The Coaching Effect Blog

Three Reasons NOT to do 360 Reviews

Posted by Bill Eckstrom

April 25, 2016

I despise 360 reviews. Didn’t like them when they were done on me, didn’t like to do them on others, don’t like them when our members do them, and refuse to do them at the EcSell Institute. I’ve never visited with anyone following a 360 that was pleased with their end result, and for a tool that is supposed to be a "growth instrument" I’ve had to council too many execs off the ledge. Only recently have I been able to articulate my thoughts in a logical fashion. Below are my three reasons why 360 Reviews stink.

Reason #1 - Most 360’s aren’t reviewing what is proven to drive performance

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Topics: executive sales management, front line sales managers, Leadership Development, sales manager development, sales coaching, sales leadership best practices

Sales Coaching: The Dirty Little Secret about Sales Coaching.

Posted by Sherri Daubert

November 21, 2014

120110_Daubert002bwRecently we introduced our sales coaching cloud technology known as ONE-UP. This technology was developed solely as a tool for our members when, as with so many solutions, there came a total moment of clarity created by need. While in conversation with a member who is an EVP, and asked what percent of time his managers spent in coaching, and focusing on high pay off activities, his response was “ I simply don’t know.” But he continued, “While I would like to think that my managers are spending the majority of their time doing the things that will make the difference and move the needle for their teams, literally I cannot tell you.” This was eye opening for us, because while we teach and train that nothing impacts performance more than coaching, and we know the activities and behaviors that need to happen to increase sales, we had not given them an easy way to measure that.

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Topics: Sales manager training, coaching effectively, executive sales management, Sales Manager Tips, Sales Coaching Model, sales manager, sales team coaching,

Sales Coaching: A Tale of a Savvy Sales VP

Posted by Sherri Daubert

November 6, 2014

 

Once upon a time, a savvy sales VP decided she wanted to improve her sales team performance by instilling a company culture of coaching.        A great coach surely would get her people all the latest and very best in sales methodology so she enlisted the aid of the finest sales trainers and consultants in all the land.   They trained, they learned, and the savvy sales VP even went so far as to get an app, where she and subsequently her managers could do on demand coaching with her people through their smart phones.    Very efficient, very techy and very cool.  

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Topics: coaching effectively, executive sales management, innovative technology for sales departments, company culture, women in sales management, coaching sales people, sales coaching, Leadership & Management, coaching, sales team coaching,

Sales Coaching: 4 Leadership Traits of Sales Managers

Posted by Sherri Daubert

October 23, 2014

Sales Organizations are unique in ways that create unique challenges.

According to Harvard Business Review contributor Scott Edinger, and noted in this previous blog post by Kristi Shoemaker, the most difficult leadership position is head of sales.   

Leadership_Image

First of all, in most cases, sales reps are often spread out physically all over the place, since sellers tend to stay close to customers, not to headquarters. Not being all together makes substantive interactions between sales producers, management staff and sales team leaders difficult.

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Topics: executive sales management, front line sales managers, Leadership & Management, coaching

Sales Manager Training: 4 Critical Elements to Performance

Posted by Kerstin Olson

October 31, 2013

Think for a moment about the amount of training and development that your organization provides sales people.  Now think about how much is provided to the sales leadership team.  My guess is you will find about a 10:1 ratio of time in favor of sales people—a sad reflection of how organizations treat their sales leadership. 

Sales people are not more critical than sales leaders and they certainly don’t have greater developmental needs.  Actually, I could argue, with supporting research that there is a bigger performance gap to close teaching sales managers how to coach versus teaching sales people how to sell. 

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Topics: Best Practice, Sales manager training, executive sales management, sales manager coaching, coaching, talent identification & acquisition, top performing sales organizations

Sales Coach as a Title

Posted by Will Kloefkorn

June 12, 2013

Do you think that switching a title could have an impact a sales department’s performance – say switching from sales manager to sales coach? I do, and I have been lobbying for sales departments to make this change for years. However, late last week I actually crossed paths with a VP of Sales who made this change a few years back and obviously we quickly became fond of each other. Naturally I was curious about what led him to make that change and his response made perfect sense, to me at least. He said, “I told my team that most everyone can manage, but very few can coach” which I agreed, but asked him to elaborate. To be concise, he went into detail about how in his experience he has found that many sales managers are very good at monitoring and reporting their reps activities and results, but very few of them are actually very good at teaching and coaching their reps how to get better at the activities that lead to favorable results. Amen Brother.

 

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Topics: sales results, executive sales management, Motivation, Accountability Coaching, sales manager, sales coaching, coaching

Connecting is the First Step to Coaching: Why Personal Relationships are Essential to Professional Success

Posted by Sarah Wirth

April 17, 2013

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Topics: Sales Coaching Summit, executive sales management, sales coaching, Leadership & Management, EcSELL Institute, sales leadership conference, professional development

To grow or not to grow ... bigger

Posted by Will Kloefkorn

February 27, 2013

Roughly every third week I have been blogging about what I am hearing from sales leaders across the Country and today that steak continues. Ask yourself the following question; would you rather grow at 10% or 20% this year? Ok, that answer is obvious so let’s take that question a step further. What if in order to grow at 20% this year you had to put a guaranteed 10% yearly growth at risk? Would you still opt to shoot for the 20% or would you be content to settle for the 10% growth knowing that you were not maximizing your team’s performance.  I pose this question as hypothetical, but the reality is that this is a real question that sales leaders are asking themselves every day. Finding the answer is causing an inner struggle that taking place in the pits of countless executive sales managers’ stomachs on a daily basis.

 

Here is the challenge that is taking place. Most sales organizations across the board have done a decent job of bringing a good deal of order to their sales team, especially at the sales rep level. Most sales managers can recite with pretty decent accuracy the actions and high payoff activities that their reps need to execute against in order to hit a projected level of growth - say 10%. So, executive sales leaders know that if they can have their frontline sales managers simply hold their producers accountable to a certain level of activity they should be able to stay the course and achieve their growth targets. On the surface this is great news right? It is, however most executive sales leaders know that if their frontline managers were able to more effectively coach, lead, and engage their teams that they could achieve even higher levels of performance than say simply reporting on the numbers, helping them reactively solve problems, making sure compliance is in order, and maybe worst of all being super sales people – more aptly put they doing all the fishing and never teach the reps how to fish.

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Topics: executive sales management, Leadership Culture, Accountability Coaching, front line sales managers, Leadership Development, sales coaching, Resources for sales managers, top performing sales organizations, ideas for sales leaders

Simple Lessons From EcSELL Members

Posted by Bill Eckstrom

January 3, 2013

Today was my first office day in 2013.  To punish myself for spending the past few days goofing around, it would only make sense to start the year off with profound intensity (the goal was likely achieved based on the reaction of a few colleagues).  By 6:30 a.m. a local coffee shop found me seated in a comfortable chair with computer open.  One of today’s “urgent and important” tasks was to complete some outstanding work on our Sales Coaching Summit web site.   It had to get done, no excuses. 

Some things didn’t go as planned—we needed more intensity.  A few changes had to be accommodated—turn up the intensity a little more. 

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Topics: Sales Coaching Summit, executive sales management, Sales Management Summit, Leadership & Management, Announcements

Very Random Questions for Sales Managers

Posted by Bill Eckstrom

December 6, 2012

Too many early mornings and late nights are causing me to think about so many things.  Some very pertinent to what we do with our members and the performance of sales teams, but others are very random.  Feel free to add to the list or answer some of these timeless questions.

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Topics: executive sales management, sales team, front line sales managers, Leadership Development, sales coaching, professional development for sales management, Leadership & Management, EcSELL Institute, top performing sales organizations

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