I’ve discovered in recent years that it’s not enough for me to ask sales managers if they are coaching their team. Everyone answers “yes”— though most admit they’d like to have time to do more! But then when I probe further, I find that their understanding of “coaching” and my understanding are vastly different.
In the six months since my newest book was published, I’ve received a lot of questions about why the title refers to “greatness” (as in The Sales Manager’s Guide to Greatness). The genesis of the title came from my own personal experience and my observations of thousands of sales managers. All of us were, at … Read full article
An interviewer recently asked me to imagine that I’d just been hired as the Director of Sales at a company whose sales have stalled out, and the sales reps were demotivated. The CEO, naturally, is anxious to hit the reset button, to get things back on track as quickly as possible. “Your first week on … Read full article
In an exercise I conduct in all of my sales management workshops, I have sales managers identify the coaching needs of one of their sales reps. Almost everyone has an easy time writing down specific ideas for what the rep could do to improve. Then I ask them, “How many of you have already communicated … Read full article
Several months after attending one of my sales coaching workshops, a VP of Sales told me that one important takeaway she’d gotten was that she tended to be overly trusting of others. I was a little taken aback since I talk a lot about the importance of sales managers having trust and being trustworthy (here, … Read full article
Andy Paul, the host of the sales improvement podcast Accelerate!, reminded me in a recent interview about how sales managers are constantly being told to “improve the productivity of their sales team” through sales coaching. Then he asked me whether that improvement should start with the individual salespeople or with the sales manager. My answer … Read full article
Not long after I became a sales manager, I inherited a second team from a manager who was “de-hired” as the saying now goes. On this inherited team, there was one rep who was a chronic underperformer, never reaching quota and seemingly not very interested in improving. Every month, I’d think to myself, “Will he … Read full article
One question I ask in all my seminars is “what is ineffective sales coaching?” Participants have no trouble coming up with lots of examples. They talk about managers who wait too long before addressing a problem, those who do all the talking and no listening, and those who do not attempt to gain buy-in for … Read full article
As I wrote about last week, the majority of sales managers recognize the importance of attitude or “wills” in determining sales rep success. But few have been taught how to identify, evaluate, and coach attitudes. Here are three steps that are essential for moving in that direction. Step 1: Identify the behavioral aspects of a … Read full article
Last year, I delivered a webinar to combined audiences of 295 sales managers. One of the poll questions I asked was “what percentage of your performance problems do you think are due to poor attitude or ”˜wills’?” The most common answer by far was “50-75%”— and overall, nearly 3/4s of the audience attributed a significant … Read full article