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NEXT LEVEL SALES COACHING NEXT LEVEL SALES COACHING HOWTOBUILDASALESTEAMTHAT STAYS,SELLS, AND SUCCEEDS
STEVEJOHNSON MATTHEWHAWK
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Introduction Twofriendsusedtogoduckhuntingtogether.Sincetheydidn’thave abird-dogoftheirown,theywenttothesamelocationeveryyear becausetheywereabletorentadogfromthepersonwhoownedthe property.Afterawhiletheyfoundadogthatgavethemparticularly goodresults,sotheyrequestedhimeverytime.Theydiscoveredthe dog’snamewasSalesmanandtheyusedhimforthenextfewyears.On oneoftheirannualtrips,theyaskedforSalesmanandfoundoutthat hewasn’tavailable.Theywenttotheownerandasked,“WhathappenedtoSalesman?”Theownerreplied,“Youdon’twanttousehim anymorebecausehegotpromotedtosalesmanager.Theonlythinghe doesnowislayaroundtheofficeandbarkateveryone.”
WhyWeWroteThisBook You’vegotthisbookinyourhand,andyoumaybeaskingyourself,why didtheseguyswritethisbook?Wewrotethisbookbecauseittakesa lotmorethanabarkingsalesmanagertoimprovetheperformanceof yoursalesteam.
Wewrotethisbookbecausewebelieve …
▪ Salesmanagersarepivotal.Sustaineddevelopmentofasalesteam ridesontheshouldersofthesalesmanagementteam.
▪ Sellingisanobleprofessionandwewanttohelpthepeoplewho doit.Salespeoplehelpbuyersnavigatepurchasedecisions,around theworld,everyminute,everyday.
▪ It’simportanttosharewhatweknowbest-in-classsalesmanagers dowiththosewhoaspiretoimprove.Winningisfun!Helpingotherswinevenmoreso.
▪ Anineffectivesalesmanagercanhaveaneutralimpactornegative impactbecausetheyfailtohelptheirsalesteamgrowoutoftheir comfortzonesanddevelopthehabitsanddisciplinesthatgenerate success.
▪ Aneffectivesalesmanagercanhaveadramaticimpactonasalesperson’scareerandlife.Theyhelptheirsalesteamgrowtheirskill setanddevelopthediscipline,rigor,andproperhabitstoultimately maximizetheirpotential.
▪ Salesmanagersneedtoknowhowtheirteamperceivesthesupporttheyreceivefromthem.AccordingtoGallup,thebestway todetermineifyouhaveahigh-developmentcultureistoaskyour teamtowhatdegreetheyagreewiththestatement:“Thereissomeoneatworkwhoencouragesmydevelopment”(CliftonandHarter 2019,6).
Youdeserveapracticalplaybook.Itwouldbeawesomeifyou workedforthegreatestsalesmanagerintheworld,whocouldfoster yourdevelopmentbysettingagreatexampleeveryday.Unfortunately, mostofusdon’thavethat.That’swhywethinksalesmanagersdeserve apracticalplaybook.We’vebeenfortunatetocodetheDNAofwhat greatsalesmanagersdoandwe’regoingtoshareitwithyou.
Salesenablementtechnologycanempowercoaching,butsales managersmuststillpossesstherightattitudesandperformtheright activitiesconsistentlytodeveloptheirteam.Whilesalesenablement technologiescontinuetoevolveandgetmorepowerful(forexample, analytics,artificialintelligence,machinelearning)itstill,always, boilsdowntohowwellasalesmanagercoachestheirsalesteam.
WhoThisBookisFor
Thisbookisforpeoplewhopossesstherightmindset,aremotivated, wanttogetbetter,andwanttohelpothersgetbetter.
EnterpriseRent-a-Carisoneofthemostsuccessfulcarrental companiesintheworld,andoneofthebestsalesorganizationswe’ve everworkedwith.Oneofthekeystotheirsuccessisthattheyhave averydynamicapproachtosalescoachingwiththegoalofgrowing thecompanywhile,atthesametime,deliveringgreatcustomer service.Theybelievetheirmajorpriorityistodeveloptheirpeople. Whentheydeveloptheirpeople,theybecomemorecompetitiveand gainmarketshare.Therefore,everyoneinthecompanyisgenuinely investedindevelopingtheirpeople.Ifyouhavethatsortofmindset, thisbookisforyou.
Intermsofjobfunction,ourintendedaudienceincludes:
▪ Seniorsalesexecutives.
▪ Linemanagersinsalesandcustomerservice.
▪ Aspiringsalesorcustomerservicemanagers.
▪ Contactcentermanagers,leads,coaches,andqualityassurance managers.
▪ Customerexperienceexecutives.
▪ Customerloyaltyexecutives.
▪ Smallbusinessowners.
▪ Anyoneinaleadershippositionatalaw/accounting/consulting firm.
WhoWeAre Wehavebeensuccessfulsalespeople,salesmanagers,businessowners, andconsultants.WestartedTheNextLevelSalesConsultingbecause, byworkingwithothersalesorganizations,wefoundwecouldhave abiggerimpact,gainmoreexperienceandexposure,and(honestly) makemoremoney.Together,wehaveover50years’experienceinthe trenches,trainingandcoachingsalespeople,salesmanagers,andsales executives.
RepresentativeClientList Inadditiontoourownexperience,we’vebeenfortunatebecausewe havepartneredwithsomeofthebestsalesorganizationsinAmerica
(andbeyond)onsalesforceeffectivenessprojectsthathavehelped themtobetterdeveloptheirsalesleadershipteamandenjoyallthe benefitsthatcascadefromthat.Inthis“laboratoryofhumanexperience,”wehavelearnedthebestpracticesoftop-performingcompanies andsalesleaders,enablingustorepeat,refine,andinnovateprocesses overtime.
Weprobablybenefitedmorefromtherelationshipsthantheydid. Hopefullyweaddedvaluealongtheway.Thankstoallourvalued clients,including:
AmericanExpress
AT&T
Baird
BankofAmerica
BlueCrossBlueShield
DIRECTV
EnterpriseRent-a-Car
Google
ManpowerGroup
MerrillLynchWealth
Management
MetLife
Microsoft
MorganStanleyWealth Management
RaymondJames
RBCWealthManagement
Synchrony
UBSFinancialServices
USBank
WellsFargoAdvisors
ZurichInsurance
Triple-DistilledSalesCoachingModel
IfyoushouldeverhavetheopportunitytovisittheJamesonWhiskey distilleryinDublin,Ireland,youwilldiscoverthatJamesonWhiskeyis tripledistilled.Thewhiskeyispurified,refined,andimproved.Through thatprocesstheyhavedevelopedagreat-tastingwhiskey–especiallyif youareawhiskeydrinker.Wehavegonethroughasimilarprocessto developthisbook.Wehaveworkedwithsomeofthebestsalesorganizationsinthecountry,gatheredthebestpracticesoftheirbestsales
FigureI.1Triple-DistilledBestPractices leaders,distilledwhatwehavelearned,andrefinedittomakeitbetter. Thinkofthisbookasthe“triple-distilled”salescoachingprocessand methodology.
1 TheCaseforSalesCoaching Inover50years’combinedexperiencetrainingandcoachingsalespeopleandtheirsalesmanagers,wefindthatmanyofourclientsshare thesamegoals:toincreasemarketshare,revenue,andprofitability.
Marketshareimproveswhensalesperformanceimproves.Sales performanceimproveswhensalesteamsarebettertrainedand coached,becauseitcreatesacycleinwhichsalespeoplefeelbetter aboutthemselvesandtheircareer,experiencemoresuccess,stay longer,andachieveevenhigherlevelsofsuccess.
“OfallthecodesGalluphasbeenaskedtocrackdatingback 80yearstoourfounder,GeorgeGallup,thesinglemostprofound, distinctandclarifyingfinding–ever–isprobablythisone:70%ofthe varianceinteamengagementisdeterminedsolelybythemanager” (CliftonandHarter2019,12).
Employeeengagementdrivesretention,higherlevelsofbuyer engagement,revenue,shareprice,andmarketshare.TheGallup researchvalidateseverythingwehavelearnedovermanyyearsof helpingcompaniesimprovetheperformanceoftheirsalesteams.Sales managersmatter,youmatter,andyoucanmakeabigdifference!
Figure1.1RelativeImpactonEngagement DynamicSalesCoachingisBetterthanRandom SalesCoaching
Whileimplementingsalescoachingprogramsforourclients’salesleadershipteams,itisnotuncommonforthemtoexpressveryearlyin theprocess,“We’redifferent.Weareunique.Wearenotlikeeveryoneelse.”
Youknowwhat?They’reright!Weknowthatdifferentcompanies takedifferentapproachestosalescoaching.MillerHeiman’sCSO Insights2019SalesEnablementReportidentifiedfourdifferent approaches(MillerHeiman2019a,34).
1.Random:42.9%ofcompaniestakearandomapproach,inwhich salescoachingiscompletelyleftuptosalesmanagers.
2.Informal:20.0%takeaninformalapproach,inwhichtheremaybe guidelines.
3.Formal:24.5%implementaformalapproach.
4.Dynamic:12.6%aredynamic,meaningthattheyhaveaformal salescoachingprocessandmethodology,andenablementservices tailoredtoindividualsalespeople.
Figure1.2ApproachestoCoaching Takeamomenttoreflectonyourownexperience.Doesyourcompanyhaveaformalapproachwherethereisaclearlydefinedsales coachingprocessandmethodologythatyouhavebeentrainedon? Doesyourcompanytakeaninformalapproachinwhichtheremayor maynotbeguidelines?Orisitmorerandom?Weknowthereisahigh probabilitythatyourcompanytakesarandomapproachinwhichthe salescoachingprocessandmethodisleftentirelyuptoyou.
Let’stakealookathowsalescoachingimpactswinrates.Generally speaking,youdon’tgethalfasale.Youeithergetit,andyouentered “closed-won”onyourpipelinetracker,oryouentered“closed-lost.”It’s allaboutthewinrate.
So,whatimpactdoestheapproachtosalescoachinghaveon winrates?
▪ Companieswitha random approachtosalescoachinghaveawin rateof41.8%.
▪ Companieswithan informal approachhaveawinrateof47.8%.
▪ Companieswitha formal approachhaveawinrateof48.9%.
▪ Companieswith dynamic approachhaveawinrateof55.2%.
Figure1.3CoachingApproachandWinRates Dynamicsalescoachingshoweddouble-digitimprovementsin salesperformanceonbothquotaattainment(21.3%)andwinrates (19.0%)overthestudy’saverage(MillerHeiman2019a,36).
Whatisthedeltabetweenrandomanddynamic?Thedynamic approachoutperformstherandomapproachby32.1%.Allthedata fromCSOInsightsandGallupareconsistentwithourownexperienceworkingwithmanylargesalesorganizationsonsalesperformance improvementprograms.
Insummary,wewrotethisbooktohelpyouimpactthelevelof engagementofyoursalesteam,reducetherandomnessinyoursales coaching,increasetheformality,andmoveyouclosertoadynamic salescoachingprocessandmethodologythatwillultimatelyhelpyou towin.
Winningisn’teverything.It’stheonlything. VinceLombardi TheBenefitsofReading(andUsing!)ThisBook Ifyou’relikeus,wheneveryouconsiderinvestingyourmostprecious resource–yourtime–inreadingabook,youareprobablyaskingyourself:“What’sinitforme?Thisbookbetterbeworthit!”Werealize that,asasalesmanagercoachingyourteam,therearemanychallenges youaregoingtoface.Herearejustafew …
DeliveringConsistentSalesPerformanceasaSalesManager Quotaachievementhasimprovedabitinthelastfewyears,butit remainsanextremelychallengingenvironment,withonly56.9%of salespeoplemakinggoal(MillerHeiman2019a,3).
ShorteningtheTimetoProficiencyforNewHires Evenifyouhaveagreatnew-hiresalestrainingprogram,theresultsare stillgoingtodependtoawidedegreeonthesalesmanager,whohasto know,demonstrate,reinforce,andcoachwhatwascoveredinthesales training.
DevelopingtheUntappedPotentialofYourSalesTeam
Manycompaniescategorizetheirsalespeopleinto“A,”“B,”and“C” players.“A”and“C”playerstogetheroftencomposeabout10–15%ofa typicalsalesforce,while“B”playersmakeupabout70–80%.Coaching willmoreeffectivelyoptimizetheproductivityofyour“A”players.For “C”players,itwilleither“help themout,”oritwill“helpthem out.” That’snotabadthing.Sometimestherearepeopleinasalesrolewho arenotagoodfitforthatroleanditmaybeintheirbestinteresttoget onapaththatmightbemoresuitablefortheirskillset.Thebiggest opportunityiswiththemoveablemiddle,the“B”players.Ifyoucan incrementallyimprovetheperformanceofthelargestsegmentinyour salesforce,youcanhaveadramaticimpactonthebottomline.
DevelopingYourSalesTeamThroughthePhasesofBuilding aBusinessandCareer
Wefindthatmanyofourclientssharesimilargoalswhenitcomesto hiring,onboarding,training,coaching,andretainingtalent.Inthat continuum,thefirstgoaltheyhaveistomakesurepeoplecansurvive andmakeit.Aftertheyhavehadsuccess,thefocusshiftstoproductivity.Thebestcompanieswillthenleveragethoseproductivesalespeople tobepeer-to-peercoaches,ultimatelygroomingthemtobecomefuture salesleaders.Teamsthatdeveloptheirsalesleadersinthiswayarebetterpositionedtobemorecompetitiveandgainmarketshare.
Figure1.4StayLonger
IncreasingRetention Turnoverinsaleshasincreasedto18%(MillerHeiman2019a,4).The impactofthisattritionincludestheopportunitycostofhavingaterritory/marketvacant,plusthetimeittakestosourceanewsalespersonto moveintotheopenrole,compoundedbythetimeittakestogetthem toadesiredlevelofproductivity.Effectivesalesmanagers,incontrast, haveahigherretentionrate.Theyhavemoreexperienced,moreproductive,salespeopleinthefieldlonger,resultinginhighercustomer loyalty.Theyspendlesstimesourcingandonboardingnewhiresand moretimecoachingtheirsalesteam.
LeadingaDiverseWorkforce Thisisthemostdiverseworkforceinhistory.MillennialsandGenZs typicallylikeandexpectongoingfeedback,positivereinforcement,and
coachingtotheirstrengths.Youknowwhat?Sodoeseveryoneelse! EvenBoomers!Weknowmoreaboutthescienceofleadershiptoday thanweeverhave.Leadershipstyleandworkenvironmentaffectour brains,ourphysiology,ourculture,andoursuccess(Pink2009).Effectivesalesmanagerstodaymustbeabletocommunicateconsistently andeffectivelywhileflexingtheirstyle,sotheycanbethecoachthat eachuniquesalespersonneeds.
GettingCompetitiveResultson“GreatPlacetoWork”Surveys toHelpAttractandRetainTalent Yourreputationasaworkplacewilldeterminetheprospectivetalent youattractorrepel.Yourreputationlivesinsocialmedia(andsociety generally),butitcanbemeasuredusingemployeeengagementassessments.Usingthesalescoachingprocessandtechniquesinthisbook willhelpboostyourscoresinareassuchas:
▪ Ifeelmyworkisrecognized.
▪ Feedbackistimelyandconsistent.
▪ Mysalesmanagersupportsme.
▪ Iknowwhatmysalesmanagerexpectsofme.
▪ Ifeelsupportedtopursueopportunitiesandgrow.
DeliveringCompetitiveCustomerSatisfaction and“NetPromoter”ScoresasaCustomerServiceManager
TheNetPromoterscoreisanindexmeasuringthewillingnessofcustomerstorecommendacompany’sproductsorservicestoothers.Itis usedtomeasurethecustomer’soverallsatisfactionwithacompany’s productsorservicesandthecustomer’sloyaltytothebrand.Although theperformancemetricsmaybedifferentcomparedtosalesteams,all thetechniquesinthisplaybookareapplicabletoacustomerservice environmentwheretheNetPromoterscoreisanindicationorreflectionofthecustomerexperience.
Thequestionsweaskedearlierwere,“What’sinitforme?Isit worthmytime?”Ifyouarefacinganyofthesechallenges,wethinkthe
juicewillbeworththesqueeze.Webelievethatthetimeyouinvestin readingthisbookwillbewellworthit.Thefactofthematteris,ifall yougetoutofthisbookisonegoodidea,itwillbeworthit.
What’sinThisBook Webelieveinsimplicity.Thisbookissimpletouseandeasytofollow. Itincludes:
▪ Apracticalgameplanyoucanstarttouseimmediately.
▪ Easytounderstandgraphicsforreferenceandsharing.
▪ Provenbestpracticesfromtop-performingsalesmanagers.
▪ Toolsandtemplates.
▪ Inspiringquotestogetyoumotivated.
▪ Takeawayquestionsforindividualreflectionandteamdiscussion.
What’sNOTinThisBook Thisbookisnotdesignedtocovereveryareaofresponsibilityasales managerhas.Forexample,wewillnotaddresshiring,recruiting, humanresourcesissues,orcompensation.Wearepurelyfocusedon thesalescoachingelementsofthesalesmanagementrole,becauseit hasthebiggestimpactonperformance.
YourOwnMotivation,Drive,andDesire Wecanshowyouwhatgreatsalesmanagersdo.Butwecan’tdoitfor you.Onlyyoucanactontheprinciplesinthisbook,andthedrivetodo thatwillcomefromwithin.Whatisnotinthisbookisthemotivation anddesiretogetbetteratcoaching,beconsistent,andadaptthetools toyourspecificsituation.However,ifyouapplythiscoachingprocess consistently,youwillincreaseyourmotivation,drive,anddesireasyou experiencesuccess.
It’skindoflikedietbooks.Therearethousandsofthemoutthere, andeveryyeartheypublishmore.Alotofpeoplearelookingforabook
thatwilljustpromisethemtheycancontinuedoingwhattheyarenow butgetbetterresults.Incontrast,somepeoplearesomotivatedthey couldreadtheworld’sshortestdiet“book”(BurnMoreCaloriesthanYou Consume)andgetamazingresults.Whatkindofbookareyoulooking for?Ifyou’renotthatmotivated,butyou’vealreadyboughtthebook,or someonegaveittoyou,lookonthebrightside:youcanalwaysre-gift itorsellitonAmazon!
ASalesProcessandMethodology Anotherthingyouwon’tfindinthisbook–butwillneed–isa well-definedsalesprocessandmethodologyastheframeworkforyour coaching.
Justaswithcoaching,therearedifferentorganizationalapproaches tosalesprocessandmethodology.Somecompanieshavearandom approach,someinformal,someformal,andsomedynamic.Inourexperience,themostsuccessfulsalesteamshaveadynamicapproachto selling,meaningitisformalandconsistent,yetalsoadaptivetothe individualsinvolved.
AreYouReady? Areyoureadyforthisbook?Hopefullyyouanswered“Yes!”because nowisthetime,youaretheperson,andthisistheplaybook.Thelargest roomintheworldistheroomforimprovement.Youknowyou’reready ifyou:
▪ Believeyoucanmakeimprovementstoyoursalescoaching.
▪ Areopen-mindedtonewideas.
▪ Arenotafraidtoletyourteamknowyouaremakingchangesfor everyone’sbenefit.
▪ Arewillingtolivewithsometemporarydiscomfortwhileyouand yourteamadoptandadapttonewtoolsandactivities.
▪ Wanttoimplementrepeatablesalescoachingandmanagement processesthatdeliverpredictableresults.
TakeawayQuestions Belowarequestionsyoucanuseforfurtherreflection.
TakeawayDiscussionQuestionsforYourOrganization Ifyouareleadingasalesorganization,herearesomethingsto thinkabout:
▪ Doyouhaveaconsistentsalesprocessandmethodologythat issupportedfromthetopdown?Ifnot,whatcanyoudoto promoteone?
▪ Howproficientarethesalesmanagersonthesalesprocess?
▪ Howwell-calibratedaretheywithoneanotheronthesales process?
▪ Howproficientandconsistentaretheyoncoachingandreinforcingthesalesprocess?
▪ Towhatdegreearetheyopen-mindedtomakingchanges?
▪ Howopenaretheytonewideasthatcouldpotentiallyhelp themtobecomemoreeffectivemanagers?
TakeawayQuestionsforPersonalReflection Ifyouareleadingasalesteam,herearesomethingstothink about:
▪ Howopenareyoutonewideas?
▪ Doyoubelieveyoucanmakeimprovementstoyoursales coaching?
▪ Areyouwillingtoletyourteamknowyouaremaking changesforeveryone’sbenefit?
▪ Areyouwillingtolivewithsometemporarydiscomfortwhile youandyourteamadoptandadapttonewtoolsandtips?
▪ Doyouwanttoimplementrepeatablesalescoachingand managementprocessesthatdeliverpredictableresults? Whynow?
TheRoadAhead InChapter2wewilllookatthereasonsthatcoachingfails,orfailsto happen,byconsideringfoursalesmanagerpersonas:theAchiever,the Culture-Shocked,theChangeAgent,andtheSalesRookie.
Chapter3introducesthecriticalsalesmanagementactivitiesand attitudes,alongwithaself-assessment.
InChapter4wecover(annualorsemi-annual)reviewandplan meetings,including:keyperformanceindicators,benefitsofreviewand planmeetingsforsalesmanagersandsalespeople,andtheagendafora reviewandplanmeeting.
Goal-settingmeetingsprovidetheopportunitytofollowupconsistentlyonthegoalssetforthinthereviewandplanmeeting,and wecoverthisinChapter5,includingpositiverecognition,reviewof keyperformanceindicators,skilldevelopmenttraining,andbuilding actionplans.
InChapter6wenotethesimilaritiesbetweenathleticperformance andsalesperformancebytalkingabouttheimportanceofskilldevelopmenttraining,andhowtodoit.
Check-insareimportanttohelpsalespeoplesustainmomentum, andweaddressthisinChapter7.
InChapter8wetackleliveperformanceobservationandfeedback, includingadiscussionofco-sellingrolesandhowtouselivesalescalls asopportunitiestoconductskilldevelopmenttraining.
Chapter10investigatesteamhuddles,whytheyareimportant,and howtheywork,soyoucaninspireyourteamtogreatperformance.
InChapter11weprovidesevenbestpracticesforcoachingsalesor serviceinthecontactcenter,includingtoolsyoucanusetobuildyour team’sskills,oneatatime.
Chapter12discusseshowtodeploysalesenablementtoolsto enhanceyoursalescoaching.
Finally,theAppendixincludesexamplesofsalescoaching cadencesforfieldsalesteams,insidesalesteams,andcontactcenter teams.
2 WhyCoachingFailsorFails toHappen Thefootballteamwasgettingclobbered.Thefirst-stringquarterbackwasinjured.Thesecond-stringquarterbackwasinjured.Even thepunterwasinjured.Allthecoachhadleftwasthethird-string quarterbackwhohadyettoplayadownallyear.Hepulledthequarterbackaside.“Look,wecan’taffordtoletthemscoreagain.We’ve gottorunsometimeofftheclock.Here’swhatIwantyoutodo.On firstdown,runittotheleft.Onseconddown,runittotheright. Onthirddown,runitupthemiddle.Then,onfourthdown,puntitas farasyoucanpuntit.”
“OKcoach!”saidthequarterback.Onfirstdown,heranittothe leftfor30yards.Onseconddown,heranittotherightfor40more. Onthirddown,heranitupthemiddletotheone-yardline.Then, onfourthdown,thequarterbackdroppedbackandpuntedtheball rightoutoftheendzone.Whenhegottothesideline,thecoach wasscreaming,“Whatwereyouthinking?!!!?!!!”Thequarterback replied,“IwasthinkingImustbeplayingforthedumbestcoachinthe world.”
Inthisanecdote,thecoachwasnotveryeffective.Hegavethe quarterbacktheplaystorunbutfailedtomakeadjustmentsalongthe way.Hispriorexperiencesprobablyshapedwhathefeltthethird-string
quarterbackwascapableofand,therefore,underestimatedhischances ofsuccess.
PersonalBackground Oneofthereasonssalesmanagersfailtocoach,orfailatcoaching, isbecausethey’veneverbeenshownhowtodoit.Whetheryouare alreadyinasalesmanagementrole,movingintoanewsalesmanagementrole,orconsideringdoingso,youmayfindoneormoreofthese profilessoundsfamiliar.
TheAchiever Thesalespersonwhogotpromotedtosalesmanager,whichisvery common,andthatcouldbeyou.Youwereatop-performingsalespersonwithatrackrecordofsuccess.Youdidn’tneedalotoffeedback, coaching,orsupport,sotheyjustletyoudoyourthing.You’vedone somepeer-to-peercoachingandspokenatcorporateeventswhereyou sharedwiththerestoftheorganizationsomeofthethingsyou’vedone tobesuccessful.Basedonyourtrackrecord,youhavebeenapproached multipletimesbysalesleadershiptoconsidermovingintosalesmanagement.Finally,youdecidedtotaketheplunge.Youhaven’thadany trainingonsalescoaching,butyou’reagoodsalesperson.Becauseyou don’thavesalescoachingskills,youreverttowhatyoudobest,which isselling.So,youfindyourselfgoingonsalescallstomakesuredeals getclosed,butyou’renotreallydevelopingyourteam–andyouknow it.Infact,yougetimpatienttryingtounderstandwhyyourteamdoes notseemtowanttoputinthehardworktoimprove.
TheCulture-Shocked Theexperiencedsalesmanagerwhomovedfromonefirmtoanother withinthesameindustryandfounditwasahigher-performingculture. It’sabigchangebecausethecultureiscompletelydifferent.Yourprior employerranfromthebottomupandyournewonefromthetopdown.
