Most sales managers are usually promoted into their positions because they were good individual performers. They were consistent sales performers in their work and they showed an interest in advancing their careers by earning their promotion into sales management.
One of the most important jobs for any sales leader is to help his or her people become successful. You have to help your people become the best salespeople they can be. You will be successful when you help your people succeed in their roles. Perhaps they will become even better than you were in the sales function.
So how can you do this? We believe coaching your salespeople on an ongoing basis is the key to achieving sales results. Here are the five keys to sales coaching success for you to implement with your people.
1. Observe and Analyze Performance –
A. Prospecting – Does the salesperson…
- have an adequate pipe-line of qualified prospects?
- know who is the best person to call?
- gather enough information before making the first sales call?
- have three initial benefit statements to create interest?
- maintain workable customer and prospect files and database?
- have testimonials, references and centers of influence?
B. Initial Sales Calls – Does the salesperson…
- develop a good pre-call plan? – have a definite sales call objective?
- have a good initial benefit statement?
- read/adjust to the prospect’s behavior style (DISC)?
- Establish credibility, trust and rapport?
- gain information about prospect’s needs/problems/dreams?
- allow the prospect to do most of the talking?
- handle indifference effectively?
- gain a small commitment to advance the sale?
C. Sales Interview Techniques – Does the salesperson…
- use questions and probes effectively?
- uncover the prospect’s needs, wants, goals?
- use appropriate sales tools/aids?
- translate features and advantages into benefits?
- conduct customer focused sales interviews using the FIND System?
- gain the prospect’s agreement of key issues and areas to be addressed?
- D. Sales Interactions & Presentations – Does the Salesperson…
- sound professional and stay value based?
- review the prospect’s needs and goals?
- provide proof and references to support claims?
- answer prospect’s questions effectively?
- gain prospect’s agreement along the way? – gain a commitment to action?
- ask for add-on business or to close the sale?
E. Managing Trouble – Does the Salesperson…
- stay calm and collected – or come to you immediately for help?
- handle objections effectively – use pacing statements and probes to lower tension?
- become argumentative, make up an answer or an excuse?
2. Suggest Areas of Improvement
A. Ask for their opinion. Examples –
- What do you think went well at the sales meeting?
- Where do you think you are having difficulty?
- What could you do differently?
B. Provide a sincere compliment. Examples –
- You did a nice job developing trust and rapport with the client.
- You are very accurate with the monthly reports?
- You understand the client’s internal structure.
C. Recommend areas of improvement (limit these to 1 or 2). Examples –
- Good questions are so important in selling. A few more open ended questions before talking about our products would give you a better understanding of the client’s needs?
- Your work needs to be accurate and completed on time. If you worked on the monthly reports in the morning instead of the afternoon, you would have more energy.
- Our company has many talented people. Instead of spending so much time by yourself, ask for the help of our technical support people.
D. Explain the reasons a change will help. Example –
- Open-ended questions allow the client to do most of the talking. Then you can listen for problem areas, goals and needs. When you do most of the talking you will not uncover their goals and needs. This makes the sale go much slower.
- You seem to get more work done in the morning than the afternoon because you are rested. Working on the report in the morning will help you complete it on time.
- It is good you want to resolve technical questions on your own. Sometimes, it is better to ask if people have seen this problem before. We provide better service to the client.
E. Ask them to recommend a better way (Socratic Questions). Examples –
- How else could you uncover needs and priorities? Is there another way?
- What ideas do you have to complete the report on time?
- Where else can you get technical questions answered?
3. Show (Model) the Desired Method
A. In a private meeting
- Talk over the desired method first
- Give an example
- Demonstrate or explain the desired method
- Discuss what is different
- Ask for their reaction
B. In a team meeting
- Talk over the desired method first
- Give some examples
- You or one of your people demonstrate or explain the desired method to the team
- Discuss what is different
- Debrief – ask for their reaction
C. Role playing (curb side coaching)
- Talk over the desired method first
- Let the salesperson or technical support person play the client or prospect
- The manager plays the role of salesperson or technical support person
- Role play the situation
- Demonstrate the improved skill for the salesperson or technical support person
- Debrief the role play for feedback
D. Actual client meeting (curb side coaching)
- Talk over the desired method first
- Plan the meeting – manager takes the lead in front of the client
- Analyze what was good or bad immediately upon completion
4. Have the Salesperson Try the Desired Method
A. In a private meeting
- Talk over the desired method first
- Have them try the desired method
- Observe and analyze performance
- Ask for their opinion
- Provide specific feedback
- Gain commitment to practice and continue the desired method
B. In a team meeting
- Talk over the desired method first
- Have them try the desired method in groups
- Observe and analyze performance
- Debrief – ask for their reaction
- Provide specific feedback
- Gain commitment to practice and continue the desired method
C. Role playing (curb side coaching)
- Talk over the desired method first
- The manager plays the client
- Role play the client situation or last meeting
- Encourage salesperson or technical support person to “customize” the method
- Debrief the role play
D. Actual client meeting (curb side coaching)
- Talk over the desired method first
- Plan the sales meeting
- Analyze the meeting immediately upon leaving
5. Continue Coaching
- Repeat the process until they have mastered the method
- Compliment positive performance
- Recommend enhancements
- Encourage them to study or practice
Len D’Innocenzo and Jack Cullen are co-founders of Corporate Sales Coaches, LLC. Each has over twenty years experience as sales and customer service management executives. They are featured speakers, course developers and facilitators, and authors of two books; The Agile Manager’s Guide to Customer Focused Selling and The Agile Manager’s Guide to Coaching to Maximize Performance – Velocity Business Publishing – 1999 and 2001. For more information, contact 215-493-2465 or 678-341-9051 or visit our website at http://www.corporatesalescoaches.com.
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