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Sales Manager STOP the Do- It – Yourself (DIY) Mentality Ty Bello, RCC

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Presentation on theme: "Sales Manager STOP the Do- It – Yourself (DIY) Mentality Ty Bello, RCC"— Presentation transcript:

1 Sales Manager STOP the Do- It – Yourself (DIY) Mentality Team@Work Ty Bello, RCC

2 Learning Objectives Identify the areas that need to be released Review the areas that the sales team may have some deficiencies in Establish a plan to change the deficiency to efficiency Put a plan of checks and balances in so you can let go and begin to multiply your sales efforts

3 Developing Sales Coaching Boss to Coach Salespeople rate their managers 13% lower than the sales managers rate themselves “Coach” Role Model Collaborate Add Value Communicate Guide Support “Boss” Control Authority Title Power Position Status Dictate The More you coach, the less you’ll have to boss Reactive coaching is only part of coaching “Coach”- Many describe a coach, teacher, or parent who may have pushed them hard but who believed in them and helped them succeed. “Boss”- Webster defines boss as a person “in authority over employees”, and the verb boss means “to order about,” as in “Do This, Do That.”

4 Avoidance of Sales Coaching Sales Managers #1 prevention for sales coaching? A lack of time What are the real deciding factors? Many sales managers are not coached themselves Not sure how to coach Many are overwhelmed by administrative responsibilities. – Having no role model is the most serious obstacle – Lack of training is the easiest to fix.

5 Avoidance of Sales Coaching A decade ago the term Sales Manager was a salesperson being verbally “Knighted”. Sales managers who are doers Like to be in the action “Doing” has fewer risks Takes less time Comfortable Managers require training and support to help them become a top-performing developer of the next class of top-performing salespeople.

6 Developing Sales Coaching Boss to Coach ZONES How ready are you and your team for sales coaching? Your team and the coach must be in the right “cultural space” or “zone” 5 Zones – Dead Zone – Comfort Zone – Panic Zone – Depression Zone – Stretch Zone Most people predominantly live and work in one zone

7 5 Zones Dead Zone Not actively interested in improving Take No Initiative They stay the same “Things Happen to them” Comfort Zone Want to be effective Been successful in the past “Repeat the way I’ve always done it”

8 5 Zones Panic Zone – Reactivity – Grab’s your attention – Know the old systems are not working – Typically comes after being in the Comfort Zone too long Depression Zone – Sustained participation in a miserable situation – Stay in the Panic Zone too long

9 5 Zones Stretch Zone Good place to live and work Actively involved in their work Committed to developing themselves Intentional Hard place to be all the time Coaching is essential

10 Boss vs. Coach The goal of sales coaching – There are times when it is necessary to call the shots – More times when you should elicit input from your sales people – Encourage them to come up with answers – Take responsibility. The Coach – Sunday’s game : shout and set up plays – the other six days determine how well the plays are executed during the game.

11 Developmental Sales Coaching Priority One Sales coaching is the secret of sales success Improving the performance of your sales team - and yourself The most important job as a sales manager.

12 The Language of a Company Language in an organization tells ALL – sink or swim – shape up or ship out – survival of the fittest ALL challenge the notion of sales coaching. – Grow Yourself – Grow Your Team Sales coaching builds on training and turns it into everyday activity rather than an event. Must be moved from the “Preachers” to the “Practitioners.” Creating a sales culture doesn’t happen overnight – 3 to 5 years to create a sales culture. (Disney did not happen in a day) Sales Culture Starts with (you, your team, your division)

13 Coaching by Asking Coaching by asking helps your team to – self-assess – Problem solve – eventually self-coach. “Tell me and I forget. Show me and I remember. Involve me and I understand.” Chinese Proverb #1 Rule – ASK, DON’T TELL

14 Ask, Don’t Tell What do you think we should do?

15 The Model Proactive coaching is planned and scheduled Proactive Developmental Sales Coaching can be completed in 15 minutes. Reactive coaching is spontaneous and responsive to an immediate problem or opportunity. Reactive coaching meetings are normally shorter-possibly as short as 1 or 2 minutes or as long as 15 or more. Both proactive and reactive sales coaching are essential for any team

16 The 6 Critical Skills Stopping DIY Presence Relating Questioning Listening Positioning Checking Which ONE (if singled out) is a CORE Skill????

17 Types of Questions Drill Down As Simple as Why? Ten Powerful Questions (Handout) Direct Questions No short cuts, just direct Then Drill Down Neutral A leading question Promotes a particular response Open Ended Stimulates a more complete response Who, What, Where…

18 Coaching Feedback Feedback is the language of Champion sales managers

19 Coaching Feedback Who on your team is overdue some feedback? Write there names down now Later schedule some time with them Why do you believe you have not provided feedback? What does good feedback sound like? FEEDBACK = “Strength ZONE”

20 Two Types of Feedback Evaluative Assesses Performance Involves a grade Looks back (reviews) Represents yesterday not tomorrow Allows for comparison Usually related to compensation Developmental Improves Performance Provides the support to improve the grade Looks forward (what WE can do) You may compare, but only to develop a plan for the future

21 Developmental Feedback Can be Daily In planned Coaching sessions Spontaneous In a coaching session In a hall way Can come from Peers, colleagues, customers, the coach

22 FAST Feedback Check your Facts Share Accountability Specific On-Time

23 Receiving Feedback It is better to Receive than GIVE…? NOT When Receiving Feedback Don’t interrupt or explain Ask questions to learn more Take Notes Thank the giver – “No matter what” Reflect on feedback and use to improve Ask for feedback from your manager, peers, and sales people

24 Praise Your Salesperson Acknowledge the accomplishments and the drive Ask questions, so they can savor the moment Thank the salesperson Find a way to showcase the salesperson Leverage the salesperson’s ability to develop others.

25 Developmental Sales Coaching Remote, Team, and In-The-Action-Coaching Remote Coaching Essentials

26 Developmental Sales Coaching Remote, Team, and In-The-Action-Coaching Operational/Personal Information (use e-mail to minimize time spent here) Administrative Update (option) Feedback on Coaching Session Focus on Relationship Strengthen the Relationship Remote Coaching Model

27 Engaged and Retired Sales Team Members Produces Meets Quota Adds to Prospect List New Accounts Every Month Asking for New Products Produces Meets Quota Can’t spell Prospect Live off of Base Accounts Is a Sales Person Not a “Professional Sales Person”

28 For more information on Team @ Work: Please visit us on line at Call us at (260) 627-8938 Email us at: or As a reminder, Team @ Work offers a wide variety of solutions for your business. We would love to work with you to customize a program for your team, group, or for you individually. We specialize in the Assessment, Development, Coaching and Training of teams and individuals.

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