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12 steps field sales coach plan

Written by: Sue Barrett

Article Overview: The reality is that most sales managers do not spend enough time with their staff in a coaching capacity. Providing constant feedback and being a role model who demonstrates the right skills. Many managers today are still focusing too heavily on short term efficiency and not long term effectiveness. Development of staff through on-the-job coaching is a critical function of modern day managers but can take second place to some of the more urgent, but less important priorities.

12 steps field sales coach plan

The reality is that most sales managers do not spend enough time with their staff in a coaching capacity. Providing constant feedback and being a role model who demonstrates the right skills.

Many managers today are still focusing too heavily on short term efficiency and not long term effectiveness. Development of staff through on-the-job coaching is a critical function of modern day managers but can take second place to some of the more urgent, but less important priorities.

On-the-job coaching is something that managers recognise they need to do with junior members of the team. When it comes to salesperson with several years experience, the sales manager would prefer not to do it. The rationale goes along the lines that the senior people do not need it. They have been selling for years and they would resent the sales manager going out on a coaching day with them.

It is true that it is not much use you going out to coach people if you cannot add anything to the call. However you are the sales manager and you should be able to add something even to the most accomplished salesperson.

Added to which is the fact that those sales people who have been selling for years are not automatically good salespeople and as we have already discussed, the job of selling is constantly changing.

The 12 step approach for on-the-job sales coaching involves the 3 phases:

• before the call,
• during the call,
• after the call.

Before the call

1 Check the customer records etc.

2 Question the objectives of the call. “Anything else? Can we aim higher?”

3 Review the call/sales plan/presentation plan:

• Key sales techniques
• Likely objections and solutions
• Any problem areas and recommendations
• Role play important points if necessary

4 Agree on your role. Usually shut up and observe the call.

5 Summarise and encourage

During the call

6 Watch and listen

• How the call goes versus the plan
• Strengths
• Weaknesses
• Improvements from last time

After the call

7 Decide on the key learning points

• 2/3 no more
• Identify some good points

8 Overview the call

• What happened versus the plan
• Let the salesperson lead: “How did you go against your plan?”
• “What did you achieve compared to what your objectives were?”
• Don’t get into the detail of the call at this stage

9 Analysis of strengths

• What did you do well
• Let the salesperson take the lead. Add your own comments

10 Analysis of weaknesses

• “What would you have done differently?”
• Use non directive questioning techniques to let the salesperson solve his own problems. Avoid telling. Focus the questions to the areas where the key learning points are.
• Why did it go wrong?
• What should you have done? Why?
• Role play if necessary

11 Agree on action plan to address the learning points

12 Agree on the next action with the customer

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Article Tags: critical function, efficiency, job, junior members, li class, li li, priorities, rationale, role model, sales coaching, sales managers, salespeople, salesperson, span style, step approach, style font, term effectiveness, ul type



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