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The Sales Readiness Blog™

Building Relationships | Sales Coaching | Managing Performance

“I think that’s what it’s all about: embracing change and being brave.” While this line is very applicable to the events of this past year, it is actually taken from the Apple TV+ series “Ted Lasso.” The comedy is about an American football coach who moves to England after he’s hired to manage an English Premier League soccer team. Though the premise is somewhat absurd, his leadership philosophy struck a chord with me.

Sales Coaching

According to industry research, sales managers that devote more than three hours of coaching per month to each of their team members achieved 107% of their team quota. On the other hand, teams that received no coaching met only 82% of their quota.   Coaching works because it helps you create leverage, and leverage is the key to be a successful sales manager. Leverage means that your salespeople do the work, not you. You spend less time “putting out fires” and more time working on important issues. You create leverage by developing and coaching your team so that their skills improve. With better skills, your salespeople are better able to solve their problems without your constant involvement.  

Sales Coaching

Most sales managers know they need to coach their salespeople to maximize performance, but they don’t know how to get started.  When you’re confronted with a complex problem, remember what Albert Einstein once said, “If I had an hour to solve a problem, I'd spend 55 minutes thinking about the problem and 5 minutes thinking about solutions.” Here are four steps to help you think about how to start coaching your sales team.  

Sales Coaching | Sales Enablement

I recently had the opportunity to co-host a webinar on the Future of Sales Coaching (access recording here) with Jake Miller, Product Marketing Manager, at Allego. As part of the webinar, Jake shared some of Allego’s insights based on a survey Allego conducted of nearly 300 sales reps, managers, and enablement leaders on sales coaching. One key takeaway from this survey (see chart below) is that the #1 “ask” from sales reps was for more skills-based coaching.  

Sales Coaching

To maximize sales results, a sales manager has to ensure that his or her team is operating at their peak level like a sports team. That’s where coaching comes in—it’s one of the most important things you can do as a manager to drive better sales results. Coaching is the time you spend 1:1 with your team members to improve their ability to sell. The most common obstacle preventing sales managers from coaching their teams is time commitment. Coaching takes time and doesn’t have a “due date.”  So often managers postpone or reschedule coaching  to complete other time-sensitive management activities. I have previously discussed how to allocate your coaching time. A good rule of thumb is that you should spend: 60% of your coaching time with your salespeople with medium skill levels, 15% of your coaching time with your salespeople with low skill levels, and 25% of your coaching time with your salespeople with high skill levels. The idea here is that you should spend most of your time coaching salespeople with medium skills. These salespeople will provide the highest return on your time investment as you develop average performers into high performers. Low skilled reps may require too much of a time commitment to help, while high performers have some room for improvement, but don’t need lots of coaching. But what do you do if you are extremely limited in your time available for coaching? 

Sales Management | Sales Coaching

The reason is pretty simple. Managers become accustomed to telling as opposed to enabling their salespeople to identify and solve their own problems. Consider these two typical situations: