Coach the Player. Not the Play.

You may have noticed that I always say, "Coach the Player. Not the play."  

In developing thousands of sales leaders over more than 15 years, I've found that sometimes managers need a simple reminder that even though we are bombarded with technology that surfaces call data, deal data, intent data, conversion data, et al.  The biggest leverage in sales performance comes from developing the individual.  

The rest can become spinning plates of madness as managers become slaves to the tech instead of making the tech work for them.

Sales managers who are constantly looking for ways to improve their team's performance and drive more revenue are finding that coaching the individual sales rep rather than just focusing on the deal or conversation itself is paying dividends quickly. In this article, I will explore why this approach can be beneficial for B2B sales management and how to use other technologies as part of the coaching process - not to replace it.

Introduction

B2B sales management is a complex process that requires a deep understanding of the sales cycle, market dynamics, and customer behavior. While closing deals is the ultimate goal, sales managers can't ignore the importance of coaching individual sales reps to improve their performance. Coaching the individual focuses on developing the skills and competencies of each sales rep, rather than just concentrating on the end result. By doing so, sales managers can create a more engaged, motivated, and successful sales team.

Why coaching the individual is important in B2B sales management

Coaching the individual sales rep is an essential component of B2B sales management for several reasons.

First, it helps managers to identify the strengths and weaknesses of each rep, enabling them to create a personalized development plan that targets specific opportunities for improvement. This approach can lead to better overall team performance and increased revenue generation.

Second, coaching the individual creates a sense of ownership and accountability for each rep, helping them to take more ownership of their performance and work towards achieving their objectives.

Finally, it fosters a culture of continuous learning and improvement, helping the sales team to stay competitive and adapt to changing market conditions.

Understand the sales rep's strengths and weaknesses

Before creating a development plan for each sales rep, it's essential to understand their strengths and weaknesses. This can be done through a combination of assessment, observation, data analysis, and feedback from the sales rep themselves.

Skill Assessments

I'm a strong proponent of skill assessment tools that give an objective indication of both mindset challenges and selling skill challenges.  These tools allow managers to level set across their team and clearly understand, without guesswork, where to apply their energy.

Observation

The degree to which you have implemented, and trained on a sales methodology and a clear selling process is the degree to which you will be able to observe individual sales rep challenges in their deal cycles.  Without clarity on methodology and process this remains guesswork or a variable and subjective exercise.

Data Analysis

OK, now you can sift through those CRM, and automation tool reports.  Here's where you should find activity, conversion data, etc.  Look for the trends, not anomalies.  Most coaching opportunities are nuanced. You'll find that the big gaps represent training opportunities instead.

Also by identifying areas where the sales rep is excelling, managers can build on those strengths to maximize their potential.

The importance of setting goals and objectives for the individual sales rep

Once the sales rep's strengths and weaknesses have been identified, it's important to set goals and objectives that are Measurable, Empowered (they should have complete control over the activity necessary to succeed) and Time bound. These goals should be aligned with the company's sales strategy, and the goals of the role as well as the personal goals of the individual.  Setting clear goals and objectives will help you to keep your sales rep motivated, focused, and accountable for their performance.

Create a personalized development plan for each sales rep

Based on the sales rep's strengths, weaknesses, goals, and objectives, sales managers can create a personalized development plan that addresses the specific areas where improvement is needed. This plan should include a combination of coaching, training, and mentoring activities that are tailored to the sales rep's individual needs. The development plan should also include specific timelines, milestones, and metrics to measure progress and ensure accountability.

Providing ongoing feedback and support

Coaching is an ongoing process, and it's essential for managers to provide regular feedback and support to the sales rep throughout the development plan.

This feedback should take the form of regular check-ins, like one-on-one coaching sessions (Get CoachCRM Basic for FREE here). The goal is to provide the sales rep with constructive feedback that helps them to identify areas for improvement and to build on their strengths.