COACHING
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 salespeople are so ef- fective, 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 mo- tivation is key to achieving expert performance.
All-Star Coaching CINDY SCHIRO AND VINCENT RACIOPPO
In its quest to help you get 110 percent out of ev- eryone on a sales team, the Chicago-area Center for Expert Performance offers an innovative ap- proach called “Power Coaching.” Built on five simple, practical steps, power coaching helps you use what your team is doing right to correct what they’re doing wrong.
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 To help boost the performance of
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your entire team, find out what works for your top performers. Start by meeting with the other sales managers in your company to identify the salespeople who consis- tently meet or exceed their quotas. Analyze those salespeople’s perfor- mance, focusing on such factors as communication, organization, and re- lationship-building skills. Choose five
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 – what kind of lifestyle they want to be lead- ing 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 salespeople’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 prom- ise to modify. For best results, limit behavioral 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. Managers should stay involved by helping salespeople decide what changes they need to make (and how), then outlining what they intend to do to support the sales- person. Throughout the process, remember to use positive language and constructive criticism to make your team want to change instead of making them feel they must. Both you and your salesperson should sign the written agreement.
MARGOE EDWARDS /
SHUTTERSTOCK.COM
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