The analogy of a three-legged stool illustrates the need for balance among the three major components of world-class sales coaching: observation, motivation, and feedback.
When a sales manager relies too heavily on feedback and motivation and not equally on observation, then that unbalanced structure could lead to uninformed management. If the sales leader relies heavily on observation and feedback but stifles motivation, then that approach would be de-motivational management. And if feedback is underused in favor of an overreliance on observation and motivation, then that approach could be viewed as cheerleading management.
Clearly, an effective, well-balanced sales coaching strategy must address all three components. The Sales Coaching for Business Impact Certificate program devotes a module to each of these components through exercises, tools and techniques, and best practices.
Sales coaching: feedback
During one class, an attendee called feedback the “Breakfast of Champions” because, when done well, it can develop stronger manager-employee relationships while enhancing the credibility of the sales manager and accelerating sales rep performance. Although feedback is typically delivered by sales leaders with the best of intentions, it’s often done poorly. As a result, relationships can become strained, credibility damaged, and the golden opportunity to accelerate sales performance lost.
The module on feedback helps participants learn how to classify a feedback situation to ensure that they use the best approach. Knowing when to use each type of feedback approach can lead to a major difference between success and failure for a sales manager—even those who have the best of intentions in mind.
For example, the feedback approach would be different if a problem is created by sales rep behavior than if a situation is associated with a simple work requirement or task. Or a scenario associated with proactive sales rep development will require a different feedback approach than one that involves a crises situation.
Sales coaching: observation
There’s no substitute for spending quality time with a sales rep observing how he makes a prospecting call, deals with a client objection, or asks for the order. Unfortunately, sales managers often spend time showing sales reps how to perform activities rather than letting them figure it out for themselves.
In some cases, it may be necessary for the sales manager to step in and demonstrate how to handle something. However, if this approach is used too frequently, the rep could become dependent on the sales manager to come in and “save the day.” This can negatively affect skill building, professional development, and confidence of the rep.
Sales coaching: motivation
Recognizing the motives that drive sustainable sales achievement, career fulfillment, and lasting relationships with clients and colleagues vary per individual. Not surprising, the dynamics associated with internal versus external motivation are complex.
Many sales leaders make incorrect assumptions about what motivates their sales reps. Or perhaps, they haven’t asked their sales reps about current motivational drivers in a very long time. For sales coaching to be successful, it’s critical to have a focused conversation to find out exactly what gets a reps sales “juices flowing.”
You can explore these topics further during ASTD's upcoming offering of the Sales Coaching for Business Impact Certificate on September 29-30, 2014, in Alexandria, Virginia.
