Archive for 'Sales Coaching'

Every manager has been in this difficult position, which has been further exasperated by our remote workforce. That is, “How do I handle an underperformer?” Unfortunately, practically every company’s process around handling performance issues does not work. What if the underperformer handles themselves? Now, they’re the ones making the firing or hiring choice. The great …

A Global Epidemic I was talking with a WW head of sales and their sales enablement team. They said they want their managers to start proactively coaching effectively and consistently. Throughout the conversation, everyone kept making a similar comment. “WE WANT ALL MANAGERS TO COACH 70% OF THE TIME.” My response was, “If you want …

Here’s a recent webcast I did with Brainshark. With the stress and pressure managers are feeling to produce, transferring this pressure to your team just breeds uncertainty, fear, and disengagement. The best managers have learned how to coach their team, especially when their team is remote, to build an engaged, coachable, and cohesive team that …

If assumptions are the number one cause of problems, communication breakdowns, strained relationships, distrust, lost sales, and unmet goals, then, how can you quickly identify and eliminate costly assumptions permanently, while creating valuable coaching moments? By leveraging the mighty power of assumptive and springboard questions to strengthen relationships and improve trust, collaboration and productivity. While …

If you ask a manager, “How do you determine the Gap or uncover the root cause as to why someone is a top performer and why someone is underperforming?” The most common response: “I look at their numbers. I look at their activity. I look at their results.” The challenge is that reports and activities …

“Do we have to call it “coaching?” Once I hear those words uttered from a manager’s mouth, I know the sanctity of coaching and its impact has been tarnished and compromised. Sure, a bad coaching experience can certainly make someone leery of coaching. However, what if the manager is a great coach, but still experiences …

The biggest complaint I hear from managers is they don’t have time to coach, especially when they’re spending most of their time helping their team close more sales, resolve problems and handle customer issues. During these time-sensitive situations, compounded with the pressure to drive results, they feel they must be direct and tell people what …

    Every manager has been in this difficult position. “How do I handle an underperformer?” Unfortunately, the three typical courses of action managers take are: To do nothing and hope things get better. But the last time I checked, HOPE is not a strategy. Number two, being seduced by the potential they see in …