There are many similarities between selling customers and coaching salespeople. Both require understanding another’s problems, diagnosing the cause of that problem and helping the other person to understand the complications/ripple effects if they don’t solve the problem. Sales managers already possess many of the abilities that they need to become a great sales coach—but habit or misconceptions has prevented most of them from transferring those skills to their salespeople.
For those managers in sales management who want to become a better sales coach, the implication is clear. You can’t achieve that simply by learning how to coach. Your solution must also solve the obstacles that prevent proactive, hands-on sales coaching from actually happening.