Coach your sales team from good to great
Most of us remember Alabama’s famous football coach Paul “Bear” Bryant. Someone once said, “The Bear could beat your team on one Saturday, and then take your team and turn around and beat his team the next Saturday!” He knew how to coach players, knew their strengths and weaknesses and how to get their best effort. He knew how to win.
How can you coach your sales team like Bear Bryant: from good to great? How can you do this with different personalities and age groups? How do you get salespeople engaged with their best efforts and able to handle rejection with dogged persistence until they achieve their goals?
In every field of endeavor, a coaching philosophy, or set of values and beliefs, drives the performance system. This philosophy affects the hearts of its listeners. As we accept certain values and beliefs, attitudes emerge about coaching or leading people. The resulting behaviors turn into habits, which then produce consistent results. For example, one group of sales coaches believes that people cannot be trusted and so they micromanage people and their outputs like machines. Others do not believe in the coaching role at all and believe that people will succeed or fail despite their intervention - so they tell them what’s expected and then stay away. Some sales managers believe that people do better when they are afraid. As a result, they brow beat their salespeople and work to create an atmosphere of fear and control.
The cultural effects are obvious: some sales teams operate out of a fearful spirit while others are courageous. Some are honest and some are not. Some believe in serving others - some do not. Some are creative and innovative while others wait for orders from the manager. Salespeople make confident and winning moves in the heat of the moment or we see them quit early and leave in defeat.
What are the most important values and beliefs that define great coaching in sports or in sales?
Great sales coaches care about their people. They demonstrate this by paying attention to each salesperson’s motivational needs plans and progress. To understand their needs, they ask questions like, “What do you want?” “What are the three things that motivate you the most?” “What goals do you have in those areas?” From these questions, they discover the motivating center for each of their sales reps: competition, recognition or possibly a specific need to make a certain amount of money. Then, they help the rep put together a personalized sales plan to reach their objectives and get their payoff. They also demonstrate concern when they notice progress, praise effort and show appreciation for a person’s performance. Finally, they individualize their approach by understanding the rep’s temperament – their need to socialize, get tasks accomplished, or think through each step.
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