Lead your team to greatness
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How to use Sales Coaching to help lead your team to great results!
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Lead your team to greatness
- 1. Lead Your Team to Greatness! Sean Burke CEO SeanBurkeH SeanHBurke
- 3. Coach your team to greatness 4 Super Bowl wins as Head Coach don’t happen by accident
- 4. Scout Your Team (Know Your Audience) 1. How experienced are they? 2. How confident are they? 3. What is their specific role + outcomes to be produced?
- 5. Are they prepared for coaching? Need to ask if they are open to feedback Or have scheduled coaching meetings
- 6. Sometimes you can catch people at a bad time and no matter how good your feedback is - they will not receive it well Are they prepared for coaching?
- 7. Have Data (Be Data Driven) Data helps deal with Objective vs Subjective Jane
- 8. Focus on 1 Thing (at a time)
- 9. Key to Coaching is QUESTIONS Asking and Answering
- 10. Key to Coaching is QUESTIONS What do you think is happening? What is the real issue here? What have you tried?
- 11. Agree on Desired Outcomes Focus on process not results Weekly Once outcome is reached and embedded into a habit– Only then move on
- 13. Lead Your Team to Greatness! Thanks! Sean Burke CEO SeanBurkeH SeanHBurke
Hinweis der Redaktion
- Leadership is obviously important in helping your sales team achieve their goals But in my experience, to help your individual team members achieve greatness something else is more important
- Chuck Knoll was the coach of my Pittsburgh Steelers from 1969-1991 Before Chuck came to the Steelers - they never really won anything. He wasn’t the stereotypical coach either - identity problem that dogged him throughout his Pittsburgh tenure. People thought that he was cold and emotionless person. In reality, he was intelligent, interested in the arts and travel and a person who loved to discuss all of the national and world issues of the day at great length. "Basically, I am a private person," Noll once said. "My thing is preparation and teaching and that's not a good story. I'm not a one-liner kind of guy.
- Chuck is one of two coaches to win 4 superbowls - the other is Bill Belicheck He was not a “winning is the only thing coach” - he was a coaching/teaching was the only thing
- It’s important to point out that even the greatest coach in the world is reliant on the skills and talent of their team As a sales leader you must define the attributes of what a successful player looks like - by role. Even if you start with a theory - you must qualify candidates based on the specific attributes you think you need: Past success in sales Intelligence Closing Ability etc. Then you need to measure over time - which of these characteristics are most important to your sales environment
- Coaching is a long term commitment - whereas feedback is a short term If you can’t commit to at least once a week coaching schedule then you may want to reconsider starting the process You can give feedback without committing to coaching though - feedback is more like training. Feedback happens after a face-to-face call, or after you sit in on some call blocks with your ob prospecting team. It’s a point in time suggestion for improvement that is not neccessarily tied to your long term coaching work
- Sometimes you can catch people at a bad time and no matter how good your feedback is - they will not receive it well. Here are a few things you need to think through before you start each coaching session: Coaching is about them not you Coaching process not results The “work” after coaching is all on them - not on you Your role is to make them accountable for their results - and you solving their problems will not help
- When you coach process you goal is to help your team members uncover opportunities for growth. One important way that you can make that easy for them is by using data. We use a couple of data points that help us: Sales Velocity Formula = # of opp*ave deal size*close ratio/time to close - this formula give sales people a way to look at the data around their business to provide them guidance on where they need help It helps them identify the areas of focus = if their time to close is longer than everyone elses is - we look into how they can shorten in, etc. A couple of ways you can use data to help you coach: Each rep should have a plan to hit their numbers You need to have an easy way to track their progress towards this plan - without a lot of effort from them As they execute - you can use the plan numbers to guide you What do these numbers tell you? What changes do you think you need to make? What specifically will you do differently? What skills development do you think you need? Agree upon the path forward and have the rep tell you how they will hold themselves accountable to making the necessary changes
- If you take away 1 thing from this session today - EVEN if you don’t consistently coach your team. Please, please, please = only work on one issue at a time. This best coaching practice has been around for years. In addition to this - you can help your reps uncover for themselves how to identify what area to work on first. The way you do this is through questions
- A great coaching session should flow like this: How did you do on your items from last week? What did you learn? How did your performance change? Do you need more time to fully address this - or do you think you have it solved? If they say they do - then have them show you. If they truly do have it fixed then you can move on and ask Let’s look at your performance now that these changing have taken place - what do you think you need to work on next?
- The goal of questions is to help them with self discovery. People cannot be fully autonomous until they can solve their own problems and adapt on the fly That is really what you want them to uncover so your questions must guide them down this path Be careful not to make people feel too defensive or you may lose trust in them. Don’t bring fear into coaching: Instead of saying - why did you miss your numbers - instead ask, what changes do you need to make to exceed your quota this month Instead of saying - why didn’t you close that deal - instead ask - what approach will you take next time based on what you have learned You do not want to create a coaching environment that your team dreads - they need to know that you are there to help them get better not belittle their mistakes
- By focusing on the process, you will help guide your team towards the outcomes you both want. You must be disciplined to stick with an issue until it is fixed or becomes a habit. You want to make sure that the behavioral changes are fully engrained before moving on
- This diagram shows you exactly how the coaching approach will work. The person you are coaching analyzes their results Then they need to come to a diagnosis that you both agree to Next you use questions to help them address this issue They need to inspect the issue (with your guidance) Together you track it until the person you are coaching reaches your mutually agreed upon results Then the process starts all over again. It’s always good to go back to previously fixed issues just to make sure that bad habits don’t rear their ugly head.
- If you would like more information on coaching, please connect with me via twitter or LinkedIn