What we've found after studying about 5,000 Sales People at our company is that the relationship the Sales Person has with their direct manager, their Sales Coach, is the key to everything. If you want to keep more top performers, improve that relationship. If you want more medium performers to improve, you have to work on that front-line coaching relationship. All too often, Sales Managers spend way too much time in their offices, analyzing numbers, generating reports, responding to problems and reacting to requests from Sales Executives. When this chokes the time spent coaching, results nearly always are hurt. We have learned to protect the Sales Coach / Sales Person relationship and one-on-one interaction time.
- Kelly R. - President Sales - Media Sales
Dynamic Communication Coaching
The 8 Core Sales Levers
When you look at the way sports teams train their athletes, you see a much more serious commitment to training, practice and more practice. We were expecting out Sales People to figure it out on their own for far too long, then we thought because we'd done good training, they should all just "get it." The reality is, we needed constant coaching, practice and review to get all of our Sales People up to an acceptable level of competency. I think most Sales Executive have no idea how much work goes into teaching a Sales Team how to consistently execute under pressure.
- Sharon R. - VP Sales - Internet Advertising
I've met thousands of Sales Executives and Managers and have asked most of them what their number one goal or focus area is. 95% of the time, the answer is one or more of these four answers:
Sales Levers and The Power of One is a book written for a very specific audience -- The Sales Executives, Managers, Coaches and Trainers that have the responsibility and authority to make these 4 things happen.
Every day, millions of Sales People, Managers, Executives, Training and IT People show up for work with the intention of INCREASING sales... and yet, a relatively small percentage of Sales People become top performers. Very few of these people want to fail, but the fact is, a lot of them do.
Billions of dollars are spent on Managers, IT systems Training, tools, conferences, incentives, awards, recognition, marketing and support to assist the Sales Team. So the question is, what works? What we have found that really works, after interacting with literally thousands and thousands of Sales Teams over the last 20 years, is contained in this book. The chapters listed below have links to the key concepts of each chapter and the ever growing list of quotes from the many Advisors we interviewed for this book.
We really thought we were training our Sales People to be effective. However, when we went out and watched them sell, way too many of them, people we had spent a lot of money on, couldn't engage the buyer in a natural and effective way. They talked too much, asked questions that were obvious and simply were not listening and recognizing opportunity when it popped out. We had to re-evaluate completely how much training and practice was necessary to get our middle performers effective on sales calls. Once we accepted this and stopped blaming the Sales People, we started making a lot of progress and quickly. We practice a lot more than we ever did and it's paying off many times over.
- Bill S. - SVP Sales - Financial Services
"It's much harder to get Sales Managers to coach than we ever expected. We severely under estimated how much training and COACHING Sales Managers need in order to transform into effective Sales Coaches. Coaching is about running practices, watching the players play the game and responding, in real time with helpful feedback, advice, suggestions and demonstrations. It's not just about looking at and analyzing data. In fact too much analysis of data can become a real problem.
- Carol S. - Sales Executive - IT Systems
Transform your sales culture one great interaction at a time
Why Sales Managers don't Coach
Chapter Titles and Links