COACHING
Five Coaching Skills to Turn Your Salespeople into All-Stars
CINDY SCHIRO AND VINCENT RACIOPPO
A professional performance center offers this in- novative approach to sales coaching built on five simple, practical steps. This “power coaching” helps you use what your team is doing right to correct what they’re doing wrong.
22 | MAY 2016 SELLING POWER © 2016 SELLING POWER. CALL 1-800-752-7355 FOR REPRINT PERMISSION.
To power coach your team to greater sales, use these tips to assess their strengths, find out what motivates them, agree on performance changes, implement a structured coaching pro- gram, and reward their progress. 1. Identify where your team already measures up. You help boost your en- tire team’s performance by finding out what works for your top performers. Start by meeting with the other sales managers in your company to iden- tify the salespeople who consistently meet or exceed their quotas. Analyze those salespeople’s performance, focusing on such factors as communi- cation, organization, and relationship- building skills. Choose five or six specific habits or skills shared by all your top performers; then, use that information to develop a customized high-performance plan for everyone else on your sales team. Now that you know more about why your top sales- people are so effective, share their secrets with the rest of the team. 2. Find out what drives your team to achieve. Strong motivation makes for strong sales. Directly connecting specific behaviors with a salesperson’s motivation is key to achieving expert performance. Survey your salespeople on what is important to them and what selling – and succeeding – will do for them. Ask them where they want to be and what kind of lifestyle they want to be leading three or five (or 10) years from now; then, show them how adopting the habits and skills you’ve identified will help them realize that vision. Connect each of your sales- people’s personal goals to the process of becoming a better salesperson. 3. Put improvements in writing.
To make sure your salespeople know you mean business – and to make the improvement process “official” – have your team write down which specific sales-related behaviors they promise to modify. For best results, limit be- havioral changes to no more than four at a time. Also, have your salespeople write down what action steps they need to take to make those changes.
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