The Coaching Effect Blog

Stacia Jorgensen

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50+ Questions Your Team Members Are Craving to Answer

Posted by Stacia Jorgensen

May 21, 2019

Over and over again in our research, we find that the relationship between a team member and their leader or manager (aka: coachis one of the most important variables that impacts performance. Understandably, we often are asked by leaders how they can be better relationship builders with their team. One of the easiest, most meaningful, and highly effective ways to go about this is by simply asking more questions. 

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Topics: Leadership Lessons

The Growth Rings Indicator

Posted by Stacia Jorgensen

April 29, 2019

The next time you find yourself with a free moment, head over to our newest, interactive content by participating in the Growth Rings Indictor quiz. This is a web-based, survey-like tool developed by the research team at the EcSell Institute and designed to help all types of individuals learn more about their current location within the four Growth Rings. The Growth Rings are based on the concept, originally introduced in the TEDx Talk below, that without some challenge, discomfort, and exposure to new experiences, we limit ourselves from our fullest potential (Tweet This).

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Topics: Growth Rings

The 1% Effect: Managers who coach more, earn more

Posted by Stacia Jorgensen

February 7, 2019

There's a big reward waiting for managers who improve their coaching scores, even by just 1% , which we recently found out in this new research

Many of you who subscribe to this blog are sales professionals who live and breath by numbers and analytics. These numbers are crunched, analyzed, and reported at high levels and agonizing detail with a goal of identifying opportunities to reach maximum revenue attainment. 

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4 Unique Findings of Top Performing Sales Managers

Posted by Stacia Jorgensen

October 16, 2018

Want to hear a joke? What do Nike and top performing sales managers have in common?

They just do it.

Okay, okay. That was a terrible joke, I admit. But at the same time, the thought behind this is actually sound. Recently, I wrote up the findings from some EcSell Institute research on the ways that top performing sales managers work and coach that make them successful.

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Topics: Sales Coaching Behaviors

6 Surprising 1-on-1 Questions Sales Managers Don't Think to Ask

Posted by Stacia Jorgensen

October 9, 2018

According to EcSell Institute research, one-on-one meetings with salespeople may be one of the most critical factors in helping them perform. In our Through the Eyes of the Rep survey, we see strong relationships between sales people that rate their one-to-one meetings with their managers as effective and sales people that rate their managers as excellent leaders, coaches and effective at motivating them to greater sales importance. 

These relationships indicate that one-to-one meetings are one of the most critical activities you can do with your sales people. (Tweet thisRead more about the effectiveness of these meetings in this best practice document

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Topics: one on one meetings, sales coaching, sales coaching activities

5 Ideas to Improve Your Team Meetings

Posted by Stacia Jorgensen

June 19, 2018

Previous research by the EcSell Institute has established that top performing sales managers hold team meeting with their sales team on a consistent basis. In addition to suggesting that consistency is important, this research also indicates that the optimal frequency for holding team meetings is monthly.

In this extended white paper we further explore this research by adding an examination of the impact of sales coaching performance on sales rep perception of team meeting value. This deeper look into team meetings adds critical clarity to the impact of team meetings on sales reps and what current sales managers can be doing to increase the effectiveness of their role.

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Topics: team meetings, Coaching best practices

The Top 10 Behaviors of High Performing Managers According to Sales Reps

Posted by Stacia Jorgensen

April 23, 2018

One of the most valuable things about our work at EcSell is that we use data as the guiding force for our work. We don’t just guess, use our own personal experiences, or philosophize about the impact of sales coaching. Instead, who we are and what we do is based on empirical evidence.

One of our main sources of data is the EcSell Institute Through the Eyes of the Rep (TTEOTR) survey. Part of this survey asks reps to tell us what they believe their manager does best as a sales manager, or coach as we like to call this role. By analyzing what a rep perceives their manager does best, we have a window into understanding what manager behaviors reps feel benefit them the most. In other words, when we know what behaviors our reps value in their manager, we know which manager behaviors make the biggest impact. 

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Topics: sales coaching, sales rep motivation, sales manager performance

The BEST Leadership Educators for Sales Managers Based on Feedback and Research

Posted by Stacia Jorgensen

March 30, 2018

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Topics: Leadership Development, Sales Coaching Events, Manager Resources

Management Feedback: Get There!

Posted by Stacia Jorgensen

April 18, 2017

“Your manager is very specific when talking to you about ways to improve your sales skills.”

Sometimes it’s in the world outside of data and research where the most meaningful impact of EcSell's work hits me. This time it was the importance of giving specific feedback to those on your team that you are coaching, leading or managing. 

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Topics: Coaching Resources, Millennial Coaching, Best Practices

5 Ways to Apply Positive Pressure

Posted by Stacia Jorgensen

December 28, 2016

Just like when you treat a wound, sometimes the best thing you can do is apply pressure. The same is true in sales coaching. New findings from our research indicate that the most highly impactful sales managers are ones who gently push their sales teams in a way that elicits a positive reaction or growth.

First, let’s make sure we’re on the same page when we talk about this pressure or pushing. At EcSell, this is a part of a concept we call the Catalytic Factor, or the C-Factor. Sales managers who have the C-Factor create an environment on their team that propels people into higher performing zones and zones of growth through the introduction of challenges, new experiences, or strain. Here, we focus on two behaviors in this concept: encouraging reps to move outside their comfort zone and stretching a rep’s selling skills and abilities.

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Topics: growing sales, sales leadership, Research, sales coaching

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