While a salesperson’s development as a professional can be limited when it focuses exclusively on classroom instruction, numerous companies still insist on the practice. Although it is possible to upset people in the field of learning and development, it must be noted that education in the classroom has a negligible impact over the medium to long term, and in every way, the ROI for the company is not great. At the very least, retention of the salesperson is percent if learning through active methods like role-play is a component of the skill development process. It is much less at 5% if it’s passive, as the facilitator is talking for the majority of the time. When sales coaching in the field becomes essential to a salesperson’s development, the number could rise to as high as 90 percent. Up to 70% of the top sales performers quitting due to frustration with their manager’s sales coaching can be a great way to build close working relationships.
Why doesn’t every sales manager include sales coaching in their salespeople?
According to our study, the motives can be summed up as follows:
1.) They aren’t sure how to
A large portion of you reading this might be part of this type of situation. You were a highly effective salesperson and were promoted to sales manager with no or inadequate instruction for the position. You weren’t aware of the importance of infield sales coaching as it wasn’t part and parcel of the company’s culture.
2.) They don’t have sales experience
The sales manager was from a different division within the company, such as the administration department or even operations. It is considered an excellent career choice and is supported by management. It lasts for a short period of 1-2 years prior to when the individual is promoted to a new position. As a result, if a person does not have knowledge of sales, they are uncomfortable and incompetent before clients and potential customers and should do not want to be in this job. Credibility issues in their sales team are a concern.
3.) They do not have the time
The sales manager gets caught in administrative and other internal issues. They attempt to oversee his sales force from the office. To show how serious of a problem this is, one big national company that had an international network of businesses throughout Australia included every manager of the business unit also in an executive role in sales. The company did not spend a single minute on the ground with one salesperson over the 12 months.
Sales coaching should be an integral part of the sales culture in the same way that coaching in sports is the aspect of the sports culture. To be successful, sales managers must spend 25 percent of their time coaching their salespeople out in the field coaching.
The sales coaching process is the most crucial factor to lasting improvement in sales and is appropriate for all levels, from new salespersons to sales veterans who want to build the skills and knowledge that are already in place but not utilized effectively.
Coaching for sales consists of 3 elements:
1. Skills and knowledge
One of the most common complaints about sales class learning is that it’s only a theoretical approach and doesn’t be effective in the real world.’ But, when sales coaching is integrated into their development program, the theoretical knowledge of the classroom becomes practical knowledge. When a particular ability is mastered by the supervisor of sales later replicated by the salesperson, changes and motivations are immediately evident.
2. Objective sales competency levels.
When salespeople are assessed by the six levels of competency, their actual level of competency can be determined. In order for a salesperson to move up to a higher degree, the sales manager should utilize every instructional method that is accessible, from listening, seeing, and demonstrating to explain what is required and why.
3. A measurement method to assess the results.
A competency-based learning or development model is among the most effective ways to gauge the performance of your employees.
It’s the Curb Side Conference
This is the phrase used to describe how the sales call that was made previously is examined for the purpose of improving or enhancing the salesperson’s selling abilities. The sales coaching 6 step method is employed to attain this result:
1.) Briefly summarize the sales goals.
The purpose of the sales call must be established prior to the ring. Recapping at the start of the curbside conference allows the salesperson to concentrate on the discussion on the table.
2.) Offer a critique of the selling skills proficiently used.
Utilize your sales process as the basis for your sales process and leave out the selling techniques that were not correctly or adequately utilized. This is due to the fact that you wish to recognize and praise the abilities that showed sales competency. For example, “Mary, Let’s review the last sales meeting and, if it’s acceptable with you, I’d love to provide feedback on the techniques you utilized effectively.” The salesperson might want to interrupt to highlight abilities they did not apply or didn’t apply correctly. In this case, you’ll need to interrupt them and inform them know that it will be their turn in the near future. For instance, “I am sorry for your concerns and will take care of them in the near future.” You must be able to show care and acceptance, which is reflected in your voice. A voice that is irritable or judgmental can damage your relationship with the salesperson.
3.) Ask the salesperson to review their sales presentation.
Encourage your salesperson to utilize the sales process that will aid them in evaluating their personal sales performance in a rational manner, and then you’ll have to be attentive. They could be too focused on the mistakes they made or didn’t do well, so be on the lookout for this type of behavior. It is possible to ask them to present an honest viewpoint. Be attentive to any skill they didn’t use or think they did a good job when it’s not the job. After completing the self-review, compliment them and proceed to the next stage. For instance, “Mary, you have clearly an excellent comprehension of the selling process. I’m in agreement with your assessment of yourself. Let me ask you this question: If you were given a chance to …”
4.) Inquire about the sales representative if would have an opportunity to make the same sales call, what they would change?
This gives the salesperson the possibility to find out what they might have overlooked previously, and using the knowledge they gained in step 2 will help them reaffirm their skills.
5.) Utilize the sales process and give a brief review of the salesperson’s selling abilities.
If you read the report, make sure that it is weighted at 3:1 in favor of the positive behavior and the skills that were successfully utilized. It will also increase confidence in themselves as well as their learning experience.
6.) Make sure to end on a high note and determine the goal for the next sales call.
It should be done with a heart. An example would be expressing your appreciation for how impressed you were with the way the salesperson matched the perspective. If you plan the next sales call’s objectives, one must be a skill development goal as in step 3 or 4. Careful: while there could be a myriad of skills to be considered, concentrate on the one you believe to be the most crucial. Infusing the salesperson with too many tasks is not productive and does not help them learn.
A few words, perhaps…
* Reverse conference those sales calls during which the learning opportunities will be most beneficial
* Plan regular monthly sales training, even if it’s less than half a day, and be sure to not cancel. This will yield dividends. In the office, it’s not enough to generate revenue, but developing salespeople’s selling abilities do.
Ask your salespersons for feedback about your coaching. What are the areas you could improve on?
* Sales coaching offers you the chance to display leadership in sales