SALES COACHING FEEDBACK LOOP
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The document discusses the importance of sales coaching and the role of sales directors in enhancing sales performance through effective feedback techniques. It outlines best practices for one-on-one coaching interactions, including setting the stage for conversations, understanding employee perspectives, and establishing clear goals for success. The document emphasizes the need for structured feedback mechanisms and strategic coaching skills to optimize employee performance and achieve sales objectives.
SALES COACHING FEEDBACK LOOP
- 1. Sales Coaching FEEDBACK LOOP EXCELLENCE By André Harrell
- 2. Introduction “…The Sales Director is perhaps the most important role in the company. Arguably no single management person can generate the immediate and sustainable profit impact that the Sales Director can.” AndréHarrell
- 3. Outcomes § Review the sales coaching process; share successes and best practices. § Strengthen the application of the current level of coaching feedback loop. § Recognize and implement key strategic best practices during 1-on-1 interactions. § Construct effective and consistency feedback that drives positive behavioral outcomes during the sales process.
- 4. Agenda § 1-on-1 sales coaching application best practices. § Writing the SCR – what good looks like and how to get there. § Practice editing your real SCRs. Note: SCR (Sales Conference Report)
- 5. “The Strategic Conversation” Thingsthat cause the situationor barriers to success Steps and roadmap to success The Setting What is happening now as compared to success SUCCESS The outcome: what we are trying to achieve, and what it lookslike TheOrigin The Resolution
- 6. Typical “Sales Coaching” Start at the top, then go below Spend 80%onthe rightside Thingsthatcause the situation; barriers, drivers, beliefs Stepsandroadmap to success The outcome: what “good” looks like in behaviors and results What is happening now as compared to success; behaviorsyou observe; results you can track 20% TheSetting TheOrigin SUCCESS 80% TheResolution
- 7. Typical “Sales Coaching”cont. “Problem” is “agreed” upon; coach asks/tells how to solve it. ª Solution is basedon a standardizedprocess. ª Once“fixed," coach looks for another problem to“fix." ª Coachhas decidedwhat needs to be“fixed.“ ª Beginsto ask questions to get the employee to see it. ª Whatever issaid, thecoach may addtheir “two cents." TheSetting TheOrigin SUCCESS TheResolution
- 8. “Setting The Stage” Before asking coaching questions, it is important to “set the stage.” This is similar to opening a sales call. – Use a “what and why” statement to relate what you are going to do and why it is important from the sales professional’s point of view. – Check for agreement. Example: “Let’s talk about your top accounts and see if together we can identify some strategies to help you gain more access. Is that OK with you?”
- 9. What is the goal? What? Specificarea, “Name it” Skill Discussthe “WIIFM” Objective Look like? “Defineit” SUCCESS Why? What?
- 10. Where are you now? (Wheredoyouwanttogo?) • Understand the situation from the employee’s point of view. • Discuss observed behaviors in the context of success. • Probe around what the employee did/behaviors, what the customer did/behaviors, and what the result was. • Probeto understand employee’s view of the situation: Is he/she getting closer to success? (Be specific.) TheSetting TheOrigin TheResolution SUCCESS
- 11. What is getting in the way? 1. Focus:What the employee is thinking about as it relates to the skill/task or goal. 2. Skill: Level of competence in a skill or task. 3. Territory:All things related to external working circumstances. Barriers: Things that get in the way of success or that are causing the current situation. What is gettingin the way? TheSetting TheOrigin TheResolution SUCCESS
- 12. How are you getting there? Solution: Solutions & options (brainstorm). Test: Testthe solutions. Plan: Plan the steps & follow up. 1. 2. 3. The Setting The Origin The Resolution SUCCESS
- 13. The Workshop Key point: Coaching is a conversation! Part 1 (3 minutes).Assemble in pairs; select one of the FEEDBACK FORMS you brought with you. Share with your partner the plan for skill development discussed at the end of the field visit. Yourpartner will play your representative. This is a discussion you are having with this representative at a breakfast meeting as a quickfollow-up to the field session. Part 2 (7 minutes) Follow-UpCoachingConversation. • Set the Stage • Clarify Success • Understandthe Origin • Uncover a Resolution • Reinforce/Revise theResolution/Plan Success Part 3 (3 minutes). Debrief, page50 Switchrolesand repeat. TheSetting TheOrigin The Resolution SUCCESS
- 14. The Workshop FEEDBACK LOOP WORKSHOP SESSION
- 15. Clarify Success Session 10 minutes: In your table groups answer the 3 questions. Flip chart . What: The written FEEDBACK FORM Why: Identify the top 3-5 reasons for Feedback. What is it in service of? Why do we even write these things? What: What does great look like? Identify the top 5 metrics that would let you know you have written effective Feedback.
- 16. The Resolution Exercise 30MINUTES The Solution: What are 2-3 things we as a leadership teamwill do in order to raisethe impact of our writtenFeedbackandachieve our successgoals/metrics? The Origin: What is getting (or could get) in the way of our goal for written Feedback communication?What aspects are in your control? Success: Stakeholder/Company agreed upon result. The Setting: Identify what aspect of the findings support our behavior as a team in line with what great looks like. Identify 3-4 areas that, as a group, you would recommend the Sls Dir team focus on to enhanceor achieve success writing the Feedback. The Setting TheOrigin The Resolution SUCCESS
- 17. Feedback Review Exercise Review the two consecutive SCRs from one Sales professionalthat you brought with you. 5 minutes Identify what aspects of your written feedback are aligned with what great looks like. Identify 1-2 areas that you would want to focus on to enhance your written Feedback. 5 minutes Share with your partner what you learned in this assessment.
- 18. The Coaching Philosophy FEEDBACK LOOP WORKSHOP SESSION
- 19. TwoTypes ofStrategic Coaching Skills&Business Management Performance/SalesResults In Service of Business Management • Used to enhance selling strategies or business management strategies to solve sales problem or optimize opportunity. • Examples: Product X sales, leverages internal resources, creates account business plans, execution of the plan. • Takes place anywhere (field, zoom, e-mail, etc.). Skills • Focuses on developing selling skills and knowledge. • Examples: Stage 2 questions, shape the value/framing, accelerate closure, understanding the disease state, using in- depth knowledge to effectively position products. • Generally takes place in the field. Training and Development Plan Objectives andAction Plan In Service of In Service of
- 20. WhatDoesSuccessLookLike? Impact of Poorly Prepared & Presented Reviews Impact of Well Prepared & Presented Reviews Qualityof Communication Limited,defensive ü Open, honest,ongoing Performance Unclearexpectations ü Focusedexecution OrganizationalSynergy Performance“silos” ü Alignedpriorities PerformanceDocumentation Conflict,legal risks ü Written record, evidence Employee Development Stagnated skillssets ü Prepared for the future Employee Accountability The “blame game” ü Ownershipof results Employee Motivation Feelingunder-valued ü Feelingvalued, driven Ongoing Supervision Hands-onsupervision ü Empowerment,initiative Turnover Riskof resignation ü Retentionof the best PERFORMANCE REVIEWOUTCOMES
- 21. Feedback Success Tips LEGAL RESPONSIBILITY Sales Directors Must: ü Document all performance discussions ü Show an attempt to help the employee improve ü Document consistent or progressively poor performance ü Evaluate employees in a timely manner ü Focus on job related behaviors ü Sign and date the review and ensure the employee does too ü Set specific goals with time frames
- 22. Feedback Pitfalls LEGAL RESPONSIBILITY Sales Directors Must Not: ü Assume a verbal warning can remain out of an employee’s file ü Simply state that employee’s performance is unacceptable ü Show a sudden decline in performance without documentation ü Back date reviews or postpone them ü Focus on personality & lifestyle ü Allow reviews to go undated or unsigned ü Make promises or predict the future
- 23. Writing The SCR FEEDBACK LOOP WORKSHOP SESSION
- 24. Where is your focus? The“Success Cycle” Non-Useful • Don’tWant • Judgments/Opinions Useful • Want • Behaviors/Results LENS RESULT BEHAVIOR “The theory to which we subscribe will determine what we see.” Albert Einstein
- 25. Success Written Feedback Success Write what competency or objective you are working on. Behaviors Results Write the specific actions or behaviors you observed. Writewhat you saw or heard! Write the impact (or lack thereof) the behavior had on the customer in terms of getting results and how it compared to what success looks like. Add to Build on additional behaviors to get to the goal.
- 26. Feedback Activity Part II – 10 minutes § Partner with another Sales Director. § Worktogether to rewrite the circled comments in the format below. Success Writewhat competencyor objectiveyou are working on. Behaviors Results Writethe specificactions or behaviors you observed. Writewhat you saw or heard! Writethe impact(or lack thereof) the behavior had on the customer in terms of getting results and how it comparedto what successlooks like. Add to Buildon additionalbehaviors to get to the goal.
- 27. The Plan/Objectives 10 minutes § Partner with another Sales Director. § Worktogether and rewrite the Plan andAction Plan in the below strategic framework where necessary. Success Write the goal related to competency or objective the plan reflects. Youmight include behaviors/metrics to measure TheSetting TheOrigin Optional:Behaviors and results observed over the field visit. Optional: The obstacles that must be addressed as part of the solution. Strengths that can be leveraged. The Resolution Specific steps/timeframes toward the goal, preferably developed and agreed to by the sales representative.
- 28. ThankYou! Thank you so much for reviewing my presentation which is a short caption of a workshop examining best practices on how to utilize a “Sales Conference Report” as an effective “Coaching Tool” André Harrell AH2 MANAGMENT