Sales Rep Coaching is one of the most critical actions items Sales Management can use to help increase productivity.  There are many items to coach on….Lead Generation, Sales Process, Deal Strategy, Key Account Management.  The list is endless.  Yet most Sales Managers don’t do it well.  In fact, some of them can’t really coach and develop.  They just don’t know how…


Sales Management Coach and Develop Sales Reps Proper Coaching and Developing Really Moves the Needle.

Some interesting data:

  • Three + hours a month coaching a rep one on one improves quota attainment over 22%
  • Rep coaching and developing improves close rate over 14%
  • Sales Turnover decreases up to 12%
  • Overall Sales Management quota attainment typically exceeds 67%


Sales Managers consistently ask me how to be an effect coach.  I often refer to the 3 Basic Steps:


  • Provide Immediate Feedback. Spontaneous Coaching is the most effective way to really help a sales rep become more productive.  And it can happen anywhere, anytime and anyplace.  When you have a great situation to coach and develop, stop what you are doing and use the time.  This informal coaching, usually on the telephone is irreplaceable.  Data shows that this in the moment coaching makes up 89 % of all coaching and developing.  Your sales reps don’t real learn much in class room training.  They learn it from you in the moment.


  • Positive Experiences First.  Don’t jump right into the bad stuff.  It will come up.  Make sure you lead with positives.  You have all heard this before.   But why?  Ken Blanchard and Keith Rosen have shown that the brain can listen and accept constructive criticism only when you have their best interest in mind.  You establish this ‘trust’ by citing examples of good and positive behavior.  Your subconscious brain likes the positive comments about you.  Your defensives and rejection fear drop and you actually listen more to the criticism in a constructive manner.  It’s effective and has shown results.  BUT, the positive feedback must be sincere.  Telling someone they look good today is not a positive comment (unless you are on a date or married-works anytime then).  Don’t have any positive comments….come on. You hired them didn’t you?


  • Specifics.  Details my friend wins the game. Telling someone they need to work on questioning skills and then NOT giving them a specific example of how they could improve leaves the coaching ‘in the cloud’. To make it real and actionable, you must cite specific details of when you OBSERVED this behavior. Coaching theory only works when you are learning how to coach.  Actually coaching requires details. And the more specific, the better. Oh, and use some job aids to help you.  Aids such as a Field Evaluation form, Opportunity and Compelling Event Assessment or a Call Plan.  They work and make your job easier.


  • Observations.  (Ok, I threw in a fourth).  To my point about specifics, without seeing, hearing and listening to a sales rep you won’t be able to provide those specifics.  I have consistently advocated that a sales managers and sales rep need to interact every week with either a field ride to a customer or a one on one meeting.  These are the moments you observe. These are the times when you coach.  And these are the specifics that allow you to provide the feedback necessary to improve results.


Coaching and developing is a tricky business. It is the second most important item Sales Management can do.  (Hiring talent is the first). It starts with a sales rep the first day of work and it never ends.  Coaching can come at anytime, anyplace, anywhere. Pat Dolan, a successful sales manager at one of our large publishing services clients, tells me that some of the most productive coaching sessions happen early in the morning, well after 6 pm or on the weekends.  Coaching doesn’t necessary come in between 8 AM and 5 PM.  It happens early and often (like voting in Chicago).  Follow the basic steps of coaching. It really is not that hard.




Dan Perry

Intensely focused on helping sales and marketing leaders in B2B companies make their numbers at SBI.
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Dan approaches the idea of making your number from a unique perspective. Like many SBI leaders, he has walked a mile in your shoes. He comes from the industry side and has had to make his number to be successful. Perhaps this is why it’s wise to rely on SBI’s evidence-based methodologies. Though SBI is certainly an execution-based firm, Dan only implements strategies and solutions for his clients after they have been verified with before-and-after data. This leads to adoption of sales programs in the field, rather than shelf-ware.

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