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 Repsurvey, 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 this) Read more about the effectiveness of these meetings in this best practice document.
Sales Coach:(n.)Someone who develops processes, relationships and growth experiences to maximize individual and team performance
Sales Coaching: (v.)The act of teaching and helping sales people improve or enhance their skillsets
How effective are your managers in their role as a sales coach? If you are not fully confident about your answer to the question above, it’s time to start putting less emphasis on the action of sales coaching, and more emphasis on the role itself of a sales coach. Shifting this mindset can sometimes be a challenge for sales organizations because for the last three decades all the attention and resources have gone directly to the salesperson in an effort to help them sell more.
And so the articles in HBR, Forbes, Inc., and Fast Company continue...
Blogs in which consultants pontificate on the benefits of coaching in sales seems to have grown exponentially. Everywhere I turn there is something to hear or read on why sales coaching is so important.
EcSell Institute research shows that more than 50% of sales managers knowingly execute less than 48% of the high performance coaching activities that will drive the most sales. The result of this statistic is obvious; sales revenue is left on the table due to the sales manager’s lack of willingness to execute.
For perspective, how would a President, CSO, EVP Sales, etc. respond to the above stats if they were applied to sales people? What if they learned half of their sales reps were doing only half of the activities that led to the best outcome? It would be unacceptable, heads would roll, yet in the sales leadership profession this double standard is unknowingly accepted because coaching performance is not measured. How much more would be sold if sales leaders fully committed and behaved like high performance coaches?
It’s no secret. Often times the best sales people do not make for the best sales coaches, yet sales departments continue to promote their top performers into coaching roles.
Personally, I believe this happens for 3 reasons. (1) It is how it has always been done. (2) It's easy and convenient. (3) Sales departments have yet to define what characteristics make a good sales coach and how to identify those characteristics in the candidates.
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.
I am a sucker for good openings. As a result, Simon Sinek had my full attention from the beginning ofStart With Why.He punches the reader in the mouth on the first page by setting them up to make a false assumption.
He does this by giving the reader detailed information about an event, and sets the reader up to be confident he is describing John F. Kennedy, but in reality, was describing Adolph Hitler.
The great poet Maya Angelou famously said: “If you don’t like something, change it. If you can’t change it, change your attitude”. This phrase is so easy to intellectually understand but can be so darn tough to live by everyday life.
In his bookA Man’s Search For Meaning, Viktor Frankl articulates that the greatest power we have as human beings is our power to choose. Regardless of the environment we are living in, or the conditions we are facing, every human being has the conscious ability to choose: hope or despair, happiness or sorrow, empowerment or victim-hood. There are no legitimate reasons to complain. Frankl has earned the right to take this stance for two reasons:
The most successful leaders look themselves in the mirror and accept ultimate responsibility for success AND failure. To date, every bit of research has proved this powerful position to be right over time, especially for our clients. However, when Navy Seals Jacko Willink and Leif Babin push this message through their own words in their bookExtreme Ownership, it takes on an even more powerful meaning.
For reasons I can’t fully articulate, sometimes inspiration strikes and propels me to take on a challenge that I once would not have considered possible. Currently, a gentleman by the name Tom Bilyeu, and the work he and his team are conducting at Impact Theory, has become one of my catalysts for personal and professional growth.
Impact Theory’s stated mission is to free people from The Matrix. Said another way, they want to end the poverty of poor mindset. If you spend some time on their site, listen to Tom’s podcasts, entertain the life lessons shared by their guests and open your mind up to growth and learning, you will quickly become inspired and realize that our potential as human beings is merely scratching the surface.