Sales Webinar | The Difference Between Being A Good And A Great Sales Manager
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Sales Webinar | The Difference Between Being A Good And A Great Sales Manager
- 1. The Difference Between Being a Good Sales Manager and a GreatSales Manager – Being a Sales Coach Colleen Brown | Senior Partner Will Wiegler | CMO The TAS Group The TAS Group
- 2. Introductions Will Wiegler Chief Marketing Officer The TAS Group Colleen Brown Senior Partner The TAS Group © The TAS Group 2012
- 3. Poll Question 1 What is Sales Coaching? A: An exercise to hold sales reps accountable B: A process for improving business results C: Opportunity Inspection or Territory Planning D: A chance to fix problems © The TAS Group 2012
- 4. Coaching Is … A top down partnership that supports a culture aimed at developing people for sustainable business results © The TAS Group 2012
- 5. Coaching Impact “10:1 return on investment in less than one year with positive results achieved in several key areas leading to an estimated $2 million profitability impact.” - Triad Performance Technologies, Inc. Core performers as the beneficiaries of good coaching can improve performance up to 19% - Sales Executive Council Research © The TAS Group 2012
- 6. Poll Question 2 What gets in the way of the Coaching conversation? A: I don’t know how to Coach B: I get paid to bring in revenue C: Too many things on my plate already D: I do not believe in Coaching E: Nothing © The TAS Group 2012
- 7. Making Way for the Coaching Conversation • Process • Communicate • Automate, automate, automate • Sales analytics © The TAS Group 2012
- 8. Coaching Culture • Embrace from the top down • Tie to business outcomes • Target the right audience • Promote the right people • Commit to the long-term © The TAS Group 2012
- 9. RACI Model Responsibility Assignment Matrix • Responsible • Accountable • Consulted • Informed Leadership Coach Learning & Human Development Resources A R C I C I © The TAS Group 2012
- 10. Best Practices • Check your personal Agenda at the door • Leverage peer to peer Coaching • Guide don’t “tell” • Focus on one behavior • Look for opportunities to Coach daily • Lead the Coachee to Coach themselves • Be Mindful • Ask permission • Make it a priority © The TAS Group 2012
- 11. Best Practices Do more with less by practicing what you preach © The TAS Group 2012
- 12. © The TAS Group 2012
- 13. Free Resources • www.dealmakerindex.com Score your sales effectiveness. Get advice. See how you compare. • www.dealmakergenius.com Create a customized sales process. • www.dealmaker365.com Read our blog featuring insights on sales effectiveness. • @dealmaker365 @thetasgroup Follow us on Twitter. • www.thetasgroup.com Learn more on our website. © The TAS Group 2012
- 14. Where You Can Find Us www.thetasgroup.com • US 866.570.3836 • UK +44(0)1189 880 149 • International +353(0) 1 6788 900 • marketing@thetasgroup.com • Twitter: @thetasgroup © The TAS Group 2012
- 15. The Difference Between Being a Good Sales Manager and a GreatSales Manager – Being a Sales Coach Colleen Brown | Senior Partner Will Wiegler | CMO The TAS Group The TAS Group
Notes de l'éditeur
- Let’s start by understanding how our participants define sales coachingA: I would say Coaching has aspects of all of the above but the Answer that resonates closely with the context of today’s discussion is B - a process for improving business results. And I say that with the idea in mind that this is achievable through sustained behavioral change
- I will throw this out, no right or wrong to it but I like to define Coaching as “the top down partnership that supports a culture aimed at developing people for those sustained business results” we just spoke about.Some may take issue with this definition because it is not as tightly focused on the individual as defined by some Methodologies, but I will put forth that with the right culture it is all about the individual in relation to the greater organization. There are a few things to point out about this definition:It is a partnership, not a teacher / student relationship, or a Manager / Managee relationship. It is collaborative and supports the Coachee to get into actionIt is a behavior change that is long-lasting, meaning it is not situational designed to address a specific issue. It is about behaviors and allowing the Coachee to “own” their professional developmentIt is about the Coachee, it is not about you as the Sales Leader charting a path and expecting the Coachee to follow it. It is about getting the Coachee to come up with their own insights on what may be getting in their way and chart a path toward their own success.The impact of coaching has been widely documented
- Some have seen this in the past and embrace it, others just don’t get it about the impact of Coaching on your sales culture. This third party study conducted by Triad Performance Technologies, studied and evaluated the impact of coaching on a group of regional and district sales managers within a large telecom organization.Thiscoaching intervention led to key business outcomes associated with a positive work environment, full staffing and retention2. The second is a result of a study conducted by the sales executive council (associated with The Challenger Sale) That research indicated that good coaching, focused on the right people can improve performance up to 19% as defined as percentage of quota attained.3. Read something recently that those who coach on a daily basis are 5 times more likely to affect outcomes than those who do so on an as needed basis or not at all4. Another closely related statistic is that sales people who are coached outperform those who are not by 30%SO DATA SUGGESTS THERE IS A CORRELATION BETWEEN FREQUENT SALES COACHING AND IMPROVED PERFORMANCE
- Now that we have established for sake of the discussion that Coaching is a top down partnership, that there is measurable impact, I would like to hear from participants what gets in the way of the Coaching Conversation?“I don’t know how to coach, Coaching who said anything about Coaching – I get paid for sales growth, too many things on my plate already. I don’t believe in Coaching or Nothing – I have a coaching culture that I can point to with pride”Data seems to suggest that only 15% of sales managers spend enough time Coaching, so for those of you short on time you are not aloneSo how do we make way for this Coaching Conversation I keep hearing about?Some things you might want to consider are …
- What are the guiding principles that have to occur. What makes the difference between advising / telling / cajoling and Coaching?Make as many of your processes as consistent as possible. By that I mean a common language around sales process, Territory Planning, Opportunity Assessment, etc. A consistent and repeatable roadmap to be followed each time and every time. I suggest that because it defines the expected behavior and provides context for the coaching conversation. This serves both the coach and the coachee because there is a common playbook around which to coach expected behaviors. IF YOU DON’T HAVE A PROCESS IT IS DIFFICULT TO ENGAGE.2. Clearly communicate your expectation – Why? So that you don’t burn a lot of cycles coaching around compliance. What we look for in the coaching conversation is opportunity to focus on behavioral change – improving those one or two behaviors that will have the biggest impact in the least amount of time. Rarely is that change around whether a rep is timely with CRM updates.3. Automate if at all possible – Again, it saves time. If I have communicated what I want, if the tool is consistent across the board I can go to one place and apply the same definitions throughout. I don’t have to got through everyone’s Word document to digest the information. Use automation to drive the single source of truth - It is available 24 / 7 and I become less dependent on rep. This can be your CRM system, a tool like ours, etc.4. Sales analysis to look for behavioral trends. There are any number of tools out there for reporting including your CRM and a tool similar to our here at TAS. I will give you an example. With the right analysis I begin to understand behavioral trends of my sales team. I gain visibility on those who may repeated step their opportunities back to an earlier stage and it is my responsibility to understand why. Maybe they have rose colored glasses, or perhaps the issue is deeper than that – my reps are good at understanding who wants them to win, but lousy asking the right questions to understand who wants them to lose.
- Talked a bit about what Coaching is, and how to make way for the conversation. Let’s shift gears and see what makes up a “Coaching Culture”Embrace from the top down from the very beginning. Make sure this is common agreement on how coaching is defined for your organization and agree on the expectations. Define a process for measurement, establish a feedback loop and be prepared to be flexible with the program.2. Link to business outcomes. Build a strong business case from the beginning, how do we know this is successful? For example tying to revenue increase, increase in deal velocity, decrease in lost deals. Make the parties accountable for these numbers. This in my opinion may be one of the most difficult to achieve so again, exercise some flexibility hereFocus on leading indicators - behaviorsMeasure on lagging indicators - outcomeMake stakeholders accountable3.Target:Now common sense may dictate you focus on high potentials or top performers because you may feel they have earned it. Common sense may also dictate focusing on the poor performers, they have nowhere to go but up. I would argue, backed up by research that you focus on the “B” players, those who have a shot at making it to the upper level.4. Leverage the right leaders. Just as there are individual contributors who may not benefit, there are sales leaders who do not demonstrate or are not capable of learning the right Coaching behaviors. In all fairness they may not be interested. There is something I read recently that was quite shocking. That was that 34% of Sales Managers are not trainable and 18% of them should not be in the role to begin with. So choose wisely.5. Commit to Coaching program as a long-term business initiative as opposed to the learning or training path:Make a strategic company initiativeIntegrate as part of greater leadership programs
- Whether formal and informal, considering building a program supported by something like the RACI model. Programs that follow a basic structure, even informally and among peers, stand a better chance than those that are unstructured. The leader of any program must be accountable for outcome, consulted along the way to ensure the vision is understood and informed every step of the way to ensure successThe coach is responsible for making sure the leaders vision is executed onLearning and Development should be consulted for the expertiseAnd if possible, HR would want to be informed since Coaching is all about people
- Use a scale for how the rep has meet their goals? Why did they choose that?Schedule internal sales meetings and opportunity reviews as events separate from the Coaching conversationDon’t expect the Annual Review to be the only time when this conversation occursMake it a priority - schedule the Coaching conversation in advance and don’t reschedulePeer to peer = Test and Improve. Create Coaching circlesOne behavior = role play objection handlingCoach frequentlyCoachee coach themselves = At McGill University in Canada part of their MBA program is to build skills that allow students to coach or solve problems for themselvesAsk permission = barge in example
- Practice There is a reason companies like GE invest heavily in coaching great leaders – they carry of ton of influence. When these leaders practice what they preach, people pay attention and follow their direction ultimately benefiting from this foundation of trust.Practice what you preachThis goes back to my earlier statement about a top down partnership. This is hard work that the results of which should be evidenced from Senior Leadership down …So with that, let’s see if we can get to some questions …