Sales Coaching Blog

Sales Team Performance Crippler or Promoter

Posted by Bill Eckstrom

July 2, 2012

describe the image By Bill Eckstrom, President, EcSELL Institute

As a sales leader you coach a team whose core responsibility is to hit a number.  And, how you do that, in a sustainable way, is by helping those on your team achieve ever increasing levels of performance.  So, as a result of the interactions with your team, they will either sell at higher or lower levels.  Ask yourself this question… do you promote growth or cripple it? 

 Performance promoter versus performance crippler

  • Promoters use metrics to guide and direct coaching activities
  • Cripplers use metrics to know who they need to threaten or put on probation
  • Promoters use plans and have their teams do the same
  • Cripplers “shoot from the hip” and accept the same from all on their team
  • Promoters ask for, and receive accountability from those on their team
  • Cripplers let deadlines slide and accept excuses
  • Promoters constantly ask their team questions to uncover performance obstacles
  • Cripplers tell their team they need to “pick up your activity and sell more”
  • Promoters use objective tools to effectively debrief a sales call with reps
  • Cripplers only “tell” them what they should have done better
  • Promoters are more adaptive leaders, they know how to effectively collaborate with others
  • Cripplers make unilateral decisions thinking their way is the best way
  • Promoters understand the professional and personal goals of those on their team
  • Cripplers only know what number those on their team should hit
  • Promoters have strong personal relationships with many on their team
  • Cripplers believe getting too close will hinder effectiveness
  • Promoters always find ways to develop their skills-they are continual learners
  • Cripplers are “too busy” for continuing education
  • Promoters  understand the uniqueness of all on their team and as a result DO NOT treat everyone the same way
  • Cripplers are “management” focused and therefore treat everyone the same way

 I could go on forever, but the above is a good start.  Ultimately you will need to measure your coaching acumen by surveying those on your team.  Don’t count solely on what you think or even what your boss thinks of your coaching skills—go directly to the source to see if you “promote or cripple” performance.

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