Your Sales Leaders talk to their reps on a regular basis. They hold forecasting calls every other week. Pipeline reviews.  One-on-ones. But something’s missing. Why are good sales people leaving?  This post explores how sales coaching can improve retention. For a guide, download our workbook, and turn to pages 285 – 293 of the PDF to review the People Plan phase.

 

Do You Really Know Why Good People Leave?

 

Top reps leave for greener pastures now more than ever.  Your competitors and recruiters are on the prowl. Here are some common excuses Sales Managers make when an ‘A’ player leaves:

 

  • Our comp plan is broken – comp isn’t always the issue.  It is an enabler, but typically not a solution. 3rd party exit interviews rarely list compensation as the reason for leaving.
  • We hired the wrong person – why…what happened? Was it truly a hiring mistake, or did you not invest in them?
  • Expectations aren’t realistic – if this is the case, why hasn’t everyone left?  Why are you still there?
  • I am too busy to coach – busy doing what?  Nothing is more important than coaching your team to a higher level.

     

Good Coaching Will Make A Difference

 

Don’t be fooled by these excuses.  Sales Managers blame turnover on things out of their control.  But, it’s usually the Manager’s fault.  Coaching takes time, effort, and skill.

 

There will always be other initiatives to be prioritized.  These initiatives will fail without proper reinforcement and coaching.  Front-Line Sales Managers bring the Sales Strategy to life for their team. They can only do this by coaching people to excellence.

 

Do Your Sales Managers Know How to Coach?

 

Don’t let your top people leave.  And get more productivity out of your current team.  Download the 5 Secrets to Coach Salespeople to Greatness.

 

This coaching guide explores each of the following five questions.

 

  1. How often should my Sales Manager be coaching?
  2. Who should they coach?
  3. How do you determine if coaching or training is the right solution?
  4. What makes a good coach?
  5. How do we design a great coaching program?

     

Right now, what your leadership team considers sales coaching is probably not effective.  Sales Managers aren’t trained to be good coaches. They are trained to manage processes. They focus on lagging results, and managing the forecast. The 4th secret in the tool will explain the behaviors of great sales coaches.

 

Help Your Managers Become Better Coaches

 

In reality, your Managers don’t know their people well enough.  Conversations are tactical and selfish in nature.  Sales Managers focus on topics that benefit them versus the player.  They manage only what is right in front of their face. The 1st secret in the tool will help you develop a consistent coaching cadence.

 

If your Q1 results aren’t where you want them, coaching may be the solution.  Your Sales Managers relaxed after the end of year push. Now you are forced to play catch up.  Did any sales people quit in Q1 after receiving their annual bonus?  Was it a surprise?  If your Managers are great coaches, this won’t happen.  You can’t afford to lose more top performers. 

 

Build Better Coaches Now

 

Great coaches get their people to perform better than they think they can.  Are your Sales Managers doing this or allowing mediocrity to exist?

 

Sales Managers need to coach consistently.  If they don’t, you will lose your top people, and lose productivity.  Other top performers are getting courted right now. Use the 5 Secrets to Coach Salespeople to Greatness tool to design your coaching program. Stop the next talent exodus.

 

If you need more help coaching talent, download our 10th annual workbook, How to Make Your Number in 2017. To request a workshop with Dan Perry, our talent subject matter expert, simply send us a note.

 

How to Make Your Number in 2017

 

Photo Source: Ken Lund, Flickr

Jim Harbaugh, Head Coach, Michigan Wolverines, BYU Cougars vs. Michigan Wolverines, Michigan Stadium, University of Michigan, Ann Arbor, Michigan

ABOUT THE AUTHOR

Scott Gruher

Orchestrates and designs the perfect project strategy, one engagement at a time, to ensure that every SBI client makes their number.

Scott joined SBI in 2010 with years of hands-on experience in sales leadership and enterprise selling. Since his arrival, he has helped dozens of organizations dramatically accelerate growth, from Fortune 10 organizations like Phillips 66 to fast-growing cloud service organizations like InfusionSoft. Scott specializes in cross-functional alignment. He helps leaders align around the growth goal and design the right processes to bring the strategy to life. His unique combination of real world experience and a pragmatic approach to problem solving have made him one of SBI’s most demanded resources.

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