| The reality is that most sales managers do not spend | | | | - Key sales techniques |
| enough time with their staff in a coaching capacity. | | | | - Likely objections and solutions |
| Providing constant feedback and being a role model | | | | - Any problem areas and recommendations |
| who demonstrates the right skills. | | | | - Role play important points if necessary |
| Many managers today are still focusing too heavily on | | | | 4 Agree on your role. Usually shut up and observe |
| short term efficiency and not long term | | | | the call. |
| effectiveness. Development of staff through | | | | 5 Summarise and encourage |
| on-the-job coaching is a critical function of modern | | | | During the call |
| day managers but can take second place to some of | | | | 6 Watch and listen |
| the more urgent, but less important priorities. | | | | - How the call goes versus the plan |
| On-the-job coaching is something that managers | | | | - Strengths |
| recognise they need to do with junior members of | | | | - Weaknesses |
| the team. When it comes to salesperson with several | | | | - Improvements from last time |
| years experience, the sales manager would prefer | | | | After the call |
| not to do it. The rationale goes along the lines that | | | | 7 Decide on the key learning points |
| the senior people do not need it. They have been | | | | - 2/3 no more |
| selling for years and they would resent the sales | | | | - Identify some good points |
| manager going out on a coaching day with them. | | | | 8 Overview the call |
| It is true that it is not much use you going out to | | | | - What happened versus the plan |
| coach people if you cannot add anything to the call. | | | | - Let the salesperson lead: “How did you go |
| However you are the sales manager and you should | | | | against your plan?” |
| be able to add something even to the most | | | | - “What did you achieve compared to what your |
| accomplished salesperson. | | | | objectives were?” |
| Added to which is the fact that those sales people | | | | - Don’t get into the detail of the call at this |
| who have been selling for years are not automatically | | | | stage |
| good salespeople and as we have already discussed, | | | | 9 Analysis of strengths |
| the job of selling is constantly changing. | | | | - What did you do well |
| The 12 step approach for on-the-job sales coaching | | | | - Let the salesperson take the lead. Add your own |
| involves the 3 phases: | | | | comments |
| - before the call, | | | | 10 Analysis of weaknesses |
| - during the call, | | | | - “What would you have done differently?” |
| - after the call. | | | | - Use non directive questioning techniques to let the |
| Before the call | | | | salesperson solve his own problems. Avoid telling. |
| 1 Check the customer records etc. | | | | Focus the questions to the areas where the key |
| 2 Question the objectives of the call. “Anything | | | | learning points are. |
| else? Can we aim higher?” | | | | - Why did it go wrong? |
| 3 Review the call/sales plan/presentation plan: | | | | - What should you have done? Why? |