think about a difficult conversation. What makes it difficult? Your approach, assumptions & experiences surrounding the situation. "The last time I spoke with Dan, it blew up into an argument. Here we go again." ASSUMPTION! Now this past experience will define your thinking, behavior, communication & results, creating a similar outcome. When you change the way you communicate, create alignment & positive intent, you change the way people listen, engage & feel. You create the environment to shift a any conversation from a confrontation to a collaboration so it's no longer you vs. them but you & them vs. the problem.

The coaching session already puts the coachee in a vulnerable position. The best way to put them at ease is to tell stories of similar challenges and how you overcame them. It creates a safe environment and builds a culture of coaching!

Don’t go in wedded to your solution or reason. Sure, be prepared, but something might be driving the situation that you are unaware of. In reality this difficult conversation should not be a surprise, so what might be impacting this that the person is unwilling to, or, finding difficult to change? Forcing your solution might make things worse.

I was listening to a podcast this week with the founder of the Balck Swan group - Chris Voss. He is a master in negotating and applied learnings to business environments. He nails it by saying, generally, the staff member knows what is about to come in these uncomfortable conversations and are likely relieved by a short process, particularity if they are unhappy deep down too.