How do I coach Senior Sales People?
When most of us became sales managers for the first time, we all (almost) thought it was because we were good sales people and obviously, my boss wanted me to turn this team into a group of people like me!
OK, you are laughing now, but how many of you thought that was the reason and the goal? Let’s raise our hands! No one is looking!…………………….AH HA! I knew it.
There are a lot of reasons you got promoted. There are a lot of reasons you are now a sales manager. How many of you know specifically why? Ask your boss!
Now, before we go down all the good things to do to make sure you are an effective coach, let’s get to today’s question. How do I coach Senior Sales People?
It is significantly easier than you think if you practice some of the key behaviors that an excellent coach practices everyday.
1) Do you constantly and visibly demonstrate that your sales people can trust you? Across the board. You do not need to share information with your senior person that you don’t share with others. THAT does not earn trust. You know why? Right, the first question they are asking is if he/she is sharing that with me, what is he/she sharing behind my back.
2) Assuming you have trust, make sure everyone on the team understands the value you bring to the table generally, and in one on ones, clarify what value you can bring to the table for this person. For example, it might be industry knowledge, sales skills, visibility, etc…..
3) If you have trust, and you have gained agreement with the senior sales rep as to what they want to do, this year, next year, and beyond, then you need to gain agreement on where you and they will spend time coaching.
4) When coaching a senior sales rep, we are going to assume that sales skills are not the issue. However, you know how we spell ass u me! So test your assumption. Maybe they have been able to close deals without the need to do a presentation in front of a large group. That might be a skill they want to improve. If they do, you have your first area in which to build a coaching relationship. Either do it yourself, or make sure you find a way which will allow this person to get better.
The other assumption we need to make, is that this person DOES have a career progression in which they want to achieve and it may mean different behavior. What do they want, and how can you help.
5) Another assumption you have to test is, “Are they coachable?” This means a discussion on what kind of coaching they may need. Let them take the lead. Dare them, jokingly, to tell you they don’t need any. In which case you may suggest some coaching on “ego management.” You get the point. Hopefully these people are senior because they can sell, and they are smart. A simple question about how much money are you going to make this year can kick off a good coaching session on setting personal goals for yourself.
6) Once some of these discussions are held, make sure you stick to your commitments and put situations in place which will allow you to coach and advance their career.
Another example is that it took me a while that even though someone is a senior sales rep that they MAY not have great skills in all the area. Don’t, I repeat don’t try to focus on those areas. Just because you think you may have a better way is not the right way to start this coaching relationship. If they are good, focus on what they do well. Focus on what they think they do well and reinforce it. If you find things to be added to that skill to make it even better, phrase it as a question. “You know, Bill, that was very good the way you asked them to explain the problem and then you lead them back to quantify the benefit. One of the things I have seen done before is keeping a “T” chart where you put costs and benefits the customer provides. Have you ever tried that?”
If they have, how did it go. If not, would you like to try that technique?
Bottom line on Coaching and particularly on coaching senior sales people, don’t tell them how to do it better. That implies you are smarter than they are. Discuss the subject, ask for ideas on how to improve and/or throw out an idea or two that you have used/seen. Be upfront! YOU do NOT know all the answers. But, you have ideas that may or may not work. You don’t want to push an idea down their throat.
Final Point!
When you are the Coach, you may think it is your job to fix every problem as soon as possible. The fastest way is in telling them how to do it. If you need help in fully understanding why that is NOT a good idea, then call me.
Food for thought. The next time you are on a call with your rep, and you feel the urge to interrupt and help this person, then think of two things: First, if you blow this, it will be all your fault! LOL! Second, how important is it to change behavior by telling right now? John Wooden won 7 NCAA Basketball championships in a row. He didn’t understand why teams took time outs except to take a breath. He had done all his coaching before the game. If he had not prepared his people on what to do on every situation, then he failed there, not trying to get their attention during a timeout. In each situation, the team knew what they had to do next and they went out and did it!
Is your team as well prepared as John Wooden’s team?
Ask these people to do an overview, and then to update us with anything new as required.