1 What Are The Five Questions Typically Used In Fact-Finding Five Keys to Sales Coaching Success

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Five Keys to Sales Coaching Success

Most sales managers are often promoted to their positions because they are good individual performers. They are always salespeople in their work and they show interest in advancing their careers by earning their promotion to sales management.

One of the most important jobs for any sales leader is to help his people succeed. You need to help your people become the best salespeople they can be. You will be successful if you help your people succeed in their roles. They may be better than you in the sales function.

So how do you do it? We believe that coaching your salespeople on an ongoing basis is the key to achieving sales results. Here are five keys to sales coaching success that you can implement with your people.

1. Performance Observation and Analysis –

A. Perspective – Is the salesman…

  • have an adequate pipeline of qualified prospects?
  • know who is the best person to call?
  • gather enough information ago make the first sales call?
  • have three initial benefit statements to generate interest?
  • maintain available customer and prospect files and databases?
  • have testimonials, references and centers of influence?

B. Initial Sales Calls – Is the salesman…

  • make a good pre-call plan? – have a definite objective in the sales call?
  • have a good initial benefit statement?
  • reading/adjusting the prospect’s behavior style (DISC)?
  • Building credibility, trust and relationships?
  • get information about future needs/problems/dreams?
  • Let the prospect do most of the talking?
  • effective management of indifference?
  • gain a little commitment to sales growth?

C. Sales Interview Procedures – Is the salesman…

  • use questions and probes effectively?
  • reveal the needs, wants, goals of the future?
  • use appropriate marketing tools/assistances?
  • translate features and advantages into benefits?
  • conduct customer focused sales interviews using the FIND System?
  • get consensus on the key issues and areas to be addressed?
  • D. Sales Interactions and Presentations – Is the Salesman…
  • sound professional and remain value-based?
  • review the prospect’s needs and goals?
  • provide proof and references to support the claims?
  • effectively answer the prospect’s questions?
  • get the prospect’s agreement on the road? – gain commitment to action?
  • ask for more business or to close the sale?

E. Trouble Management – Is the Salesman…

  • stay calm and collected – or come to you immediately for help?
  • manage objections effectively – use pacing statements and probes to reduce tension?
  • be argumentative, make an answer or excuse?

2. Suggest Areas for Improvement

A. Ask their opinion. Examples –

  • What do you think went well in the sales meeting?
  • Where do you think you are struggling?
  • What can you do differently?

B. Give sincere praise. Examples –

  • You are doing a good job of developing trust and client relationships.
  • Are you very accurate with monthly reports?
  • You understand the internal structure of the client.

C. Recommend areas for improvement (limit it to 1 or 2). Examples –

  • Good questions are very important in sales. A few more open-ended questions before talking about our products would give you a better understanding of the client’s needs?
  • Your work must be accurate and completed on time. If you work on monthly reports in the morning instead of in the afternoon, you will be more energetic.
  • Our company has many talented people. Instead of spending a lot of time yourself, ask for help from our technical support people.

D. Explain the reasons the change would help. For example –

  • Open-ended questions allow the client to do most of the talking. Then you can listen to problem areas, goals and needs. If you do most of the talking you won’t know their goals and needs. This makes sales slower.
  • It seems like you work more in the morning than in the afternoon because you are resting. Working on the report in the morning will help you complete it on time.
  • Ideally you want to solve technical questions yourself. Sometimes, it’s better to ask if people have seen this problem before. We provide better client service.

E. Ask them to recommend a better way (Socratic Questions). Examples –

  • How else can you uncover needs and priorities? Is there another way?
  • What ideas do you have to complete the report on time?
  • Where else can you get answers to technical questions?

3. Demonstrate (Model) the Desired Approach

A. In a private meeting

  • Discuss the preferred method first
  • Give an example
  • Show or explain the preferred method
  • Talk about what’s different
  • Ask for their reaction

B. In a group meeting

  • Discuss the preferred method first
  • Give some examples
  • You or one of your people demonstrates or explains the preferred method to the team
  • Talk about what’s different
  • Debrief – ask for their reaction

C. Role playing (curb side coaching)

  • Discuss the preferred method first
  • Let the salesperson or technical support person play the role of the client or prospect
  • The manager plays the role of the salesperson or technical support person
  • Role play the situation
  • Demonstrate advanced skills for salesperson or technical support person
  • Debrief the role play for feedback

D. Actual client meeting (curb side coaching)

  • Discuss the preferred method first
  • Planning the meeting – the manager leads in front of the client
  • Analyze what went well or not well immediately afterwards

4. Have the Seller Test the Preferred Method

A. In a private meeting

  • Discuss the preferred method first
  • Let them try the desired method
  • View and analyze performance
  • Ask their opinion
  • Give specific feedback
  • Have a commitment to practice and stick to the desired method

B. In a group meeting

  • Discuss the preferred method first
  • Have them try the preferred method in groups
  • View and analyze performance
  • Debrief – ask for their reaction
  • Give specific feedback
  • Have a commitment to practice and stick to the desired method

C. Role playing (curb side coaching)

  • Discuss the preferred method first
  • The manager plays the client
  • Role play the client’s situation or last meeting
  • Encourage the salesperson or technical support person to “customize” the procedure
  • Narrate the role play

D. Actual client meeting (curb side coaching)

  • Discuss the preferred method first
  • Sales meeting planning
  • Analyze the meeting immediately upon departure

5. Continue Coaching

  • Repeat the process until they have mastered the procedure
  • Praise positive performance
  • Recommend improvements
  • Encourage them to study or practice

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