{"id":12093,"date":"2020-08-14T09:50:00","date_gmt":"2020-08-14T13:50:00","guid":{"rendered":"https:\/\/www.shortform.com\/blog\/?p=12093"},"modified":"2020-08-23T13:31:30","modified_gmt":"2020-08-23T17:31:30","slug":"sales-coaching-techniques-challenger-sale","status":"publish","type":"post","link":"https:\/\/www.shortform.com\/blog\/sales-coaching-techniques-challenger-sale\/","title":{"rendered":"The Best Sales Coaching Techniques and Advice"},"content":{"rendered":"\n

What are the best sales coaching techniques<\/a> for managers? Why should you learn how to be a good sales coach? <\/p>\n\n\n\n

Learning sales coaching techniques is an important part of running a team of Challenger Sellers. Sales coaching techniques can ensure you’re getting the most out of your reps, and that you’re being an effective manager. <\/p>\n\n\n\n\n\n\n\n

Coaching Techniques Defined<\/strong><\/h2>\n\n\n\n

Sales coaching is an ongoing series of interactions between a frontline sales manager and a rep, designed to diagnose, correct, and reinforce selling skills and behaviors.<\/p>\n\n\n\n

Coaching differs from training, which is for sharing knowledge. Coaching is for acting on knowledge<\/strong>. Coaching is ongoing\u2014it’s not a one-time event or training series. It involves specific diagnosis and it\u2019s customized and behavioral. There are certain sales coaching techniques that can help you. <\/p>\n\n\n\n

Coaching\u2019s value lies in being tailored to the individual and applied as needed. It\u2019s formal rather than informal, meaning it\u2019s highly structured and regular. It also differs from managing: managers tell and do; coaches ask and guide.<\/p>\n\n\n\n

The PAUSE Coaching Model<\/strong><\/h4>\n\n\n\n

Here\u2019s a model for coaching developed for CEB\u2019s Manager Development Program. The components fit the acronym PAUSE:<\/p>\n\n\n\n

P\u2014Prepare<\/strong> for the coaching conversation<\/a>: Review the customer account. Determine what stage of the sales process the rep is in and what behaviors are going to be important.<\/p>\n\n\n\n

A\u2014Affirm<\/strong> the relationship: If the rep isn’t receptive to feedback, the coaching will be wasted. Separate performance management<\/a> from coaching to create a safe environment for the rep to listen.<\/p>\n\n\n\n

U\u2014Understand <\/strong>what behaviors are important: Managers need to understand what they’re seeing and know what behaviors to look for in observing their reps.<\/p>\n\n\n\n

S\u2014Specify<\/strong> behavior change: When you know what behaviors are needed and have an objective standard for judging them, you can provide objective feedback.<\/p>\n\n\n\n

E\u2014Embed<\/strong> new behaviors: Create an action plan<\/a> for the rep to apply the feedback.<\/p>\n\n\n\n

Using this framework in coaching helps keep it objective and provides continuity from one coaching conversation to the next.<\/p>\n\n\n\n

Coaching Techniques Require Sales Innovation<\/strong><\/h3>\n\n\n\n

Sales coaching techniques require sales innovation<\/a>. Sales innovation is the manager attribute that matters most. Here\u2019s a look at what managers need to do in order to innovate. There are three key sales innovation activities: investigate, create, and share<\/strong>.<\/p>\n\n\n\n

1) Investigate<\/strong>: Determine what\u2019s getting in the way of advancing a sale\u2014who\u2019s involved, what kind of financial concerns do they have, what factors are they weighing. The manager works with the rep to understand the customer\u2019s decision-making<\/a> process and identify where a deal is bogged down and how to get it moving.<\/p>\n\n\n\n

Key steps:<\/p>\n\n\n\n