Sales Leadership Series: Better Sales Coaching Through Performance Metrics

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April 3, 2019
Sales
leadership
series

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WORKBOOK
pg. 2
Sales transformation that drives results

Peter Ostrow
Senior Research Director, Sales Enablement
Strategies SiriusDecisions

© 2019 SiriusDecisions. All Rights Reserved
Peter Ostrow
Sr. Research Director, Sales Enablement Strategies
@PeterOstrow
April 3, 2019
Better Sales Coaching
Through Performance Metrics

7 © 2019 SiriusDecisions. All Rights Reserved@SiriusDecisions @PeterOstrow
• Key issues
• Sales leaders frequently claim to be in favor of coaching but fail to foster a culture
and create an infrastructure that support it
• First-line sales managers, if they coach at all, often wait for annual performance
reviews to provide coaching
• Sales operations and sales enablement organizations struggle to define a coaching
process that consistently provides easily accessible and relevant coaching data
• What you will walk away with
• The foundations for establishing and managing a sales coaching program
• Guidance on selecting performance metrics that are useful in coaching sales roles
• Coaching data sets that facilitate conversations
Executive Summary

SiriusPerspective:
A View Through the Revenue Contribution Lens
To drive revenue contribution, sales enablement must make an impact on
time to competency, quality and ease of execution, and length of contribution.
TIME
New Rep Hire
REVENUE
$0
 Time to Competency
 Quality of Execution
 Ease of Execution
 Length of Contribution

SiriusPerspective:
Employees Expect Coaching
Managing voluntary turnover and attracting top talent requires sales leaders to invest
personally in their teams’ learning and development.
Why People Leave Their ExpectationsSales Rep Turnover
Compensation
Management
Intangibles
 Performance Feedback
 Knowledge Transfer
 Individual Training
 Attending Closing
Meetings

SiriusPerspective:
Can We Afford to Invest in Sales Coaching?
The costs of unwanted voluntary turnover hide themselves in the form of uncovered
sales territories and lost sales productivity.
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
• 20 reps at $360K, $30K each per
month = bookings of $7,200,000
• 15 percent turnover = 3 per year
Feb ($330,000)
Resignations
Backfill (ramped)
Mar ($300,000)
Jul ($180,000)
Oct $90,000
Jun $210,000
Jul $180,000
Total ($330,000)

SiriusPerspective:
Can We Afford to Invest in Sales Coaching?
Combine the hidden costs of uncovered territories and lost sales productivity with
explicit training and recruiting costs to calculate total turnover costs.
Recruiting $60,000
Certification $15,000
Training T&E $5,400
Onboarding $4,500
Other $3,000
Expense Category Costs
Hard Costs $87,900
Uncovered Territory $330,000
Total Costs $ 417,900Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Mainstays of a Great Coaching Program
Four critical factors that must be present in the organization for a successful
sales coaching program

SiriusPerspective:
Successful sales coaching is not a singular process – it requires the right
programmatic elements to be in place.
Actions
Coaching
Process/
Tools
InsightsCulture
27% 129%
44% 25%

SiriusPerspective:
Culture
Coaching is
present at every
stage of the sales
cycle
Coaching is tied to
career
development
Coaching is
not telling – it
requires listening
and self-discovery
for allActions Process/
Tools
InsightsCulture
Coaching

SiriusPerspective:
Insights
Regular
observation
cadence of
actions needs to
be in place
Dashboard metrics
need to reflect
performance in relation
to the team, role
expectations and tenure
Clear connections
must be established
between actions and
performance
Actions
Process/
Tools
InsightsCulture
Coaching

SiriusPerspective:
Process/Tools
Manager/rep
conversation
cadence should be
established
to provide
opportunities for
coaching
Leverage
technology to
deliver just-in-time
coaching
in a field
environment
Counseling and
coaching should be
recorded and
accessible to assess
change over timeActions Process/
Tools
InsightsCulture
Coaching

SiriusPerspective:
Actions
Followup actions
should be sorted into
immediate, medium-
term and long-term
goals
Actions are two-
way – both rep
and coach should
make
commitments
Patterns of similar
actions should be
incorporated into
ongoing training
Actions
Process/
Tools
InsightsCulture
Coaching

SiriusPerspective:
Great Coaching Gets Results
There are a lot of reasons why Boston’s sports teams have won 12 championships
since 2002; none are more prominent than great coaching.
Actions
Coaching
Process/
Tools
InsightsCulture

• Sales Enablement
• Define and measure competency-based metrics to be included in the sales coaching program
• Develop the training programs needed to ensure that field coaches and first-line sales
managers can coach
• Sales Operations
• Work with sales leadership and enablement to develop coaching dashboards accessible to
managers and reps
• Outline and secure agreement from sales leadership and enablement on a formalized coaching
cadence
• Sales Leaders
• Develop an organizational culture within the sales team that leads to a successful coaching
program
• Establish and support a regular sales manager/rep coaching cadence across the organization
Action Items

Eric Schoch
SVP Global Retail Sales
NCR Corporation

ERIC SCHOCH
SENIOR VICE PRESIDENT, GLOBAL RETAIL SALES

Executive Leadership
 Global & Regional Sales/GTM
 Global business unit GM;
Product, Services & GTM
Market Transitions
 Service Provider: xDSL,
Wireless “2G & 3G”
 Enterprise Communications &
Collaboration: aaS and Cloud
 Network Function Virtualization
/ SDN: aaS and Cloud
 Digital Retail
Eric Schoch SVP Global Retail Sales NCR
Experience leading market transitions

A world-class coach’s job is to make sure the team members are consistently
executing and continuously learning, growing, and improving
24
Closed Deals
Commits /
Risks /
Upsides
Qualified
Prospects
All
Prospects
Where we want
Sales people to
focus…
Where our
questions are
causing them to
focus
…and execute
with velocity
and increased
WIN probability
/ predictability
Productivity
Rapport
Micro Manager
 Comes across as distrustful
uncaring bossy
 Team feels stressed out,
frustrated, resentful,
unmotivated
Dot-it-All
 Comes across as arrogant,
selfish, egotistical
 Team feels unappreciated,
undervalued, unimportant,
lack of self confidence
Nice Guy
 More concerned with being
liked than in getting results
 Team not being pushed
enough, lack of
accountability
Coach
 Team is comfortable
disclosing problems and
asking questions
 Team feels respected,
appreciated, valued,
trusted, empowered.
A Coaches Focus:
1. Minimize distractions and maximize focus on
weekly priorities
2. Stop focusing so much on the prize that you forget
about the process
3. What gets reinforced gets done. Focus controls
behavior. Questions control focus.
* The Weekly Coaching Conversation, Brian Souza

The best way to systematically improve sales performance is by providing
constructive coaching and feedback on a weekly basis
*World Class Coaches
 Focus 70%/30%; people and process
 Believe talent can be developed
 Believe it’s their job to help their team
realize their potential
 Manically focused on improving the
process that produces results
 Understand connection between their
approach and their team’s performance
 Lights a fire in people not under them;
motivates through inspiration and
positive re-enforcement
* The Weekly Coaching Conversation, Brian Souza
Motivation
Inspiration
Empowerment
Accountability
Inspection

Using QP Formula as objective criteria to improve forecast accuracy
26
Objective Criteria for Commit
1
Should they buy
from us?
Differentiated Vision
Match – business issues
specific and time bound
2 Will they buy?
Value – business value /
impact, quantified,
personal value
3 Can they buy?
Power – who makes the
final decision, do we
have access to power
person, understand
decision making process
4
When will they
buy?
Mutual Plan –
approvals, dates, project
plan, in writing
5 Risks are mitigated?
Criteria Commit
Color
Commit
Risk
5/5 Green 100%
4/5 Yellow 75%
<=3/5 Red 50%
Sales Role Forecast
Accuracy
Account Executive 95%-110%
1st Line Manager 95%-110%
Area / 2nd line Manager 97%-110%
Regional VP 98%-107%
Global SVP 99%-107%

Sales Leader Cadence
Doing the right things right all of the time
Weekly
• Orders and revenue for the week, month, quarter
• Coaching Conversation
• Activities
Monthly
• Orders and revenue forecast for current quarter
& Q-next
• Activities & Performance (linearity)
Quarterly
• Quarterly Business Review
• Orders and Revenue forecast Q-next x 2
• Activities & Performance (performance to plan)
Examples of Activities
 Account Plans / Value Prompters / Mutual
Plan Letters
 Daily Salesforce Updates
‾ Value Prompter, Mutual plan letter, notes
 In person customer meetings
‾ Project & Performance Scorecards
‾ Product & Solution Roadmaps
‾ Quarterly Business Reviews
‾ Mutual Plan Letters
‾ Executive Sponsor briefings
 Proactive Customer Phone calls
 Hand-written letters
 Social Media – LinkedIn, Instagram, Twitter

Installing the ValueSelling Framework®:
A Coaching Roadmap
─ Coaching Fundamentals
─ Skills Development
Manager’s Role
in Adoption
The Coaching
Process
Integration into
the Management
Process
30-60-90 Process
Implementation Plan
1.Skill: Reviewing Plan Letters
2.Skill: Assessing Opportunities
3.Skill: Pre-call, Next Call ValuePrompter
4.Skill: Live/Field Observation
5.Skill: Constructive Feedback
6.Skill: Coaching ValuePrompter

Questions?

Go to valueselling.com > resources > webinars
to download today’s slides
At the end of today’s webinar

32
Phil Harrell, Service Director, Chief Sales
Officer Strategies at SiriusDecisions
September 11, 2019 | 10:00 AM Pacific
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33
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• Keep it simple. Drive Results.
Julie Thomas
+1 858 759 7954
julie.thomas@valueselling.com
in/julieathomas ValueSellingAssociates
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Sales Leadership Series: Better Sales Coaching Through Performance Metrics

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