Sales coach and salesperson write down and agree to commit to a yearly business plan that details
specific activities and expected results.
Goal Setting Meetings (GSMs)
These are the consistent, scheduled one-on-one meetings between salesperson and coach, in which
the duo reviews performance from the previous period and creates and commits to a game plan and
short-term action steps for the upcoming period. The GSMs are the regular (weekly or monthly)
check-ins that keep the salesperson focused on his or her business plan.
Skill Development Opportunities
As a sales coach conducts one-on-one GSMs, he or she will identify specific skill development
opportunities. These are addressed through training and coaching in the crunch.
This is the process by which a sales coach transfers skills to a salesperson. This is done effectively
through a disciplined and repetitive process:
Explain; Demonstrate, Practice with Coaching, Observe, and Feedback.
Coaching in the Crunch
This is when coach and salesperson are executing the salesperson’s plan together, doing the job
side-by-side. They may be live or on the phone together with a prospect or client. This is one of the
best ways to address skill gaps.
This is when a salesperson may possess the skill, but lacks the commitment, dedication, or work
ethic required to achieve his or her goals. These are addressed through coaching and mentoring
discussions and by accelerating GSMs.
This is when the sales coach and salesperson must increase the frequency of GSMs for closer
accountability to the salesperson’s business plan and goals.
Push vs. Pull
Top sales managers have the ability to assess a situation and determine whether to push—
suggestions to the salesperson in developing the strategy to achieve the salesperson’s
goals; or pull—asking the salesperson focused questions to enable the salesperson to create
his or her own plan.
In between goal-setting meetings the best coaches spontaneously stay in touch with their
salespeople by referencing specific goals and action steps and asking: “How’s it going?” This is
the daily and hourly mechanism coaches use to keep salespeople focused on their business plans.
The feedback during follow up can take on a few different forms: positive, constructive, and corrective.
This is when a coach reinforces the proper behavior in a salesperson with a compliment and aligns
that behavior with the eventual result in the business plan.
This is when a coach gives quick training to slightly alter a salesperson’s behavior so that it is more
properly aligned with that salesperson’s business plan.
This is when the coach must redirect the performance of the salesperson because the salesperson
is engaged in behavior that is considerably misaligned with the business plan.
This is a form of follow up that can be used in conjunction with positive feedback to reinforce the
proper behaviors and results. Recognition can take a variety of forms—titles, bonuses, and verbal
compliments are a few examples.
Sales Meetings, Email and Voicemail, and Scoreboards
These are other forms of follow up that are commonly applied by successful sales coaches.
This is when the sales coach must take advantage of the rare opportunity to address the entire sales
team at once. These meetings can be used to provide recognition, set goals, share performance
results, and conduct training.
Email and Voicemail
The best sales coaches use their resources wisely and deliver various types of feedback using email
and voicemail to keep their salespeople focused on their business plans.
Top sales coaches use a public scoreboard to motivate and recognize their sales team members.