We can all agree that coaching is critical to goal achievement and professional development. Yet, when I ask sales managers to describe some of their coaching strategies, many sales coaches say, “I am always coaching….” without delivering an actual strategy. They think that being on the floor, within earshot of customer interactions, and answering a question from a salesperson or customer are coaching actions because they are engaged. However, they aren’t coaching actions unless the salesperson is intentionally coached on a selling action by using that interaction as an example of learning.
Coaching for results takes intentional action, structure, buy-in, time, patience, and persistence. Let’s look at these coaching strategies.
Intentional Actions
As coaches, we can always be coaching if we are intentional with our actions. Being intentional requires being present at the moment, what the learning offers, and the specific actions taken as an example to either forward the action or solve the issue. Demonstration is a form of coaching that most coaches shy away from. When I am demonstrating a selling skill to a sales associate (or a coaching skill to a sales manager), EVERY element is intentional: voice and body match, focus, listening and repeating for clarity, the words chosen to lead the conversation forward, the skill to produce the desired outcome. All intentional. I don’t always produce the desired result, and THAT becomes another opportunity for learning and setting an example again. When going into a coaching opportunity, clear your mind and remind yourself to focus and be intentional.
Commitment to Participate from the Sales Associate
Without buy-in from the sales associate, whatever you are doing isn’t coaching because coaching REQUIRES buy-in and participation from the other person. Without it, you are nagging, micro-managing, bossing, or something else. Not intentionally, but because there is a lack of intention, connection, and agreement with the sales associate. They need to want the coaching and want to improve. They need to tolerate practice at the beginning and be aware of the discomfort that comes with development. When you find that you want the results for them more than they want the results for themselves, it’s time to stop action. Breathe. Reset. Start by apologizing to the sales associate for directing them without an overall buy-in to be coached and a specific buy-in to be coached at THIS moment.
The more you intentionally coach and practice this action, the more aware you will become. Create a coaching agreement with the sales associate, and before you offer ANY coaching, ask the sales associate if they are in a place to discuss and be coached. If they aren’t, ask if you can schedule a time to discuss what you observed when they can listen and learn.
Time and Patience
Changing behavior takes time, and changing perspective may take even longer. As a coach who might be driven to produce results, it’s easy to forget that. It’s easy to overlook the small wins that combined make big ones. Habits are a challenge to create, which is ultimately what coaching is meant to do—change actions and produce different results.
In the beginning (of either a coaching engagement or coaching a specific skill), remind yourself of the time frame you have set and notice (and celebrate) the progress being made. The time and patience you bring to the coaching engagement will serve as an example of the time and patience you want the sales associate to bring to their own development.
Persistence
Don’t give up. Just don’t.
I have a new motto: “Be gracious and tenacious.” You are welcome to use it. I use it as a coaching reminder to be respectful of the person I am coaching and wherever they are in their development process. I remind myself to stay with it and say what needs to be said (with clarity and respect) to advance their development. Be the example for salespeople to follow so that they are gracious and tenacious with their customers and will stay with the process to produce a result, namely a sale or an appointment.
Celebrate Wins
If the coach is willing to look, there is always something worth cheering about, like a new sale or action – especially one that was difficult to take and may not have produced the desired outcome, a saved sale. Start to LOOK for things to talk about. I remember an old sales manager story of a manager who started each day with ten dimes in their left pocket. Every time they said something encouraging to a salesperson, they moved one dime from the left pocket to the right pocket. The intention was to end the day with the left pocket empty.
As sales managers this is one of the greatest habits to create. Be specific in what you observe and notice: “Sarah, I heard how you asked for the budget with that customer…and I know it was tough for you to do. Do you have a moment to tell me about it?” Start your daily huddles (you are doing daily huddles, aren’t you??) with celebrations and successes. Acknowledge Actions. Praise Performance. Reward Results.
So many elements make good coaching strategies and will create results. Talk less, listen more. Be observant and curious. Practice compassionate and courageous conversation. Be the example you want them to follow since they already follow you. Strive for excellence and to be a student of the game. Notice the actions on the floor that might reflect issues you are having (tardiness, for example), and be the first to address it and change the behavior. Be willing to learn and know you will make mistakes. Apologize when you need to and mean it when you do.
If you do half of these coaching strategies with consistency, you’ll be a great coach.
