{"id":4434,"date":"2021-02-24T13:15:21","date_gmt":"2021-02-24T18:15:21","guid":{"rendered":"https:\/\/www.orchestratesales.com\/?p=4434"},"modified":"2021-03-28T11:04:07","modified_gmt":"2021-03-28T15:04:07","slug":"sales-manager-coaching-program","status":"publish","type":"post","link":"https:\/\/www.orchestratesales.com\/talent-enablement\/sales-manager-coaching-program\/","title":{"rendered":"Building a Sales Manager Coaching Program"},"content":{"rendered":"\n
Helping sales managers become more successful in their own coaching behavior is easier said than done. The first challenge with sales coaching programs is, they’re often positioned as a task (i.e., “go coach”) and not an ongoing approach fundamentally impacting the continuing relationship between managers and reps. In other words, sales coaching has to do with supporting the conversations and connections between people and not managing a process.<\/p>\n\n\n\n
This begs the question. What’s the business problem that sales manager coaching needs to address?<\/strong> Many sales managers aren’t clear “why” sales coaching is essential. They also aren’t clear on “why” sales enablement <\/a>is focused on coaching them to become better managers\/coaches. <\/p>\n\n\n\n The key is designing and implementing a well-thought-out sales manager coaching initiatives and clarify that to sales managers. For example, if sales coaching programs intend to improve the performance and effectiveness of salespeople, while clearly defining the role of manager. Not just designating the role of manager “as a coach” or the position of sales manager as “people manager,” but defining and clarifying the role of sales manager specifically — and why sales management exists in your company in the first place.<\/p>\n\n\n\n Sales management and sales enablement leaders often have different expectations when it comes to the role of first-line sales managers in the first place. Sales leaders typically want their first-line sales managers to drive sales results more quickly. They want them to close deals. In contrast, sales enablement<\/a> professionals want sales managers to provide more valuable feedback to internal stakeholders and build the right high-performing culture. These unclear expectations are exposed when we look under the covers of many sales coaching initiatives that target sales managers. For the most part, those “programs” are workshops on “how to coach sales reps to go do what they just learned,” treating sales managers as the people who reinforce the random mandate that just came down from HQ.<\/p>\n\n\n\n What’s the business purpose for sales manager coaching in the first place? Is sales manager coaching creating clarity and focus? Does it have a purpose?<\/p><\/blockquote>\n\n\n\n
Sales manager coaching<\/strong> helps managers create an ongoing relationship between reps and managers. It’s not just a moment in time one time a week. The foundation of the sales coaching relationship is built on meaningful conversations, relationship building, and the skills and trust of managers as they engage with their reps. Managers who are successful at helping their team succeed are the best at tailoring conversations to match the needs of individual reps. That’s sales coaching.<\/p>\n\n\n\n