On the Sidelines
The ability to establish your role as a Sales Leader requires that you have a solid approach to coaching. Try the following skills to emulate other great coaches and leaders:
Isolate the skills you want to observe and coach. This seemingly simple task is not so easy, particularly in the sales profession. There are a multitude of tasks and skills that a salesperson must develop, including prospecting, qualifying, time management, computer proficiency, presentations, handling objections, building rapport, goal setting, closing, and more. When you, as a sales manager, become too general in your coaching efforts, the lack of focus hampers progress. Build the overall skill package of your direct reports by establishing only one or two skills at a time. Begin with the core skills of prospecting, time management, and questioning. Focus solely on those skills, even if it means that you ignore performance deficiencies in other areas while creating a foundation you can build on.
Be a calm observer. During a joint sales call with a sales employee, agree ahead of time about your role in the meeting. If your objective is to observe the performance of the salesperson, you can frame that in a positive light by explaining that your objective is to learn and share ideas. Expressly state that you have confidence in your salesperson to perform and that you probably won’t participate actively in the meeting. Specifically state that you will be anxious to observe the specific skills noted in No. 1. Naturally, you will need to be involved in the meeting to some degree to create a comfort level for the customer; however, allow your salesperson to take the leadership role, and then calmly observe like a Zen coach.
Deliver constructive feedback with the perspective of a career coach. A title on a business card does not provide license to wield power like a weapon. A great leader recognizes that credibility is the key to power—a tool for shaping the confidence of others. Leaders attract followers because of their calm wisdom and ability to help mold careers. Remember that poor performance does not always necessitate punishment, but is often a time for growth and an opportunity for learning.
After a coaching session, plan your follow-up. Give the recipient of your coaching one to three suggestions. Ask the rep what he or she feels will be the best way to improve performance. Listen carefully. Come to an agreement on the behaviors that need to be developed. Then plan a follow-up coaching session with the salesperson that allows him or her to demonstrate progress.
Remember that coaching is a two-way street. When I teach training programs and work with clients, they often teach me more than I teach them.
The truly accomplished sales manager leads from the sidelines and empowers salespeople to become self-correcting Sales Leaders. When you finally create that level of proficiency within your organization, then you have worked yourself out of a sales job and onto the sidelines. That is the place for the real Sales Management Leader.
Rick Davis is president of Building Leaders, Inc., a Chicago-based sales training organization. 773.769.4409. E-mail: rickdavis@buildingleaders.com
